Ipma transformational leadership workshop for snef 22 oct2012

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Ipma transformational leadership workshop for snef 22 oct2012

  1. 1. Copyright @2012 IPMA Asia Pacific Prof Sattar Bawany Master Executive Coach & Facilitator Strategic Advisor, IPMA Asia Pacific Monday, 22 October 2012 TRANSFORMATIONAL LEADERSHIP WORKSHOP
  2. 2. Copyright @2012 IPMA Asia Pacific Every morning in Asia, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death. Every morning in Asia, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed. It doesn‟t matter whether you are a tiger or a deer: when the sun comes up, you‟d better be running….. Are You a Tiger or a Deer? 2
  3. 3. Copyright @2012 IPMA Asia Pacific The “RAT” Personality Exercise 3
  4. 4. Copyright @2012 IPMA Asia Pacific About International Professional Managers Association Executive Education  Leadership & High Potential Development  Executive Coaching  Succession Planning  Executive Assessment 4
  5. 5. Copyright @2012 IPMA Asia Pacific • A global ‘not-for-profit’ (NPO) professional members organisation headquartered in Kent, UK with Regional Offices in Europe, Africa and Asia Pacific • Mission: As an International Examining, Licensing and Regulatory Membership Qualifying Professional Body to improve managerial performance at all levels • Facilitates group learning in organisational development, change management, leadership effectiveness, managerial coaching and customer service excellence for Contact Centres across various industries • IPMA is the Asia Pacific Affiliate Partner of Executive Development Associates Inc. (EDA) for executive coaching and custom-designed leadership development solutions to accelerate individual performance Who We Are - IPMA 5
  6. 6. Copyright @2012 IPMA Asia Pacific • Executive Development Associates (EDA) has been in business since 1982 and is known across the globe for it’s C-Suite capabilities in coaching and top Leadership Development designs • EDA is a pioneer and leader in creating custom-designed learning and executive/leadership development strategies, programs and processes to help clients achieve their strategic objectives and win in the marketplace • EDA works in partnership with clients to ensure that their development efforts are successful by ensuring maximum leverage and bottom-line results • EDA has worked with many of the Fortune 100 and other leading organizations around the world Who We Are - EDA 6
  7. 7. Copyright @2012 IPMA Asia Pacific • Strategic Advisor, Council Member & Board of Trustees with IPMA • Managing Director & Master Executive Coach with EDA Asia Pacific. • Over 25 years’ international business management in executive coaching, facilitation, leadership development and training. • Adjunct Professor of Strategy at Paris Graduate School of Management teaching international business strategies, leadership development and human resource courses • Assumed senior leadership roles with global management & HR consulting firms: DBM Asia Pacific, Mercer Human Resource Consulting, The Hay Group and Forum Corporation. • A Graduate of Corporate Coach U and certified in MBTI™; Extended DISC®, Bar-On EQ-i™, Bar-On 360™ , Benchmarks and Skillscope About Your Facilitator 7
  8. 8. Copyright @2012 IPMA Asia Pacific S C O P E HARE HALLENGE PEN MINDED LAN OF ACTION NJOY OURSELVES The S.C.O.P.E. Approach 8
  9. 9. Copyright @2012 IPMA Asia Pacific LEADERSHIP (KING) YOU EYES HEART EAR UNDIVIDED ATTENTION How to Benefit from the Program 9
  10. 10. Copyright @2012 IPMA Asia Pacific • Corporate Leadership Council, 2011 o Eight out of ten CEOs are planning on significant organizational changes to stay competitive which includes but not limited to developing their managerial team towards achieving organizational results. • The Conference Board – CEO Challenge 2011 Report (April 2011)  The global CEO consensus about 2011 suggests that growing one‟s business is the key to success,” said Jonathan Spector, CEO of The Conference Board.  CEOs selected the internally-focused actions of improving leadership development/grow talent internally, enhancing the effectiveness of the senior team, providing employee training and development and improving leadership succession as the key strategies to address talent challenges, ahead of hiring more talent in the open market. Transformational Leadership 10
  11. 11. Copyright @2012 IPMA Asia Pacific Focus on Business Results Drivers Specify and Communicate Expected Behaviours Lead Strategy Execution Achieving Transformational Leadership: What‟s Your Role? 11
  12. 12. Copyright @2012 IPMA Asia Pacific 12 Module 1 Introduction & Objectives 12
  13. 13. Copyright @2012 IPMA Asia Pacific  Workshop Objectives & ‘S.C.O.P.E.’ Approach  Top Lessons Leant on Executive Derailment  The Goleman’s Emotional Intelligence (E.I.) Framework  ‘EI Mini Quiz – How Emotional Intelligent Are You?’  Measuring Your EQ – Self Assessment  Relationship Between Leadership Styles and Organizational Climate  Motivational Management: The Three Social Motives  Integrative Case Study: ‘USS Florida’ - Identifying the Motive Profile, Leadership Styles and Organizational Climate  Individual Exercise: Personal Leadership Development Plan Workshop Agenda 13
  14. 14. Copyright @2012 IPMA Asia Pacific  Understand the Emotional Intelligence (EI) Competency Framework  Make the link between Emotional Intelligence competencies and leadership effectiveness  Utilize techniques for increasing your level of self-awareness  Understand how emotions can influence your thoughts, behavior, goals, decision–making, and work/personal relationships  Develop a Personal Leadership Development Plan This Workshop is designed to develop your Transformational Leadership Skills. You will be able to: Workshop Objectives 14
