Research Paper -Individual Submission
TripleHHH
Chapter5-LeadershipMindandEmotion.pptx
CHAPTER 5
Leadership Mind and Emotion
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 1 of 2)
Recognize how mental models guide your behavior and relationships
Engage in independent thinking by staying mentally alert, thinking critically, and being mindful rather than mindless
Break out of categorized thinking patterns and open your mind to new ideas and multiple perspectives
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 2 of 2)
Begin to apply systems thinking and personal mastery to your activities at school or work
Exercise emotional intelligence, including being self-aware, managing your emotions, motivating yourself, displaying empathy, and managing relationships
Apply the difference between motivating others based on fear and motivating others based on love
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leading with Head and Heart
Whole leaders use both head and heart
Use their heads for organizational issues
Use their hearts for human issues
Current issues
How to give people a sense of meaning and purpose
How to make employees feel valued and respected
How to keep morale and motivation high
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Mental Models
Theories people hold about specific systems in the world and their expected behavior
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 5.1 – Elements of a System
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Systems and Mental Models
A system is any set of elements that interact to form a whole and produce a specified outcome
A mental model helps leaders attain the desired outcome by arranging the key elements in the systems
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 5.2 – Google Leaders’ Mental Model
Source: Based on Adam Lashinsky, ‘‘Chaos by Design,’’ Fortune (October 2, 2006), pp. 86–98.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Assumptions
Assumptions are part of a leader’s mental model about events, situations, circumstances, and people
Assumptions are dangerous if they are accepted as truth
Questioning assumptions can help leaders understand and shift their mental models
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Changing or Expanding Mental Models
Leader’s mindset is key in organization’s success
Greatest factor in success of leaders and organizations is the ability to change or expand one’s mental model
Organization is vulnerable if the leader’s mental model is obsolete
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Global Mindset
The ability of managers to appreciate and influence individuals, groups, organizations, and systems that represent different social, cultural, political, institutional, intellectual, or psychological characteristics
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Developing a Leader’s Mind
Independent Open-
Thinking Mindedness
Systems Personnel
Thinking Mastery
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Independent Thinking (slide 1 of 2)
Independent thinking
Questioning assumptions and interpreting data and events according to one’s own beliefs, ideas, and thinking, rather than preestablished rules or categories defined by others
Mindfulness
State of focused attention on the present moment and a readiness to create new mental categories in the face of evolving information and shifting circumstances
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Independent Thinking (slide 2 of 2)
Mindlessness
Questioning assumptions and interpreting data and events according to one’s own beliefs, ideas, and thinking, rather than preestablished rules or categories defined by others
Intellectual stimulation
Arousing followers’ thoughts and imaginations as well as stimulating their ability to identify and solve problems creatively
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Open-Mindedness
Pike Syndrome illustrates the power of conditioning that limits thinking and behavior
Openness
Putting aside preconceptions and suspending beliefs and opinions
Needed for learning
Referred to as beginner’s mind
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Systems Thinking (slide 1 of 2)
The ability to see the synergy of the whole rather than just the separate elements of a system and to learn to reinforce or change whole system patterns
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Systems Thinking (slide 2 of 2)
Relationship among the parts that form a system enables leaders to:
Look for patterns of movement over time
Focus on the factors that accomplish the performance of the whole
Discern circles of causality
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 5.3 – Systems Thinking and Circles of Causality
Source: Based on concepts presented in Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York: Doubleday/Currency, 1990).
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Personal Mastery (slide 1 of 2)
The discipline of mastering yourself; it embodies clarity of mind, clarity of objectives, and organizing to achieve objectives
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Personal Mastery (slide 2 of 2)
Qualities of personal mastery
Clarity of mind—Commitment to the truth of the current reality
Clarity of objectives—Focus on the end result that provides motivation
Organizing to achieve objectives—Bridge the disparity between current reality and the vision of a better future
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Emotional Intelligence
A person’s abilities to perceive, identify, understand, and successfully manage emotions in self and others
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
What Are Emotions?
Leaders with a high emotional intelligence are more effective
Leaders should understand:
Range of emotions people have
How emotions manifest themselves
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 5.4 – Positive and Negative Emotions
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 5.5 – Emotional Intelligence and Earning Power
Source: Rensselaer Polytechnic Institute, Lally School of Management and Technology, as reported in BusinessWeek Frontier (February 5, 2001), p. F4.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Why Are Emotions Important?
Emotions are contagious
Emotions influence performance
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 5.6 – Positive Leadership and Performance
Source: Based on ‘‘Success & the Team Climate,’’ Team Leadership Toolkit, Lindsay-Sherwin Company Web site, http://www.lindsaysherwin.co.uk/guide_team_leadership/html_team_development/1_success_and_team_climate.htm (accessed May 13, 2011).
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 5.7 – The Components of Emotional Intelligence
Source: Adapted from Richard E. Boyatzis and Daniel Goleman, The Emotional Competence Inventory—University Edition (Boston, MA: The Hay Group, 2001).
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leading with Love versus Leading with Fear
Leading with Love
Contemporary approach
More effective
Used when the organizational success depends on people’s:
Knowledge
Mind power
Commitment
Creativity
Enthusiasm
People feel emotionally connected
People perform to their real capabilities
Leading with Fear
Traditional approach
Powerful motivator
Used when the organizational success depends on people following orders
Drives people to other organizations
People do not perform to their real capabilities
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Fear in Organizations
Workers can fear failure, change, personal loss, judgement, and the boss
Fear creates avoidance behavior
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 5.8 – Indicators of Love versus Fear in Organizations
Source: Daniel Holden, ‘‘Team Development: A Search for Elegance,’’ Industrial Management (September–October 2007), pp. 20–25. Copyright © by Institute of Industrial Engineers.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Bringing Love to Work
Binds people for a shared purpose through positive forces
Attracts people to take risks, learn, grow, and move the organization forward
Love should be translated to action
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 5.9 – The Practical Aspects and Outcomes of Caring About Others
*These are the actual, unedited words called out by participants and written on a whiteboard during a seminar at which people were asked these two questions.
Source: Marilyn R. Zuckerman and Lewis J. Hatala, Incredibly American: Releasing the Heart of Quality. © 1992. American Society for Quality. Reprinted with permission from the authors.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Why Followers Respond to Love (slide 1 of 2)
Fear-based motivation
Motivation based on fear of losing a job
Love-based motivation
Motivation based on feeling valued in the job
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Why Followers Respond to Love (slide 2 of 2)
Meets unspoken employee needs
Hear and understand them
Disagree without making them wrong
Acknowledge the greatness within them
Remember to look for their loving intentions
Tell them the truth with compassion
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
