Leadership chap 5

five unspoken employee needs

- Hear and understand me. - Even if you disagree with me, please don't make me wrong. - Acknowledge the greatness within me. - Remember to look for my loving intentions. - Tell me the truth with compassion.

emotional intelligence categories

- Self-Awareness (under self and awareness) - Self-Management (under self and behavior) - Social Awareness (under others and awareness) - Relationship Management (under others and behavior)

Mindfulness

- a 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 Mindfulness involves independent thinking, and it requires leader curiosity and learning. Mindful leaders are open-minded and stimulate the thinking of others through their curiosity and questions.

Fear based Organizations

- cautiousness and secrecy - blaming others - excessive control - emotional distance among people.

issues that require leaders to use both head and heart

- how to give people a sense of meaning and purpose when major changes occur almost daily - how to make employees feel valued and respected in an age of massive layoffs and job uncertainty - how to keep morale and motivation high in the face of corporate bankruptcies and dissolutions, ethical scandals, and economic crises.

Fear-based motivation

- motivation based on fear of losing a job - I need a job to pay for my basic needs (fulfilling lower needs of the body). You give me a job and I will give you just enough to keep my job.

Love-based motivation

- motivation based on feeling valued in the job - If the job and the leader make me feel valued as a person and provide a sense of meaning and contribution to the community at large (fulfilling higher needs of heart, mind, and body), then I will give you all I have to offer.

Social Awareness

- one's ability to understand others - Socially aware leaders practice empathy, which means being able to put yourself in other people's shoes, sense their emotions, and understand their perspective. - They learn to engage in "professional intimacy," which means they can display compassion and concern for others without becoming so wrapped up in others' emotions that it clouds their judgment. - Socially aware leaders are also capable of understanding divergent points of view and interacting effectively with many different types of people and emotions. - they have organizational awareness and service orientation

Love based Organizations

- openness and authenticity - a respect for diverse viewpoints - emphasis on positive interpersonal relationships.

independant thinking

- questioning assumptions and interpreting data and events according to one's own beliefs, ideas, and thinking, rather than pre-established rules or categories defined by others - People who think independently are willing to stand apart, to have opinions, to say what they think, and to determine a course of action based on what they personally believe rather than on what other people think or say. - Independent thinking is one part of what is called leader mindfulness.

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 - A manager with a global mindset can perceive and respond to many different perspectives at the same time rather than being stuck in a domestic mental model that sees everything from one's own limited personal or cultural perspective.

Relationship Management

- the ability to connect with others and build positive relationships. - Leaders with high emotional intelligence are aware of the impact their behaviors have on others, and they treat people with compassion, sensitivity, and kindness. - Leaders use their understanding of emotions to inspire change and lead people toward something better, to build teamwork and collaboration, and to resolve conflicts that inevitably arise. These leaders cultivate and maintain a web of relationships both within and outside the organization.

Self-Management

- the ability to control disruptive, unproductive, or harmful emotions and desires. - Other characteristics in this category include trustworthiness, which means consistently displaying honesty and integrity; conscientiousness, which means managing and honoring your responsibilities; and adaptability, which refers to the ability to adjust to changing situations and overcome obstacles. Showing initiative to seize opportunities and achieve high internal standards is also a part of self-management. - Leaders skilled at self-management remain hopeful and optimistic despite obstacles, setbacks, or even outright failures.

Self-Awareness

- the ability to recognize and understand your own emotions and how they affect your life and work. - Leaders with a high level of self-awareness learn to trust their "gut feelings" and realize that these feelings can provide useful information about difficult decisions. When the answers are not available from external sources, leaders have to rely on their own feelings. - also includes the ability to accurately assess your own strengths and limitations, along with a healthy sense of self-confidence.

Priscilla is creating a document instructing managers how to lead employees in order to make her organization successful. Which of the following suggestions should the document contain?

Expand mental models when needed to keep the organization healthy.

people leave their emotions at home when they come to work

False

Pike Syndrome

Illustrates the power of the conditioning that limits thinking and behavior. a trained incapacity that comes from rigid commitment to what was true in the past and an inability to consider alternatives and different perspectives.

Hill Inc., a leading apparel manufacturer, had been making clothes solely for women over the past few decades. Susan, a newly appointed manager, suggested that the company launch a line for men and children as well. Her idea was not readily accepted by her managers. However, after she explained her plan with a presentation, her managers agreed to go ahead. Which of the following qualities of a leader does Susan display?

Independent thinking

Andrea is required to give a few ground rules to Sally on how to lead her team members. Which of the following guidelines should Andrea suggest?

Never forget the emotional aspect of leading.

The primary emotions

Positive Emotions: Enjoyment Love, Pride, Relief Negative Emotions: Anger, Disgust, Envy, Fear, Guilt, Sadness 4 positive and 6 negative emotions

A high level of self-awareness and an ability to manage one's own emotions enable a leader to display self-confidence, earn respect and trust, and consider the needs of others.