  15. 15. Copyright @2012 IPMA Asia Pacific “Management is doing things right; leadership is doing the right things.” Peter F. Drucker Father of Modern Management “Don't tell people how to do things, tell them what to do and let them surprise you with their results.” George S. Patton U.S. Army General & Hero during World War II “The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it.” Theodore Roosevelt 26th President of the United States (1901-1909) Quotable Quotes on Leadership
  16. 16. Copyright @2012 IPMA Asia Pacific  Use intellectual as well as emotional capabilities to guide organizations through turbulent business environments towards achieving organization's results  Understand the importance of emotional intelligence in development of leadership effectiveness and sustaining employee engagement and productivity Today‟s Leadership Challenge 16
  17. 17. Copyright @2012 IPMA Asia Pacific • Profitability • ROI • Cost Optimisation • Employee Satisfaction • Employee Loyalty • Company Policies • Rewards and Flexibility • Culture, Espirit De Corps • EQ/EI Competencies • Managerial Skills • Leadership Styles Organisational Results Employee Engagement Organisational Climate Leadership Effectiveness Customer Loyalty • Customer Satisfaction • Service Value/ Relationship Achieving Organisational Results 17
  18. 18. Copyright @2012 IPMA Asia Pacific Video: What is a Good Leader? 18
  19. 19. Copyright @2012 IPMA Asia Pacific 1. Acting with an insensitive, abrasive, intimidating style 2. Lack of relationship management skills including collaborative, interpersonal and team effectiveness skills 3. The inability to respond quickly and flexibly to rapidly changing market conditions 4. Lack of cross cultural communication skills 5. Failing to make the boss/organization's priorities a high priority Top Lessons on Executive Derailers 19
  20. 20. Copyright @2012 IPMA Asia Pacific  Leadership is setting a new direction or vision for a group that they follow, i.e: a leader is the spearhead for that new direction.  Management controls or directs people/resources in a group according to principles or values that have already been established. Leadership vs. Management 20
  21. 21. Copyright @2012 IPMA Asia Pacific Usually viewed as getting things done through other people in order to achieve stated organizational objectives. Is regarded as relating to people working within a structured organization and with prescribed roles. What Is Management? 21
  22. 22. Copyright @2012 IPMA Asia Pacific Is often associated with the willing and enthusiastic behavior of followers. Does not necessarily take place within the hierarchical structure of the organization. Can be seen primarily as an inspirational process. 1 2 3 What Is Leadership? 22
  23. 23. Copyright @2012 IPMA Asia Pacific OLD Paradigm  Stability  Control  Competition  Uniformity  Self-centered  Hero NEW Paradigm  Change/Crisis Mgt.  Empowerment  Collaboration  Diversity  Higher ethical purpose  Humble The New Realities for Leadership 23
  24. 24. Copyright @2012 IPMA Asia Pacific 24 Group Activity: Management vs. Leadership Instructions: Review individually the following questions and then with your assigned Groups, and be prepared to discuss with the larger Group. Nominate a Spokesperson. Duration: 15 minutes Are the activities I am currently performing within my current role is more leadership or management oriented? Why? Do I want more leadership/management oriented responsibilities? If so, how do I go about taking on/requesting more responsibilities? Outline an action plan. What competencies do I need to work on to be the best leader/manager within my organisation?
  25. 25. Copyright @2012 IPMA Asia Pacific Module 2 Developing Your Emotional Intelligence 25
  26. 26. Copyright @2012 IPMA Asia Pacific Harvard Business School Video on Emotional & Social Intelligence Interview with Daniel Goleman 26
  27. 27. Copyright @2012 IPMA Asia Pacific You CAN change this ! 27
  28. 28. Copyright @2012 IPMA Asia Pacific Intelligence Quotient (IQ) IQ refers to an individual’s logical abilities (or the cognitive aspects of intelligence) such as memory, problem solving, how to rationalize and analyze as well as scholastic abilities 28
  29. 29. Copyright @2012 IPMA Asia Pacific Emotional Intelligence (EI) & EQ Emotional Intelligence, also called EI and often measured as an Emotional Intelligence Quotient (EQ), describes an ability, capacity, or skill to perceive, assess, and manage the emotions of one's self, of others, and of groups “Anyone can become angry – that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way – that is not easy.” Aristotle in „Nicomachean Ethics‟ Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books. 29
  30. 30. Copyright @2012 IPMA Asia Pacific Emotional Intelligence by Goleman “The capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.” Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books. Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books. 30
  31. 31. Copyright @2012 IPMA Asia Pacific Goleman‟s EI Model Self Awareness  Emotional Self Awareness  Accurate Self Assessment  Self Confidence Social Awareness  Empathy  Organizational Awareness  Service Orientation Self Management  Self Control  Trustworthiness  Conscientiousness  Adaptability  Achievement Orientation  Initiative Relationship Management Visionary Leadership  Influence  Developing Others  Communication  Change Catalyst  Conflict Management  Building Bonds  Teamwork & Collaboration Goleman, D. (2000) Leadership That Gets Results. Harvard Business Review. March-April 31
