Executive Development Programs
Program 3: Leadership That Gets Results
Daniel Goleman brought the notion of “Emotional Intelligence” (EI) and “Emotional Quotient” (EQ) to prominence as an alternative to more traditional measures of IQ with his 1995 mega-best-seller Emotional Intelligence. According to Goleman, “A leader’s singular job is to get results”. But even with all the leadership training programs and “expert” advice available, effective leadership still eludes many people and organisations. One reason, says Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data.
Drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviours yield positive results. He outlines six distinct leadership styles, each one springing from different components of emotional intelligence. Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in turn, on its financial performance. The styles, by name and brief description alone, will resonate with anyone who leads, is led, or, as is the case with most of us, does both. Commanding leaders demand immediate compliance. Visionary leaders mobilize people toward a vision. Participative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future (Bawany, 2013)1.
Organisations need leaders to visualise the future, motivate and inspire employees, and adapt to changing needs. Our research indicates that, with the right leadership development support including executive coaching, those with leadership potential can be developed into outstanding leaders. Emotional Intelligence competencies are perhaps the most challenging for leaders to develop effectively and yet it is the one that often has the most impact. As leaders rise through the ranks of an organisation, their profile becomes more visible to employees and their increased power can have subtle and direct ramifications.
As a result of attending this workshop, each participant will be able:
- Understand the Emotional Intelligence (EI) competency framework
- Make the link between Emotional Intelligence and Leadership Effectiveness
- Utilize EI techniques for increasing their level of self-awareness
- Understand how emotions can influence thoughts, behaviour, goals, decision–making
- Develop a personal leadership development plan
This workshop will include theory, hand-outs of practical example deliverables for reference and to assist in learning, exercises, and reviews at the end of each stage including a question/answer session that would reinforce key concepts and learning.
Participants are grouped into teams that will work through the workshop together as in “real-world” operational and project environment. During the workshop, each team explores leadership concepts through practical exercises, enabling participants to practice making “real life” decisions and to earn from these decisions without the anxiety of putting “real company money” on the line or putting themselves at risk.
Introduction & Objectives
- Review Workshop Objectives & S.C.O.P.E Approach
- Top 10 Lessons Learnt on Executive Derailment
Demystifying Emotional Intelligence
- Leadership of the ‘Heart’ and ‘Mind’
- The Emotional Intelligence (E.I) Competencies
- Individual Exercise: ‘Amygdala Hijack’
Developing Your Emotional Intelligence
- Individual Assessment: ‘How Emotionally Intelligent Are You?’
- Individual Exercise: EQ Quiz
- Review of HBR Article, ‘Leadership That Gets Results’ by Daniel Goleman
- The Six Leadership Styles and E.I Competencies
- Group Exercise: Case Study on ‘USS Florida’
Leadership Styles and Organisational Climate
- Dimensions of Organisational Climate – Creating an Environment That Fosters Motivation
- The Three Social Motives
- Relationship between Motives, Managerial Styles and Organisational Climate
- Individual Exercise: ‘What Is Your Motivation?’
Video Case Study
- This filmed case study, ‘Twelve O’ Clock High’ provides participants with real-life scenarios where a leader adapts his leadership style as the situation calls to suit the needs of his team.
- This case study crystallizes the concepts and ideas that were developed during the workshop
Summary and Personal Action Plan
- Review of the Key Concepts and Models
- Individual Exercise: Top Three Priorities for Implementation within the next 90 days
1“Making Results-based Leadership Work in Singapore” published by Singapore Business Review, 12 February 2013. http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore