Emotional Intelligence

Emotional Intelligence: The intelligent use of emotions: you intentionally make your emotions work for you by using them to help guide your behavior and thinking in ways that will enhance your results

5 Primary Aspects of Emotional Intelligence:

1. Self-awareness - Being aware and in touch with your own feelings & emotions

2. Managing emotions - Being able to manage various emotions & moods by denying or suppressing them

3. Self-motivation - Being able to remain positive & optimistic

4. Empathy for others - Being able to read others’ emotions accurately and putting yourself in their place

5. Interpersonal skills - Having the skills to build & maintain positive relationships with others

Appraisal: All the different impressions, interpretations, evaluations, and expectations you have about yourself, other people, and situations

Self-Fulfilling Prophecy: Occurs when your prediction or expectation leads to your fears or hopes becoming real

Automatic Thoughts: Thoughts that spontaneously pop out

Constructive Inner Dialogue: Talking to your self using constructive criticism to properly handle your emotions

Self-statement: Simple expressions of belief in oneself

Mental imagery: Visualizing your own success as a form of motivation towards your goals

Empathy: Understanding, being aware of, and being sensitive to the feelings, thoughts, and experiences of another

4 Components of Interpersonal Intelligence:

1. Organizing groups

2. Negotiating solutions

3. Personal connections

4. Social analysis

Transformational & Transactional Leadership

Transformational Leadership: Occurs when a person strives to heighten the motivation & morality of himself and his followers

Transactional Leadership: Occurs when an exchange takes place between leader and follower

Idealized Influence: Refers to the leader’s principles and standards having the power to attract

Distinctive Factors of Transformational, Transactional, and Laissez-faire Leadership:

Transformational Leadership:

1. Idealized influence - Refers to the leader’s principles and standards having the power to attract

2. Inspirational motivation - Describes leaders who “communicate high expectations to followers, inspiring them to become committed to and a part of the shared vision in an organization”

3. Intellectual stimulation - In the state of always learning

4. Individualized consideration - Describes leaders who are supportive of followers, listen closely to them, and acknowledge their personal needs

Transactional Leadership:

1. Contingent reward - Describes an interaction between leader and follower in which the follower’s effort is exchanged for rewards

2. Management-by-exception (MBE) - A leader watches followers closely to observe mistakes and violations of rules, then corrects the wrongs

Non-leadership:

1. Laissez-faire - Refers to a “hands off” or “let things ride” approach in which the leader puts off making decisions, provides no feedback, and goes to little trouble to meet the needs of followers

Power

Power: The ability of one person to influence another

5 Types of Power:

Position Power

1. Legitimate power - Others obey leaders because of the legitimacy of the position they hold as a leader

2. Reward power - Followers comply because they desire rewards that their leader can confer

3. Coercive power - Followers obey because they fear power

Personal Power

1. Expert Power - Comes from an individual’s technical knowledge

2. Referent power - Conferred upon leaders when followers like and respect them

6 Stages of Leadership & Personal Power:

1. Domination and Force

2. Seduction and Deal-Making

3. Personal Persuasion and Charisma

4. Integrity and Trust

5. Empowerment

6. Wisdom

Building a Learning Organization

Learning organization: A place where people are continually learning together

5 Disciplines of a Learning Organization:

Aspiration

1. Personal Mastery

2. Shared Vision

Reflective Conversation

1. Mental Models

2. Dialogue

Understanding Complexity

1. Systems Thinking

System: A regularly interactive or interdependent group of items forming a unified whole

• An organization is a large system that encompasses many smaller systems

Personal Mastery: Approaching one’s life as a creative work, living life from a creative as opposed to a reactive viewpoint, made up of your purpose and personal vision

Purpose: A person’s “sense of why he or she is alive”

Personal vision: A “specific destination, a picture of desired future”

Shared vision: A goal an organization develops subconsciously as a result of individual members developing a personal vision; takes risks and gives courage

Synergy: The idea that teams working together can achieve more than each individual could on his own

Three Dimensions of Team Learning:

1. Insightful thinking about complex issues - Taking advantage of the power of many minds to be more intelligent than one mind

2. Innovative, coordinated action - Welcoming new ideas and working together so those ideas contribute to the team’s success

3. The role of team members on other teams - Learning teams that work in separate and even the same departments within an organization should help encourage each other to work in cooperation

Dialogue: Presents an opportunity for team members to freely and creatively explore complex issues

Discussion: Team members present differing views and defend them in a search for the best possible solution

Mental models: Deeply held internal images of how the world works, images that limit us to familiar ways of thinking and acting

Espoused theory: A line of thought that we claim to believe

Theory-in-use: A line of thought representing what someone actually believes

Leap of abstraction: Occurs when we “leap” to generalizations without testing them

Inquiry: Occurs when you ask questions and try to gain more information so that you make the best decision possible

Advocacy: Occurs when you make an argument in favor of a course of action

Leadership Styles

Task behaviors: Actions that relate to how a job or project gets done directly in terms of organization of work, scheduling of work, and who will perform individual tasks

Relationship behaviors: Include building morale, respect, trust, and fellowship between leaders and followers

Authoritarian:

• Involves a more assertive way of leading

• Ideal when you have time limits or critical situations, or when individuals cannot respond to less direct approaches

• If overused, it becomes counterproductive because you are trying to motivate by instilling fear

Democratic (AKA participative):

• Involves effective listening, rational dialogue, discussion and consideration of others

• Helpful in activities such as voting on squadron changes

• Not effective when leaders need to execute pre-planned activities

Laissez-faire:

• Involves a team working together with the leader not intervening

• Helpful when dealing with a team consisting of knowledgeable people

• Not effective when time limits are in place or for team feedback

Situational Leadership Theory: Involves matching your leadership style to a situation

• Critics of the situational leadership theory claim that you can’t just be yourself since you have to adapt to the roles of each leadership style

Path-goal Model: Refers to the role of the leader to clear paths subordinates have to take in order to accomplish goals

Components of the Path-goal Model:

1. Directive leadership - A leader who is a directive gives followers specific instructions about the task

2. Supportive leadership - Supportive leaders ensure that the well-being and human needs of the follower are met

3. Participative leadership - This leadership behavior characterizes leaders who allow subordinates to share in decision-making

4. Achievement-oriented leadership - Achievement-oriented leaders show great confidence that followers are able to set and meet goals that are challenging

   Task and Subordinate (or follower) characteristics: The theory assumes that leaders can “correctly analyze the situation,” decide on the appropriate behaviors, and adjust their behavior to the situation

• Grid theory gives people a common language which can be shared. It is rooted in core beliefs, values, attitudes, and assumptions.

The 9,1 Style: Controlling (Direct & Dominate)

The 1,9 Style: Accommodating (Yield & Comply)

The 5,5 Style: Status Quo (Balance & Compromise)

The 1,1 Style: Indifferent (Evade & Elude)

The Paternalistic Style: (Prescribe & Guide)

• Combination of the 9,1 and 1,9