  32. 32. Copyright @2012 IPMA Asia Pacific Emotional Intelligence by BarOn “The measurement of emotional intelligence in the workplace is the first step towards improving it. The truly intelligent leader is one who is not only “cogtelligent” (cognitively intelligent) but also “emtelligent” (emotionally intelligent).” Reuven Bar-On who coined the term "EQ" in 1985. Bar-On, R. (1997). BarOn Emotional Quotient Inventory (EQ-i®), Technical Manual. Toronto ON: Multi-Health Systems, Inc. 32
  33. 33. Copyright @2012 IPMA Asia Pacific Measure of EI – BarOn EQ-i® • Intrapersonal - how we deal with and understand ourselves • Interpersonal - how we understand and deal with others • Adaptability - how we deal with a changing environment • Stress Management - how we manage stress • General Mood - reflecting our sense of pleasure and optimism Bar-On, R. (1997). BarOn Emotional Quotient Inventory (EQ-i®), Technical Manual. Toronto ON: Multi-Health Systems, Inc. 33
  34. 34. Copyright @2012 IPMA Asia Pacific Total EQ Leadership Effectiveness Intrapersonal Self Regard Emotional Self Awareness Assertiveness Independence Self Actualisation Interpersonal Empathy Social responsibility Interpersonal relationship Stress Management Stress tolerance Impulse control Adaptability Reality testing Flexibility Problem solving BarOn‟s EI Model General Mood Happiness, Optimism Adapted from Stein, S. J. & Book, H. E. (2006). The EQ Edge: Emotional Intelligence and Your Success. Toronto, ON: Multi- Health Systems, Inc. (Revised and Updated Edition) 34
  35. 35. Copyright @2012 IPMA Asia Pacific Business Case for EI Research has shown that EQ can help improve organizational effectiveness in:  Employee commitment, morale, health, and well-being  Innovation/ Creativity  Productivity  Efficiency  Motivation  Sales/ Revenues  Quality of service 35
  36. 36. Copyright @2012 IPMA Asia Pacific "A leader's intelligence has to have a strong emotional component. He has to have high self-awareness, maturity and self-control. He must be able to withstand the heat, handle setbacks and when those lucky moments arise, enjoy success with equal parts of joy and humility. Emotional intelligence is more rare than book smarts, but it is actually more important in the making of a leader." Jack Welch, former Chairman & CEO of GE Inc. Speaking to The Wall Street Journal Leadership and EI 36
  37. 37. Copyright @2012 IPMA Asia Pacific  Level 5 Leaders:  Many people have the potential to be Level 5  Ambitious for the organization – not for themselves  Set up their successors for even greater success  Display modesty, are self-effacing and understated  Are driven by a need to produce results  Credit success to others but take responsibility for failure  Level 5 leaders score well on BarOn EQ-i Level 5 Leadership Source: Jim Collins, „Good to Great‟, Harper Collins: 2001 37
  38. 38. Copyright @2012 IPMA Asia Pacific EI and Developing Future Leaders • Successful leaders at all levels demonstrate a high degree of Emotional Intelligence in their role • Emotionally intelligent leaders create an environment of positive morale and higher productivity resulted in sustainable employee engagement • Critical transitional skills include EI competencies such as relationship management; cross cultural communication; effective negotiation and conflict management Bawany, S. (2010). „Maximizing the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition Coaching‟ In „Coaching in Asia – The First Decade’. Creation Publishing LLP. Download e-copy from: http://www.ipma.com.sg/publications.php 38
  39. 39. Copyright @2012 IPMA Asia Pacific EMOTIONAL INTELLIGENCE SELF-EVALUATION • The purpose of this self-evaluation is to measure your tendencies and abilities within various areas of emotional intelligence • In the space provided next to each of the statements, please write in the number that best describes your agreement with the item, using the scale immediately below. 1 = Disagree Very Much 4 = Agree Slightly 2 = Disagree Moderately 5 = Agree Moderately 3 = Disagree Slightly 6 = Agree Very Much 39
  40. 40. Copyright @2012 IPMA Asia Pacific New Discoveries in Neurophysiology Amygdala Thalamus  Sensory signals from hearing and sight travel from the thalamus then on to both the neocortex (the “thinking” brain) and amygdala (center of emotional intelligence) simultaneously. The amygdala is a faster processor.  The amygdala’s processing of information includes physiological responses (increased heartbeat, glandular secretions, etc.) 40
  41. 41. Copyright @2012 IPMA Asia Pacific How the Brain Works  Neocortex  The thinking part of the brain (“Just Say No” circuit)  Six seconds to activate  Amygdala  The brain’s emotional memory bank  Stores memories (failures and victories); scans incoming information for threats and opportunities  “Fight or Flee” Part of the Brain  What makes us “snap” (e.g. Road Rage; Mike Tyson biting Evander Hollyfield’s ear during WBA Match; Zinedine Zidane’s head butt during 2006 World Cup’s Finals Soccer Match) 41
  42. 42. Copyright @2012 IPMA Asia Pacific „Amygdala Hijack‟  This is what happens when people “lose it”  They lose control and end up in a place they didn’t want to be — their emotions are not used effectively  They erupt, shut down, do something extra-ordinarily brave, or otherwise act irrationally  On reflection they find it hard to explain why they acted as they did 42
  43. 43. Copyright @2012 IPMA Asia Pacific 1. What would be an example of an „Amygdala Hijack‟ when you are having a challenging situation or tough conversation with your boss/peer/subordinates? (Both for you and the other party). 2. What do you need to do to keep your emotions in check? Individual Exercise: „Amygdala Hijack‟ 43
  44. 44. Copyright @2012 IPMA Asia Pacific EI Mini Quiz Important Note: The purpose of the following short quiz is to provide you with an application of Emotional Intelligence (EI). The results you get from this quiz are NOT a comprehensive picture of your EQ. 44
