This document discusses leadership and emotional intelligence. It defines key differences between managers and leaders, highlighting that leaders focus more on people while managers focus more on systems and structure. It also outlines various challenges leaders may face, including external challenges from situations and people, as well as internal challenges stemming from insecurities or inability to be objective. The document emphasizes that emotional intelligence is important for leaders to connect with their people and motivate them. It provides frameworks for measuring emotional intelligence competencies like interpersonal skills, adaptability, stress management, and general mood/state of mind.

1. LEADERSHIP
&
EMOTIONAL INTELLIGENCE
ORGANIZATIONAL LEADERSHIP
GROUP 4
Presented by:
Chandra Veer Singh Dulawat – 11BM60030
Partha Pratim – 11BM60041
Arun Kabra – 11BM60046
Sumit Pal Singh – 11BM60048
Rana Vishal Singh – 11BM60110

2. 12% of effective management strategy is knowledge
and 88% is dealing appropriately with people.
- Stanford Research Institute

3. 12% of effective management strategy is knowledge
and 88% is dealing appropriately with people.
- Stanford Research Institute

4. FROM MANAGING TO LEADING
MANAGER LEADER
• Administers • Innovates
• Is a copy • Is an original
• Maintains • Develops
• Focuses on systems & structure • Focuses on people
• Relies on control • Inspires trust
• Has a short range view • Has a long range perspective
• Asks how and when • Asks what and why
• Has his eye on the bottom line • Has his eye on the horizon
• Imitates • Originates
• Accepts the status quo • Challenges the status quo
• Does things rightly • Does the right things

5. HOW TO BECOME A LEADER FROM A MANAGER
COURAGE is one of the most important attributes of a leader. It
encompasses the following:
• Courage to think differently
• Courage of conviction
• Courage to speak your mind
• Courage to overcome difficulties
• Courage to stand by your people
• Courage to admit mistakes
• Courage to take unpleasant decisions
• Courage to accept failure and try again
• Courage to question status quo

6. MANAGING SELF
LEADING by example is all about managing self and self-leadership.
Managing self can be seen on eight dimensions:
• Managing Health
• Managing Self-Psychologically
• Managing Emotions
• Managing Time
• Managing Stress
• Managing Relationships
• Managing Profession
• Managing Change

7. LEADERSHIP CHALLENGES
What do we mean by the challenges of leadership?
Being a leader is in itself a challenge. The challenges of leadership are really
of three kinds: external, coming from people and situations; internal,
stemming from within the leader himself; and those arising from the nature
of the leadership role.
Some particular times when challenges may
arise:
• When something new is about to start.
• When something is about to end.
• When times are tough
• During transitions.

8. EXTERNAL CHALLENGES
It's almost impossible to imagine a situation where a leader doesn't have to
cope with external challenges. In an organization, social, economic, and
political forces in the larger world can affect the organization.
• Public criticism, especially uninformed criticism, of your group or mission.
• Crises, which could be tied to finances, politics, public relations , legal
concerns
• Disasters. In a disaster, you're trying to deal with the worst in some way.
• Opposition and/or hostility from powerful forces (business groups, local
government, an influential organization, etc.)
• A financial or political windfall. Sometimes an unexpected benefit can be
harder to handle than a calamity.
• Collaboration with another group or organization may call upon a leader to
define clearly the boundaries within which he can operate, and to balance
the needs of his own group with those of the collaborative initiative

9. HOW TO COPE WITH EXTERNAL CHALLENGES
Be proactive. Ensures that you are in control of the situation rather than allowing
the situation to take control over you.
Be creative. Try to think "outside the box," i.e. in unexpected but effective ways.
Don't just look at the obvious, but consider a situation from all perspectives, and
search for unusual ways to make things work.
Face conflict squarely. This doesn't mean come out fighting, but rather identify
and acknowledge the conflict, and work to resolve it. This is true both for conflict
within your group, and conflict between the group and others outside it.
Always look for common ground. If there's opposition to what you're doing, it
may only be to one specific part of it, or may be based on misunderstanding.
There are few groups or individuals who don't have some common interests. If
you can find those, you may have a basis for solving problems and making it
possible for people to work together.
Retain your objectivity. If you're mediating a conflict within the organization,
don't take sides, even if you think you know one side is right. That will come out
if you mediate objectively and well.

10. INTERNAL CHALLENGES
• Insecurity. Many people feel, at least some of the time, that they're not up
to the tasks they face. Insecurity of that sort keeps them from being
proactive, from following their vision, from feeling like leaders.
• Defensiveness. Also born of insecurity, defensiveness shows up most often
as an inability to take criticism and continuing hostility to anyone
• Lack of decisiveness. Sometimes it's hard to make a decision. The reality is
that leaders are called on to make decisions all the time, often with very
little time to consider them.
• Inability to be direct when there's a problem. Many people want so badly to be
liked, or are so afraid of hurting others, that they find it difficult to say
anything negative.
• Inability to be objective. The inability to accurately identify the positive and
negative in any situation and react appropriately can create serious
problems.
• Impatience - with others and with situations.

