Deadline 5 hours

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6e

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Leadership Mind and Emotion

Chapter 5

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Learning Objectives

• Recognize how mental models guide 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 opening your mind to new ideas and multiple perspectives

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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Learning Objectives

• Beginning to apply systems thinking and personal mastery to your activities at school or work
• Exercising emotional intelligence, including being self-aware, managing emotions, motivating oneself, displaying empathy, and managing relationships
• Applying the difference between motivating others based on fear and motivating others based on love

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Mental Models

• Theories people hold about specific systems in the world and their expected behavior
• Leaders can attain the desired outcome by arranging the key elements in the systems

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Mental Models

• Assumptions are part of a leader’s mental model
• About events, situations, circumstances, and people
• Questioning assumptions help leaders understand and shift their mental models

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Changing or Expanding Mental Models

• Leader’s mindset
• Contextual intelligence - Ability to sense the social, political, technological, and economic context of the times
• Adopting a mental model that enables an organization to respond effectively
• Global mindset: Manager’s ability to influence individuals, organizations, and systems that represent different characteristics

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Developing a Leader’s Mind

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Independent Thinking

Open-Mindedness

Systems Thinking

Personal Mastery

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Independent Thinking

• Questioning assumptions and interpreting data and events
• Mindfulness: State of paying attention to new information
• Readiness to create new mental categories during evolving circumstances
• Intellectual stimulation - Stimulating the ability of followers to identify and solve problems creatively

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Open-Mindedness

• Putting aside preconceptions and suspending beliefs and opinions
• Reflected well by beginner’s mind than by expert’s mind
• Pike Syndrome - Illustrates the power of the conditioning that limits thinking and behavior

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Systems Thinking

• Seeing the synergy of the whole and learning to reinforce or change whole system patterns
• Enables leaders to:
• Look for patterns of movement over time
• Focus on the factors that accomplish the performance of the whole

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Exhibit 5.3 - Systems Thinking and Circles of Causality

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Personal Mastery

• Discipline of mastering oneself
• Qualities
• Clarity of mind - Committing to the truth of the current reality
• Clarity of objectives - Focusing on the end result
• Organizing to achieve objectives - Bridging the disparity between current reality and the vision of a better future

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Emotional Intelligence

• Abilities to perceive, identify, understand, and successfully manage emotions in oneself and others
• Leaders should understand:
• Range of emotions people have
• How emotions manifest themselves

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Exhibit 5.4 - Positive and Negative Emotions

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Importance of Emotions

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• Leader’s emotional state influences the team, department, or organization
• Leaders should:
• Tune in to the emotional state of others
• Bring negative emotions to the surface
• Encourage people to explore and use positive emotion in work

Contagious

• Leaders need a high degree of emotional intelligence to:
• Regulate their emotions
• Motivate others

Influence performance

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Exhibit 5.7 - Components of Emotional Intelligence

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Leadership

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Fear in Organizations

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Fear of failure

Fear of change

Fear of personal loss

Fear of being judged

Fear of the boss

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Drawbacks of Fear

• Creates avoidance behavior
• Weakens trust and communication
• Employees feel threatened by repercussions of speaking about work-related concerns

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Exhibit 5.8 - Indicators of Love versus Fear in Organizations

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Bringing Love to Work

• Binds people through positive forces for a shared purpose
• Attracts people to take risks, learn, grow, and move the organization forward
• Love should be translated to behavior to make it a real force

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Bringing Love to Work

• Meets unspoken employee needs
• Hearing and understanding them
• Disagreeing without making them wrong
• Acknowledging their capabilities
• Remembering to look for their good intentions
• Telling them the truth with compassion

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Motivational Potential of Love versus Fear

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• Fear of losing a job

Fear-based motivation

• Feeling of being valued in the job

Love-based motivation