  45. 45. Copyright @2012 IPMA Asia Pacific Scenario 1. You are a Gen Y employee in a meeting when a Baby-Boomer colleague takes credit for work that you have done. What do you do? A. Immediately and publicly confront the colleague over the ownership of your work. B. After the meeting, take the colleague aside and tell her that you would appreciate in the future that she credits you when speaking about your work. C. Nothing, it's not a good idea to embarrass colleagues in public. D. After the colleague speaks, publicly thank her for referencing your work and give the group more specific detail about what you were trying to accomplish. 45
  46. 46. Copyright @2012 IPMA Asia Pacific Answer for Scenario 1 The Credit Stealing Colleague: The most emotionally intelligent answer is D. By demonstrating an awareness of work-place dynamics, and an ability to control your emotional responses, publicly recognizing your own accomplishments in a non-threatening manner, will disarm your colleague as well as puts you in a better light with your manager and peers. Public confrontations can be ineffective, are likely to cause your colleague to become defensive. A. 0 Points – Immediately and publicly confront the colleague over the ownership of your work. B. 5 Points – After the meeting, take the colleague aside and tell her that you would appreciate in the future that she credits you when speaking about your work. C. 0 Points – Nothing, it's not a good idea to embarrass colleagues in public. D. 10 Points – After the colleague speaks, publicly thank her for referencing your work and give the group more specific detail about what you were trying to accomplish. 46
  47. 47. Copyright @2012 IPMA Asia Pacific Scenario 2: You are a Gen X Manager in an organization that is trying to encourage respect for racial and ethnic diversity. You overhear a Gen Y employee telling both sexist and racist jokes. What do you do? A. Ignore it – the best way to deal with these things is not to react. B. Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated. C. Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization. D. Suggest to the person telling the joke he go through a diversity training program. 47
  48. 48. Copyright @2012 IPMA Asia Pacific The most emotionally intelligent answer is C. The most effective way to create an atmosphere that welcomes diversity is to make clear in public that the social norms of your organization do not tolerate such expressions. Confronting the behavior privately lets the individual know the behavior is unacceptable, but does not communicate it to the team. Instead of trying to change prejudices (a much harder task), keep people from acting on them. A. 0 Points – Ignore it - the best way to deal with these things is not to react. B. 5 Points – Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated. C. 10 Points – Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization. D. 5 Points – Suggest to the person telling the joke he go through a diversity training program. Answer for Scenario 2 The Racist Joke: 48
  49. 49. Copyright @2012 IPMA Asia Pacific Scenario 3. You are a Gen Y Manager and have recently been assigned a Baby Boomer in your team, and have noticed that he appears to be unable to make the simplest of decisions without seeking advice from you. What do you do? A. Accept that he "does not have what it take to succeed around here" and find others in your team to take on his tasks. B. Get an HR manager to talk to him about where he sees his future in the organization. C. Purposely give him lots of complex decisions to make so that he will become more confident in the role. D. Engineer an ongoing series of challenging but manageable experiences for him, and make yourself available to act as his mentor. 49
  50. 50. Copyright @2012 IPMA Asia Pacific The most emotionally intelligent answer is D. Managing multigenerational employees requires high levels of emotional intelligence, particularly if you are going to be successful in maximizing the performance of your team. Often, this means that you need to tailor your approach to meets the specific generational needs of the individual, and provide them with support to help them grow in confidence. A. 0 Points – Accept that he 'does not have what it take to succeed around here' and find others in your team to take on his tasks B. 5 Points – Get an HR manager to talk to him about where he sees his future in the organization C. 0 Points – Purposely give him lots of complex decisions to make so that he will become more confident in the role D. 10 Points – Engineer an ongoing series of challenging but manageable experiences for him, and make yourself his mentor (reverse mentoring) Answer for Scenario 3 The indecisive Baby Boomer Employee: 50
  51. 51. Copyright @2012 IPMA Asia Pacific Module 3 Managerial Styles & Organisational Climate 51
  52. 52. Copyright @2012 IPMA Asia Pacific Goleman‟s research collaboration with consulting firm Hay/McBer covering 3,871 executives worldwide to determine what is „effective leadership‟ lead to classification of six different leadership styles, each springing from different components of emotional intelligence. Leadership That Gets Results Source: Goleman, D., ‘Leadership That Gets Results’, HBR, March-April 2000 52
  53. 53. Copyright @2012 IPMA Asia Pacific Goleman‟s Six Leadership Styles 1. Coercive (Commanding): “Do what I tell you” 2. Authoritative (Visionary): “Come with me” 3. Affiliative: “People come first” 4. Democratic: “What do you think?” 5. Pacesetting: “Do as I do, NOW!” 6. Coaching: “Try this” Source: Goleman, D., ‘Leadership That Gets Results’, HBR, March-April 2000 53
  54. 54. Copyright @2012 IPMA Asia Pacific Coercive  aims to achieve immediate compliance  one-way directive conversation  seeks tight control over situations  dealing with crisis situations or problem employees  with talented or self- motivated staff “Do it the way I tell you” 54
  55. 55. Copyright @2012 IPMA Asia Pacific Authoritative  aims to provide long-term direction/vision  allows employee input but retains control over decision  seeks to influence to gain buy-in  with new staff or when a new direction has to be communicated  with sophisticated & experienced staff “Firm but fair” 55
  56. 56. Copyright @2012 IPMA Asia Pacific Affiliative  aims to promote harmony & co-operation  seeks to smooth tensions and resolve work/family conflicts  seeks to be liked as a manager  when tasks are routine or employees need support  when negative feedback is required “People first, task second” 56
  57. 57. Copyright @2012 IPMA Asia Pacific Democratic  aims to build group consensus for decision- making  heavy emphasis on team participation  employees are trusted to have skills & drive  working with good staff with ample time for decision- making  when a particular answer is needed “I’d like you to participate” 57
  58. 58. Copyright @2012 IPMA Asia Pacific Pacesetting  aims to accomplish quality work yourself  models high standards & expects them in others  delegates only to good performers  dealing with staff who can perform independently  with staff who need feedback & support “Do it myself” 58
  59. 59. Copyright @2012 IPMA Asia Pacific Coaching  aims towards professional growth of employees  helps people identify strengths/weakness  encourages honest self- assessment  with employees interested in being innovative or developing career  when explicit direction is required “I’d like to help you develop” 59
  60. 60. Copyright @2012 IPMA Asia Pacific Impact of Leadership Styles  Leaders who have mastered 4 or more styles create the best business performance  The most effective leaders can switch flexibly between leadership styles in response to the situation  Authoritative, Affiliative, Democratic & Coaching styles have a positive impact on organisational climate  Coercive & Pacesetting can have a negative impact on the working environment Source: Goleman, D., ‘Leadership That Gets Results’, HBR, March-April 2000 60
  61. 61. Copyright @2012 IPMA Asia Pacific Coercive Authoritative Affiliative Leader‟s Modus Operandi Demands immediate compliance Mobilizes people toward a vision Creates harmony and builds emotional bonds The Style in a phrase Do what I tell you Come with me People come first Underlying emotional intelligence competencies Drive to achieve, initiative, self-control Self-confidence, empathy, change catalyst Empathy, building relationships, communication When the style works best In a crisis, to kick start a turnaround, or with problem employees When changes require a new vision, or when a clear direction is needed To heal rifts in a team or to motivate people during stressful circumstances Overall impact on climate Negative Most strongly positive Positive Managerial Styles & EI Competencies 61 Source: Goleman, D., ‘Leadership That Gets Results’, HBR, March-April 2000
  62. 62. Copyright @2012 IPMA Asia Pacific Democratic Pacesetting Coaching Leader‟s Modus Operandi Forges consensus through participation Sets high standards for performance Develops people for the future The Style in a phrase What do you think Do as I do, now. Try this Underlying emotional intelligence competencies Collaboration, team leadership, communication Conscientiousness, drive to achieve, initiative Developing others, empathy, self- awareness When the style works best To build buy-in or consensus, or to get input from valuable employee To get quick results form a highly motivated and competent team To help an employee improve performance or develop long-term strengths Overall impact on climate Positive Negative Positive Managerial Styles & EI Competencies 62 Source: Goleman, D., ‘Leadership That Gets Results’, HBR, March-April 2000
  63. 63. Copyright @2012 IPMA Asia Pacific Organizational Climate  Organizational climate, economic conditions and competitive dynamics are the main drivers of performance  Direct correlation between organizational climate and performance – good results, return on sales, revenue growth, efficiency, profitability etc.  Organizational climate accounts for nearly one-third of results – so is very important. 63
  64. 64. Copyright @2012 IPMA Asia Pacific Drivers Of Performance Performance Organizational climate Economic conditions Competitive dynamics This is set by the leader, and has an important effect on the overall performance Leader has little control over these factors 64
  65. 65. Copyright @2012 IPMA Asia Pacific 1. Flexibility: do employees feel free to innovate? 2. Responsibility: how employees relate to organization 3. Standards: level which are set 4. Rewards: are these appropriate? 5. Clarity: of mission and values 6. Commitment: to a common purpose What Is Organizational Climate? Refers to six key factors which influence an organization's working environment: 65
  66. 66. Copyright @2012 IPMA Asia Pacific Coercive Authoritative Affiliative Flexibility -.28 .32 .27 Responsibility -.37 .21 .16 Standards .02 .38 .31 Rewards -.18 .54 .48 Clarity -.11 .44 .37 Commitment -.13 .35 .34 Overall Impact on Climate -.26 (6) .54 (1) .46 (2) Impact of Leadership Styles on Organizational Climate 66
  67. 67. Copyright @2012 IPMA Asia Pacific Democratic Pacesetting Coaching Flexibility .28 -.07 .17 Responsibility .23 .04 .08 Standards .22 -.27 .39 Rewards .42 -.29 .43 Clarity .35 -.28 .38 Commitment .26 -.20 .27 Overall Impact on Climate .43 (3) -.25 (5) .42 (4) Impact of Leadership Styles on Organizational Climate 67
  68. 68. Copyright @2012 IPMA Asia Pacific Module 4 Motivational Management David McClelland's Three Social Motives
  69. 69. Copyright @2012 IPMA Asia Pacific The Three Social Motives by David McClelland  McClelland‟s theory that proposes that certain types of needs are acquired during an individual‟s lifetime  Three needs most frequently studied:  Need for Achievement (n Ach)  Need for Affiliation (n Aff),  Need for Power (n Pow). 69
  70. 70. Copyright @2012 IPMA Asia Pacific Achievement Defining and attaining goals and results Power Influencing others and having an impact Affiliation Establishing and maintaining positive personal relationships Motives Achievement Defining and attaining goals and results Power Influencing others and having an impact Affiliation Establishing and maintaining positive personal relationships Motives The Three Social Motives 70
  71. 71. Copyright @2012 IPMA Asia Pacific Need for Achievement (n Ach)  Meeting or surpassing a self-imposed standard of excellence  Outperforming others, meeting or exceeding targets  Choosing and defining goals that are realistically attainable  Striving to make a unique contribution  Seeking feedback about the success of one‟s action  Taking actions that can be identified as one‟s own  Advancing one‟s own career 71
  72. 72. Copyright @2012 IPMA Asia Pacific Need for Affiliation (n Aff)  Being liked and accepted  Ensuring one‟s relationships are working well  Being involved with people in work situations  Being part of a group or team  Minimising conflict  Enjoying task situations where performance is demonstrated in working with others in a cooperative atmosphere 72
  73. 73. Copyright @2012 IPMA Asia Pacific Need for Power (n Pow)  Having an impact and influence on others  Being interested in status and position  Giving advice, assistance, support, and help to others  Being predisposed to persuading others  Being actively interested and involved in the politics of one‟s organization  Having control of situations  “Personalized Power‟‟ and “Socialized Power” 73
  74. 74. Copyright @2012 IPMA Asia Pacific Summary of The Three Social Motives 74
  75. 75. Copyright @2012 IPMA Asia Pacific Points to Remember  Most people have a mixture of all three motives; you need to look for the ones that are the strongest  Motives remain relatively stable  Assess motivational needs over time  Avoid attributing motivation on limited data, review the clues and checklist provided in your Workbook  Be careful not to confuse your own motivations with those of your employees 75
  76. 76. Copyright @2012 IPMA Asia Pacific Individual Exercise: ‘Increasing Your Leadership Influence & Effectiveness with an Employee’ 76
  77. 77. Copyright @2012 IPMA Asia Pacific Individual Exercise: Increasing Influence with Your Stakeholders Based on your knowledge of this individual, what do you think his or her motivational profile might be? Complete the Tasks and Answer the Questions in the Workbook. High Mod Low n Ach n Aff n Pow PURPOSE: To develop a plan to better manage and greater influence of a direct report or employee. 77
  78. 78. Copyright @2012 IPMA Asia Pacific Summary: Research on Profiles of Successful Leaders • Research was conducted at how motives and leadership style affect a group’s climate and performance by studying 21 managers at IBM • The findings were published in HBR June 2006, where it was found that 11 of the 21 managers created strong or energizing work climates. These leaders were driven primarily by the desire to achieve, but they were also driven more by the need for affiliation and power than the other executives, who created neutral or demotivating climates. • Moreover, the 11 managers employed at least four of the six managerial styles described in this article, using each when appropriate to the circumstances. • The challenge is to seek an approach to leadership that uses socialized power to keep achievement in check. 78
  79. 79. Copyright @2012 IPMA Asia Pacific Module 5 Integrative Case Study Putting It All Together 79
  80. 80. Copyright @2012 IPMA Asia Pacific Integrative Case Study – The USS Florida QUESTIONS FOR GROUP DISCUSSION 1. Analyse Alfonso’s leadership style(s) as seen from the case. What might account for the fact that he behaved or adopted the specific style(s) as captain of the USS Florida? 2. Which do you think a leader should be more concerned about aboard a nuclear submarine – high certification grades (Need for Achievement) or high-quality interpersonal relationships (Need for Affiliation)? Do you agree with Admiral Sullivan’s decision to fire Alfonso? Discuss. 3. Discuss Commander Alfonso’s level of emotional intelligence in terms of the Goleman’s EI Competencies as discussed in earlier Module. What advice would you give him? 20 minutes 80
  81. 81. Copyright @2012 IPMA Asia Pacific Video on ‘Crimson Tide’ (Leadership Styles in Action) Opening Scene – Background Leadership Styles Read the Video Synopsis in Workbook Inspirational Speech 81
  82. 82. Copyright @2012 IPMA Asia Pacific Module 6 Personal Leadership Development Plan Putting It All Together 82
  83. 83. Copyright @2012 IPMA Asia Pacific Individual Exercise: Self Reflection • What is one point or story you heard during the workshop that motivates you to develop further your E.I. in the workplace? Why? • Describe an incident where you intentionally demonstrated an E.I. domain or competence to create an environment for optimal performance. What exactly did you do? How did it turn out? • Which of the six leadership styles do you tend to use most naturally? Is there one that you overuse? Why? Is there one that you under use? Why? • Is there a style that seems more “acceptable” in your organization? If so, what is it? How could you become more effective at that style? 83