11. HOW TO COPE WITH INTERNAL CHALLENGES
Listen. Listen to people's responses to your ideas, plans, and opinions. Listen
more than you talk. Listen to a broad range of people, not just to those who
agree with you.
Ask for 360-degree feedback...and use it. This is feedback (people's views of
you) from everyone around you -
staff, volunteers, Board, participants, people from other organizations or
groups yours works with - anyone you work with in any way.
Look at what's going on around you. Taking a look around will tell you a lot
about what - and how - you're doing as a leader., whether the people you
work with are happy and enthusiastic etc.
Reach out for help in facing internal challenges. Most of us find it difficult to
change entirely on our own. A psychotherapist, a good friend, a perceptive
colleague, or a trusted clergyman might be able to help you gain perspective
on issues that you find hard to face.

12. CONNECTING TO YOUR PEOPLE EMOTIONALLY:
THE EI FACTOR
• Leaders should make people feel comfortable and develop a
relationship in which they want to be close to the leader.
• Emotional intelligent leader tend to make better team players, and
they are more effective at motivating themselves and others.
• EI is a form of social intelligence that involves the ability to monitor
one’s own and others’ feelings and emotions to discriminate among
them, and to use this information to guide ones thinking and action.
• These EI competencies are not innate talents but learned abilities
which has a unique contribution of making a leader more resonant
and thus more effective.
• Great leaders recognize intuition or the “gut feeling”.

13. CONNECTING TO YOUR PEOPLE EMOTIONALLY:
THE EI FACTOR
• Leadership is the ability to connect to your people emotionally and
infusing them with your passion and purpose and infusing them towards
achieving organization goals. For this leader should have high levels of
EI.
• EI encompasses qualities like initiative, team leadership, sensitivity,
cooperativeness, flexibility, persuasiveness, optimism and resilience.
• Human behavior is determined by interplay of cognitive mind and
emotional mind. For an appropriate behavior a balance is sought which
is achieved by applying EI i.e. applying emotions for intelligent decision
making.
• To be able to manage emotions effectively, it is desirable to avoid
impulsive reactions to particular situation and adopt a constructive
approach.

14. MEASURING EI - INTRAPERSONAL SKILL
• Relates to Inner self.
• Ability to be in touch with ones feelings, feel good about oneself, self
acceptance, convey ideas and beliefs appropriately.
• Indicates level of self confidence and ability to function independently
without being unduly dependent on others.
• Sub-dimensions of intrapersonal skill include:
• Emotional self-awareness
• Self regard
• Self-actualization
• Assertiveness
• Independence

15. MEASURING EI - INTERPERSONAL SKILL
• Interpersonal skills help to understand, interact and relate with
others.
• Sub-dimensions of interpersonal skill include:
• Empathy
• Interpersonal relationship
• Social responsibility
• Ability to empathize with others and help them in resolving their
problems would create an atmosphere of trust in organization leading
to a high level of commitment from people.

16. MEASURING EI - ADAPTABILITY
• Ability to adapt yourself to the organization and environment in
which you are functioning.
• Sub-dimensions of Adaptability include
• Problem solving
• Reality testing
• Flexibility
• Adaptability assess a leader on his ability to solve problems, be in
touch with external day to day realities and finding ways & means of
handling these in practical manner.

17. MEASURING EI – STRESS MANAGEMENT &
GENERAL MOOD/STATE OF MIND
• Ability to withstand and manage stress and perform in adverse
conditions.
• Ability to be calm and composed in difficult situations and manage crisis
is hallmark of great leaders.
• Leaders in general display good mood by being happy about himself and
life in general, outlook towards life and a feeling of contentment along
with optimism in adversity and difficult situations.
• Sub-dimensions of good mood include:
• Happiness
• Optimism
• EI is about having a balancing rationality and emotionality and adopting
the right behavior for a situation in decision making.

18. LEADING TEAMS:
DIFFERENT STROKE FOR
DIFFERENT FOLKS

19. COMPETENCE BASED APPROACH
Level of Motivation
Unable but Willing:
Unable and Unwilling:
Reactive, Usually promotees
Inactive, Require close supervision,
Level of Training & resource mapping
absorbed at junior levels, Require
Competence training
Able but Unwilling:
Able and Willing:
Counterproductive, can influence work
Star performers, need Multi-tasking,
env., Require addressing of specific
Job enrichment & enlargement
problem

20. NEED BASED APPROACH
Readiness “Best” Style Least Effective Style
Low Telling Empowering
Low-Moderate Selling/Influencing Delegating/involving
Moderate-High Participating/involving Influencing
High Delegating/Empowering Telling

21. DIFFERENT BEHAVIORS IN DIFFERENT GROUPS
A s
s I am OK. You are OK
s I am OK. You are not OK
e Dominating Acceptance Due to
r Conviction
t
i I am not OK. You are OK
v I am not OK. You are not OK
Yielding under pressure/Due
e Withdrawal/Avoiding
n to Allegiance
e
s
Compliance

