Chapter 7
Emotional Intelligence: Intelligent use of emotions
If you understand your emotions, you can also change them
Appraisals: These are all of the different impressions, evaluations, and expectations you have about yourself, other people, and situations
Self-fulfilling prophecy: When a prediction or expectation leads to your fears or hopes becoming real
Not managing emotions can lead people into unhealthy or dangerous situations
To manage emotions is through inner dialogue, or talking to yourself
When you do not pause to consider your emotional state, emotions can spin out of control
Emotional tailspin starts occurring with automatic thought.
Negative thoughts can overpower and dominate your thinking
Motivation
Motivation can occur before a disaster or setback strike
Emotional intelligence is related closely to your level of motivation
Good leaders are proactive
You can use mental imagery to picture yourself in a situation
If you have goals that can be met, you will get more motivation to complete the goal
Flow: The feeling people get when they are so absorbed in a task that they forget all about their worries
Empathy: Understanding, or being aware of other people’s experiences and emotions
By learning to see emotions in a team member, you are supporting the whole team
Understanding emotions can set you apart as a leader because you can help followers go through tough times.
Interpersonal skills: Involving developing and maintaining relationships with others
Interpersonal intelligence: The ability to understand what motivates other people
Transformational Leadership: A person strives to heighten the motivation and morality of himself and his followers
Transactional leadership: Involves an exchange between a leader and a follower
Idealized influence (a type of transformational leadership) refers to the leader’s principles and standards having the power to attract followers
Inspirational motivation: This involves the leaders giving high expectations to the followers, which inspires them to be more committed
On a team run by a transformational leadership, everyone must be learning
Individualized consideration: Describes leaders who are supportive of their followers, and acknowledges their unique needs
In transformational leadership, leaders respect the individuality of each follower in helping them reach what Maslow called “Self-actualization”.
Contingent reward: Describes an interaction between leader and follower in which the follower’s effort is exchanged for rewards
Active MBE(manage by expection): In Active MBE, the leader watches followers closely to observe mistakes and fix what they are doing wrong.
Power: The ability to influence one another
According to Peter Senge, if a person can develop and progress through learning, an organization can develop and progress through learning
Learning Organizations: A place where people continually learn together
An organization is a large system that encompasses many smaller systems
The farmers did not understand the whole ecological system, as they had only seen one part.
Four crucial steps to building a learning organization:
Personal mastery
Shared vision
Team learning
Mental models
Personal mastery
Helping every person in an organization and realizing their potential is a big part of personal mastery.
Personal mastery: Approaching one’s life as a creative work
Personal mastery is to increase our capacity to reach our deepest and personal goals, not acquiring more information
People with high levels of personal mastery continually learn, but they never “arrive” but rather practice their whole lives
Purpose: Sense of why he or she is alive
Personal vision: a specific destination, a picture of a desired future
Having a purpose or vision increases our enthusiasm and productivity because we have discovered a reason for being
In one member in the company has productivity and enthusiasm, the whole company will have enthusiasm
When each person in a company has a personal vision, the organization will have a shared vision
A shared vision exhilarate people and give them courage
Risk is a hallmark for shared visions
The key to successful team learning begins with “alignment”
To think insightfully, means to take advantage of the power of many minds to be more intelligent than one mind
The team needs to welcome new ideas and to work together so those ideas contribute to the team’s success
Learning teams that work in different departments should still encourage each other.
Dialogue: A way like brainstorming but for team members to freely and creatively explore complex issues
Through discussion, team members present differing views to finally get to the solution
Mental models: Deeply held internal images on how the world works, and images that limit us to thinking acting
Mental models make us think differently and shape perceptions
Teams can use mental models to succeed
Espoused theory: Line of thought that we claim to believe
Theory-in-use: A line of thought representing what someone actually believes
Recognizing these theories can help bring about positive change
Leap of Abstraction: This occurs when we “leap” to generalizations without testing them
Leap of Abstractions prevent teams from exploring tough problems in depth
Inquiry: When someone asks more questions to gain more information, to finally make the best decision possible
Advocacy: When you make an argument in favor of a course of action
Every challenge is unique. Therefore, match your leadership style to the situation
The authoritarian style is when there is a tough deadline or critical situation.
The risk of authoritarian style is that if one overuses it, it can become ineffective because it will be more about instilling fear.
Democratic leadership: This includes effective listening, rational dialogue, discussion, and consideration of others. This calls for breaking down barriers between the followers and leaders
Laissez-faire: This is a hands-off type of leadership. This is meant for the team to empower and work on its own.
This situational approach gives leaders options
Leaders have to play one of these roles according to the situations, they cannot be themselves.
Path-goal: This is when the leader clears out the path for the follower to go through
Directive leadership: They give followers specific instructions about the task
Supportive leadership: Leaders ensure that the well-being and human needs of followers are met
Participative leadership: This leadership allows followers to share in decision-making
Achievement-oriented Leadership: Leaders show great confidence that followers are able to set
The structure of the task is crucial to the path-goal theory
The grid theory allows people to discuss their behaviors without using judgement or defensiveness