  84. 84. Copyright @2012 IPMA Asia Pacific Individual Exercise: Creating a SMART Personal Development Plan Specific Goal Measurement When I achieve this goal, I will know I am successful because: Other people will notice the following difference(s): Actions What action will I take? What will I do differently? Reality Check Is this goal achievable? Why is this goal important?” What resource(s) do I need? Funding? Support? Timeline When will I start? When do I expect to meet my goal? 84
  85. 85. Copyright @2012 IPMA Asia Pacific In Conclusion: Key to Success  Every company that wants to excel in the future must recognise that the ultimate competitive advantage is a deep leadership pool where leaders at every level are in tune with external changes and can adapt to the speed and depth of those changes.  Leadership can‟t be taught in a classroom alone, but developmental experiences – executive coaching, mentoring, executive workshop, voracious readings – can accelerate a leader‟s growth. 85
  86. 86. Copyright @2012 IPMA Asia Pacific FINAL WORD: A SMALL TRUTH TO MAKE LIFE 100% 86
  87. 87. Copyright @2012 IPMA Asia Pacific 87
  88. 88. Copyright @2012 IPMA Asia Pacific Hard Work H+A+R+D+W+O+R+K 8+1+18+4+23+15+18+11 = 98% Knowledge K+N+O+W+L+E+D+G+E 11+14+15+23+12+5+4+7+5 = 96% 88
  89. 89. Copyright @2012 IPMA Asia Pacific Love L+O+V+E 12+15+22+5 = 54% Luck L+U+C+K 12+21+3+11 = 47% ( don't most of us think this is the most important ??? ) 89
  90. 90. Copyright @2012 IPMA Asia Pacific Then what makes 100% ? Is it Money ? ... NO ! ! ! M+O+N+E+Y 13+15+14+5+25 = 72% Leadership ? ... NO ! ! ! L+E+A+D+E+R+S+H+I+P 12+5+1+4+5+18+19+9+16 = 89% 90
  91. 91. Copyright @2012 IPMA Asia Pacific Every problem has a solution, only if we perhaps change our attitude. To go to the top, to that 100% , what we really need to go further... a bit more... 91
  92. 92. Copyright @2012 IPMA Asia Pacific ATTITUDE A+T+T+I+T+U+D+E 1+20+20+9+20+21+4+5 = 100% It is OUR ATTITUDE towards Life and Work that makes OUR Life 100% ! ! ! 92
  93. 93. Copyright @2012 IPMA Asia Pacific Change Your Attitude … And You Change Your Life ! ! ! 93
  94. 94. Copyright @2012 IPMA Asia Pacific Now that you know the answer… WHAT WILL YOU DO ABOUT IT ? 94
  95. 95. Copyright @2012 IPMA Asia Pacific Video on What Makes a Great Leader? “GREAT LEADERS CARE MORE ABOUT THOSE THEY LEAD THAN THEMSELVES.” Visit : http://www.youtube.com/watch?v=03o1JZ7c7gI 95
  96. 96. Copyright @2012 IPMA Asia Pacific If you do tomorrow what you did yesterday Your Future is History…………… If you do tomorrow what we’ve covered today Your Future is Historic!!! Final Thoughts… 96
  97. 97. Copyright @2012 IPMA Asia Pacific Social Networking Contacts: Prof Sattar Bawany Email: sattar.bawany@ipma.com.sg Website: www.ipma.com.sg LinkedIn: www.linkedin.com/in/bawany Facebook: www.facebook.com/ipma.singapore Twitter: www.twitter.com/sattarbawany Further Dialogue 97
  98. 98. Copyright @2012 IPMA Asia Pacific WORKSHOP TEASERS 98
  99. 99. Copyright @2012 IPMA Asia Pacific 9 dots puzzle Directions: With four straight lines and without taking pen or pencil off the paper, connect all nine dots. 99
  100. 100. Copyright @2012 IPMA Asia Pacific 1 2 3 4 9 dots puzzle 100
  101. 101. Copyright @2012 IPMA Asia Pacific 9 dots puzzle Directions: With three (3) straight lines and without taking pen or pencil off the paper, connect all nine dots. 101
  102. 102. Copyright @2012 IPMA Asia Pacific 1 2 3 9 dots puzzle 102
  103. 103. Copyright @2012 IPMA Asia Pacific Count the No. of Squares 103
  104. 104. Copyright @2012 IPMA Asia Pacific Belt hitting Often Often Often STROKES STROKES STROKES [income] night fly GRATIS C Y O R U T N U T O R C Y GIVE GET GIVE GET GIVE GET GIVE GET CCCCCCC Insult + injury 1 3 5 7 9 WHELMING to ENDS N D S LEAST Creativity Wuzzle 1 SPRING SUMMER AUTUMN WINTER W A L G K N I ALL ALL ALL ALL not not 104
  105. 105. Copyright @2012 IPMA Asia Pacific VISIT NIGHT BIT CAKE FIRST MOST MOST MOST MOST PAYMENT DUE Small world LO VE SAD SAD SAD SAD SAD SAD SAD SAD SAD SAD HAPPY gone gone by be gone gone SHAPE OR END no __ ways about it Creativity Wuzzle 2 E G G G G S S HEAD HEELS LOOK HAIR 105
  106. 106. Copyright @2012 IPMA Asia Pacific Which Is The Odd Figure Out? Your Answer: 1 2 3 4 5 106
  107. 107. Copyright @2012 IPMA Asia Pacific 10 Matches Solution: 107
  108. 108. Copyright @2012 IPMA Asia Pacific Six Matches Puzzle Take six matches and place them on a flat surface. Arrange them into a a pattern of four equilateral or equal- sided triangles. You must not break the matches. You have five minutes to find two solutions (there are more). Note that the triangles must be complete - no gaps at the corners! ? 108
  109. 109. Copyright @2012 IPMA Asia Pacific Six matches puzzle Solution: Breaking into three dimensions gives the elegant solution. The second solution involves putting matches on top of each other, moving away from two-dimensional thinking. 109
  110. 110. Copyright @2012 IPMA Asia Pacific The new swimming pool A man wanted to double the size of the square swimming pool in his garden. There was a tree growing at each corner like this: How did he double the size of the pool, still keeping it square, and without cutting down any of the trees? 110
  111. 111. Copyright @2012 IPMA Asia Pacific The new swimming pool Solution: The dotted line represents the new pool twice the size. 111
  112. 112. Copyright @2012 IPMA Asia Pacific Bottled Coin If you put a small coin piece in an empty bottle and replaced the cork, how would you get the coin out of the bottle without taking out the cork or breaking the bottle? Solution: Push the cork into the bottle, and shake out the coin. 112
  113. 113. Copyright @2012 IPMA Asia Pacific Drinking Glasses Six drinking glasses stand in a row, with the first three full of water and the next three empty. By handling and moving only one glass, how can you arrange the six glasses so that no full glass stands next to another empty one? 113