22. DEVELOPING PEOPLE
Counseling Coaching Mentioring
Involves correcting Is a process of Aims at holistic
inappropriate behavior enhancing an development
before it affects the employees’ existing skills
teams’ performance to bring them to the next
level
Past oriented Present oriented Future oriented
Deals at the Deals with skills and Deals with growth and
psychological level competencies development
Addresses fears, anxiety, Addresses inherent Addresses aspirantions
apprehensions capabilities & enhances in terms of aptitude,
confidence interest and helps in
developing them
Solution emerges from Solution emerges from Solution emerges from
past present present but is future
oriented

23. DEVELOPING PEOPLE
Counseling Coaching Mentioring
Process involves Process involves Process involves
listening, understanding motivating through develpement
& facilitating directing & raising
confidence level
Attempt is to help identify Attempt is to focus on Attempt is to help identify
the problems strengths and realizing the
potential
U centered I centered U & I centered

24. LEADERSHIP AND DECISION MAKING
• Effective decision making is the ability to have the right mix of
rationality and emotionality, neither being too rational nor
being too emotional in your approach.
• Rationality deals with the quality of decision.
• Emotionality deals with the acceptance of the decision by the
people who have to implement the decision or are impacted by
the decision.

25. DIFFERENT STYLES OF DECISION MAKING
Different styles or approaches of leader’s decision making style:
• Autocratic – Leader does not seek information from others or when he
seeks he may not disclose facts or share his concern with others and
takes the decision based on the information/data available with him.
• Consultative – Leader may consult with significant others on one-to-
one basis or in a group setting. Final decision is taken by the leader
only.
• Participative or Democratic – Leader shares his concern with
significant others and leaves them to take a decision. He empowers his
subordinates (head of division/unit/department) to take a decision.
Availability of Time:
Less time or crisis - Autocratic
Some time - Consultative
Sufficient time - Participative

26. FACTORS AFFECTING DECISION MAKING
Environmental Factors Organizational Factors
• Context • Stage of Organization
• Competition • Size of Organization
• Systems and Procedures
Leadership and
Decision Making
Style
Factors Related to Leader Factors Related to Follower
• Competence • Competence
• Acceptability of leader by • Trustworthiness
followers • Willingness to take
responsibility

27. LEADERSHIP AND DECISION MAKING UNDER
DIFFERENT CONDITIONS
No Dimension/Criteria Autocratic Consultative Participative
1 Context Rapidly changing Slow Changes Static
2 Competition High Medium Low
3 Size of Organization Small size Medium size Large size
4 Stage of Organization Set up Consolidation Mature
5 Systems and Procedures Unstructured Semi-structured/ Structured
discretionary
6 Competence of Leader High Medium Large
7 Acceptance of Leader High Medium Low
8 Competence of Follower Low Medium High
9 Willingness to take responsibility Low Medium High
by follower
10 Trustworthiness of follower Low Medium High

28. SIX HAT THINKING AND DECISION MAKING
• Aim of looking at the number of important, different perspectives
and modify the decisions accordingly.
• Can be used individually or in a group.
• In case of group problem solving, one member can be assigned one
role signifying one colored hat each.
• White Hat
• Data hat, considering facts, figures and information, identify any gaps
in your knowledge and either fill or acknowledge them.
• Example – Using historical data or case studies to predict future
behavior and likewise.
• For high quality decision making, maximum information is required.
But if not possible, then at least relevant information is obtained.

29. SIX HAT THINKING AND DECISION MAKING
• Red Hat
• Emotional Hat, signifying feelings, hunches, and intuition.
• Can express emotions and feelings and share tears, apprehensions, likes,
and dislikes.
• Facilitates the process of smooth implementation of the decisions taken
logically and rationally.
• Black Hat
• Negative, Pessimistic, Judgment Hat – the devil’s advocate or why
something may not work.
• Spot the difficulties and dangers; where things might go wrong.
• Helps in anticipating problems and preparing contingency plans.
• Yellow Hat
• Polar opposite of black hat, where optimism prevails.
• Constructive and symbolizes brightness and optimism.
• Covers a wide spectrum ranging from logical and practical on one end to
dreams, vision and hopes at the other end.
• Helps in putting our best efforts and giving our 100 %.

30. SIX HAT THINKING AND DECISION MAKING
• Green Hat
• Creativity Hat, focuses on creativity; the possibilities, alternatives and
new ideas.
• Purpose is to go beyond the known, obvious, and just satisfactory.
• Encourages one to think beyond the usual pattern of thinking.
• Blue Hat
• Control Hat, used to manage the thinking process.
• Control mechanism that ensures the Six Thinking Hats guidelines are
observed, i.e. thinking with the overall frame of reference.
• Sets thinking in an organized manner.
• Can be used once at the beginning to define the situation and organize the
process, and finally to summarize, conclude, and plan for the action steps.

31. THANK YOU!