T

Emotionally competent leaders are more resilient, more adaptable to ever-changing circumstances, more willing to step outside their comfort zone, and more open to the opinions and ideas of others.

T

emotional intelligence enables leaders to recognize and respect followers as whole human beings with feelings, opinions, and ideas of their own

T

sets of attitudes and assumptions that leaders may have about subordinates,

Theory X and Theory Y

Clarity of objectives

They have a clear vision of the desired future, and their purpose is to achieve that future. it helps leaders focus on the end result, the vision or dream that motivates them and their team or organization. the discipline of continually focusing and defining what one wants as the desired future.

Effective leaders learn to continually question their own beliefs, assumptions, and perceptions in order to see things in unconventional ways and meet the challenge of the future head on.

True

Leaders have many mental models that tend to govern how they interpret experiences and how they act in response to people and situations.

True

today's environment requires whole leaders who use both head and heart.

True - use their heads to tend to organizational issues such as goals and strategies, production schedules, structure, finances, operational issues, and so forth. - use their hearts to tend to human issues, such as understanding, supporting, and developing others. Using heart in leadership is particularly important in times of uncertainty and rapid change

All five elements of mind are interrelated. T or F

True Independent thinking and open-mindedness improve systems thinking and enable personal mastery, helping leaders shift and expand their mental models

fear creates avoidance behavior because no one wants to make a mistake

True Employees feel threatened by repercussions if they speak up about work-related concerns. Fear in the workplace weakens trust and communication.

Fear gets in the way of people feeling good about their work, themselves, and the organization.

True It creates an atmosphere in which people feel powerless, so that their confidence, commitment, enthusiasm, imagination, and motivation are diminished.

people's moods effect various aspects of their performance, such as teamwork, creativity, decision making, and task performance.

True Negative moods drain energy and prevent people from doing their best.

leaders who are able to maintain balance and keep themselves motivated can serve as positive role models to help motivate and inspire those around them.

True The energy level of the entire organization increases when leaders are optimistic and hopeful rather than angry or depressed.

It is important to see an organizational system as a whole because of its complexity. Complexity can overwhelm leaders, undermining confidence.

True When leaders can see the structures that underlie complex situations, they can facilitate improvement. But it requires a focus on the big picture.

those who are more expressive of their own emotions and more in tune with the emotions of others make more money

True leaders who harness and direct the power of emotions to improve followers' satisfaction, morale, and motivation get better results and enhance overall organizational effectiveness.

Personal values, attitudes, beliefs, biases, and prejudices can all affect one's, mental model.

True A leader's assumptions play an important role in shaping his or her mental models, but leaders can examine their assumptions and shift or expand mental models when needed to keep their organizations healthy.

it is important for leaders to regard their assumptions as temporary ideas rather than fixed truths.

True The more aware a leader is of his or her assumptions, the more the leader understands how assumptions guide behavior and decisions. In addition, the leader can question whether long-held assumptions fit the reality of the current situation.

clarity of mind

a commitment to the truth of current reality. Leaders are relentless in uncovering the mental models that limit and deceive them and are willing to challenge assumptions and standard ways of doing things. These leaders will break through denial of reality in themselves and others. Their quest for truth leads to a deeper awareness of themselves and of the larger systems and events within which they operate. Clarity of mind enables them to deal with reality, which increases the opportunity to achieve desired results.

Emotional intelligence

a person's abilities to perceive, identify, understand, and successfully manage emotions in self and others A leader who possesses emotional intelligence (EQ) is capable of identifying, perceiving, understanding emotions and in managing them in him/herself and in others. Emotions are contagious and influence performance.

Which of the following is a characteristic of mindless leaders?

a. They let others do the thinking for them.

Which of the following helps leaders with personal mastery focus on the end result that motivates them?

b. Clarity of objectives

Which component of emotional intelligence includes the ability to recognize and understand your emotions, and how they affect your life and work?

b. Self-awareness

Identify the characteristic of leaders with organizational awareness.

b. They effectively use political behavior to accomplish positive results.

why do many leaders become prisoners of their own assumptions and mindsets?

because these assumptions and mindsets is what led to success in the past. - Many find themselves simply going along with the traditional way of doing things without even realizing they are making decisions and acting within the limited frame of their own mental mode

The first step of a leader toward being able to shift mental models and see the world in a new way is to:

become aware of assumptions and understand how they influence emotions.

This openness—putting aside preconceptions and suspending beliefs and opinions—can be referred to as

beginner's mind

Which of the following statements is true of systems thinking?

c. It enables leaders to look for patterns of movement over time.

Which of the following is true of self-awareness?

c. Leaders with self-awareness have the ability to assess their own strengths accurately.

Which of the following is a characteristic of leaders with personal mastery? a. They accept standard ways of doing things. b. They don't see a gap between current reality and the vision of a better future. c. They learn to accept both the dream and the reality simultaneously. d. They learn to deny reality.

c. They learn to accept both the dream and the reality simultaneously.