  114. 114. Copyright @2012 IPMA Asia Pacific Two train stations are 50 km apart. At 1pm on Sunday a train pulls out from each of the stations, and the trains start toward one another. Just as the trains pull out from the stations a hawk flies into the air in front of the first train and flies ahead to the front of the second train. CREATIVE THINKING – 1 114
  115. 115. Copyright @2012 IPMA Asia Pacific When the hawk reaches the second train, it turns around and flies towards the first train. The hawk continues in this way until the trains meet. Assume that both trains travel at a speed of 25 km per hour and that the hawk flies at a constant speed of 100 km per hour. How many km will the hawk have flown when the trains meet? CREATIVE THINKING – 1 115
  116. 116. Copyright @2012 IPMA Asia Pacific The most common approach is to concentrate on the hawk and to try to balance the decreasing distance needed to fly between the converging trains - not an easy task! The straightforward approach is to concentrate on the trains. The trains meet in the middle, 25 km from each end. They are travelling at 25 km/h and hence take an hour to meet. The hawk is flying at a constant 100 km/h throughout until the trains meet. Hence the hawk flies 100 km. CREATIVE THINKING – 1 (SOLUTION) 116
  117. 117. Copyright @2012 IPMA Asia Pacific CREATIVE THINKING - 2 A B C D A, B, C, D are four persons standing at the corner of a square. At the same point in time, A starts moving towards B, B starts moving towards C, C towards D and D towards A with the same speed. How and where will A, B, C, D meet? 117
  118. 118. Copyright @2012 IPMA Asia Pacific CREATIVE THINKING – 2 (SOLUTION) A, B, C, D will move in the paths shown above (If you draw tangent at any point, it will point towards the person anyone is moving say A  B). A B C D 118
  119. 119. Copyright @2012 IPMA Asia Pacific There are 4 volumes of Shakespeare on a bookshelf. The total pages of each volume are exactly 300mm thick and the covers are each 50mm thick. A bookworm started eating at page 1 of volume I and ate straight through to the last page of volume IV. What is the distance the worm covered? CREATIVE THINKING – 3 119
  120. 120. Copyright @2012 IPMA Asia Pacific When books are on a shelf, page 1 of volume I is on the right hand side. The last page of volume IV is on the left. The worm thus does not have to eat through the pages of the first and last volumes. Solution: 900mm (2 lots of pages and 6 covers). CREATIVE THINKING – 3 (SOLUTION) 120 I Shakespeare Page 1Last Page
  121. 121. Copyright @2012 IPMA Asia Pacific OPTICAL ILLUSIONS... 121
  122. 122. Copyright @2012 IPMA Asia Pacific OPTICAL ILLUSION 1 This is the Bunny/Duck illusion. At first glance, what do you see? Now give it some time, but do not focus on one certain area, and then ask Yourself; what do I really see? Now, look again. You might be surprised!!!!!! 122
  123. 123. Copyright @2012 IPMA Asia Pacific OPTICAL ILLUSION 2 Do you see some squares or rectangles? Really, this is nothing more than a bunch of lines going in every which direction, but the way our mind interprets these lines are totally different!! 123
  124. 124. Copyright @2012 IPMA Asia Pacific OPTICAL ILLUSION 3 This is probably the most famous illusion of all time! Almost everyone has seen it! What do you see at your first glance of this illusion! Do you see an old lady, or do you see a young women? They are both there!! 124
  125. 125. Copyright @2012 IPMA Asia Pacific OPTICAL ILLUSION 5 This is probably the hardest illusion that I have ever seen, and I have to say my personal favorite!!! When you first look at this, do you see and old man with ivy leaves around him, or do you see a couple kissing? Be patient and give it some time!! You will eventually see it 125
  126. 126. Copyright @2012 IPMA Asia Pacific OPTICAL ILLUSION 6 Do the sides of the square appear to be bent in? Wait, now that is Impossible! Believe it or not, they are as straight as they come. If you do not believe me, take a straight edge and see for yourself!!! 126
  127. 127. Copyright @2012 IPMA Asia Pacific OPTICAL ILLUSION 8 How many ways can you view this cube? Is the blue side outside the box or is it inside? Is it on the back of the box of is it on the side? Examine this cube closely, and let the light blue side guide you! 127
  128. 128. Copyright @2012 IPMA Asia Pacific OPTICAL ILLSUION 9 At first glance, what do you see--Could it be the word "liar" or is it something more. I would definitely give this one a second look! 128
  129. 129. Copyright @2012 IPMA Asia Pacific OPTICAL ILLUSION 10 When you look at this, you probably see a triangle. There is not one there! The way the circle parts are cut out, make us think there is a triangle there even though there isn’t any! 129
  130. 130. Copyright @2012 IPMA Asia Pacific OPTICAL ILLSUION 11 Are the diagonals parallel? You bet they are! 130
  131. 131. Copyright @2012 IPMA Asia Pacific OPTICAL ILLUSION 12 I have heard this illusion called the dancing elephant and several other things. I want you to look at the elephants feet and legs. How many are actually there? 131
  132. 132. Copyright @2012 IPMA Asia Pacific OPTICAL ILLUSION 13 Is this man playing a sax, or is there something more here? 132
  133. 133. Copyright @2012 IPMA Asia Pacific OPTICAL ILLUSION 14 • When you first read this, what does it say? • A Bird In The Bush? • If you read this more carefully you will find that it says A Bird In The The Bush!!! 133
  134. 134. Copyright @2012 IPMA Asia Pacific OPTICAL ILLUSION 15 134
  135. 135. Copyright @2012 IPMA Asia Pacific THE END……DNE EHT 135

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