Identify the characteristic of socially aware leaders.

c. They understand that effective leadership sometimes means pushing people beyond their comfort zone.

Which of the following helps leaders with personal mastery bridge the gap between current reality and the vision of a better future?

d. Organizing to achieve objectives

Effective leaders: a. recommend that beginners accept paradoxes. b. advise new employees to openly agree with long-held assumptions. c. urge beginners to blindly accept existing rules and labels. d. encourage beginners to openly question perceptions.

d. encourage beginners to openly question perceptions.

how to challenge your mental model

develop a global mindset

The senior executives of a firm want to develop a global mindset. They should:

establish operations in other nations

whole person

means operating from mind, heart, spirit, and body.

organizational awareness

the ability to navigate the currents of organizational life, build networks, and effectively use political behavior to accomplish positive results

Service Orientation

the ability to recognize and serve the needs of employees, customers, or clients.

Systems thinking

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 With systems thinking, a leader sees the big picture and connects the dots rather than just looking at the dots in isolation. It is the relationship among the parts that form a whole system

peripheral vision

the ability to view the organization through a wide-angle lens rather than a telephoto lens—so that they perceive how their decisions and actions affect the whole.

Personal mastery

the discipline of mastering yourself; it embodies clarity of mind, clarity of objectives, and organizing to achieve objectives

mental model

theories people hold about specific systems in the world and their expected behavior

Organizing to achieve objectives

to bridge the disparity between current reality and the vision of a better future. The effective leader lets the vision pull reality toward it by reorganizing current activities to work toward the vision. The less effective way is to let reality pull the vision downward toward it. This means lowering the vision, such as walking away from a problem or settling for less than desired. Leaders with personal mastery learn to accept both the dream and the reality simultaneously and to close the gap by moving toward the dream.

. A leader's assumptions naturally are part of his or her mental model.

true

A leader's fear can manifest itself in arrogance, selfishness, deception, unfairness, and disrespect for others

true

Although there may be mental discomfort and a sense of disorientation, leaders should allow their mental models to be challenged and even demolished.

true

An important element of systems thinking is to discern circles of causality.

true

Assumptions can be dangerous because people tend to accept them as "truth."

true

Being mindful and thinking independently is important for leaders because they can easily become overwhelmed with the amount and variety of tasks that confront them.

true

Emotional intelligence can be learned and developed.

true

In all groups and organizations feelings of compassion, respect, and loyalty are translated into action, such as acts of friendliness, teamwork, cooperation, listening, understanding, and serving others above oneself.

true

In general, research shows that leaders score higher than most people on tests of cognitive ability, such as IQ tests, and that cognitive ability is positively associated with effective leadership.

true

Leaders should also remember that love is more than a feeling; to be a real force, it is translated into behavior.

true

Leaders who are unable to see and change their own ineffective mental models often need outside help

true

Organizations should strive to create mental models that are aligned with organizational needs, goals, and values.

true

People admire leaders who awaken their curiosity, challenge them to think and learn, and encourage openness to new, inspiring ideas and alternatives.

true

Showing respect and trust also allows people to feel emotionally connected with their work so that their lives are richer and more balanced.

true

The U.S. Air Force started using EQ to select recruiters after learning that the best recruiters scored higher in EQ competencies

true

Thinking independently and critically is hard work,

true

To think independently means staying mentally alert and thinking critically

true

When organizational success depended primarily on people mindlessly following orders, leading with fear often met the organization's needs.

true

When people are afraid to speak up, important issues are suppressed and problems hidden.

true

When someone becomes an expert in a particular subject, their mind often becomes closed to the perspectives of other people.

true

a key component of leadership is being emotionally connected to others and understanding how emotions affect working relationships and performance.

true

however, today, success in most organizations depends on the knowledge, mindpower, commitment, creativity, and enthusiasm of everyone in the organization. A fear-based organization loses its best people, and the knowledge they take with them, to other firms. If people stay with the organization, they typically don't perform up to their real capabilities.

true

leaders, especially frontline supervisors, have a lot to do with whether employees have positive or negative feelings about their work lives.

true

Sometimes it is good to shift your mental model

true Organizations are vulnerable when leaders stick with obsolete mental models in the face of new realities.

almost everything that influences people's moods in the workplace is under the control of leaders.

true That is why leaders need a high degree of emotional intelligence. They have to regulate their own emotions to remain positive and hopeful and then pull others up with them.

new research by organization behavior scientists suggests that negative emotions might spread more easily than positive ones

true because people's positive emotions are generally less influenced by other people

In a study of leaders, two-thirds of the difference between average and top-performing leaders was found to be due to emotional competence, with only one-third due to technical skills.

true leaders and researchers are recognizing the critical importance of emotional intelligence, or EQ, Some have suggested that emotion, more than cognitive ability, drives our thinking and decision making, as well as our interpersonal relationships.