Leadership That Gets Results

Daniel Goelman

Set strategy Motivate Create mission Build a culture

GET RESULTS

 EI is the ability to manage ourselves and our relationships effectively

IE consists of four fundamental capabilities Self awareness Self management Social awareness Social skills

Factors influencing work environment: Flexibility: How free employees feel to innovate unencumbered by red tape Responsibility: sense of responsibility to the organization Standards: level of standards that people set Rewards: sense of accuracy about performance feedback and aptness to rewards Clarity: people have about the mission and values Commitment: to a common purpose
Climate accounts for nearly a third of the organization financial results

Coercive Authoritative Affiliative Democratic Pacesetting Coaching

 Coercive: It can break failed business habits and shock people into new ways of working. It works: During a turnaround When a hostile takeover is looming During a genuine emergency Authoritative: Works well in almost any business situation Particularly effective when business is adrift Fails if the leader is less experienced than his team members Collapses if the leader becomes overbearing An authoritative leader states the end but gives people plenty of leeway to devise their own means.

 Affiliative: a good all weather approach & should be employed When trying to build team harmony and loyalty Increase team moral Improve team communication Repair broken trust

Affiliative style should not be used alone. It may allow poor performance to go uncorrected. Affiliative leaders rarely offer constructive advice on how to improve so employees must figure out how to do so on their own.

 Democratic: ideal when The leader is uncertain about the best direction to take The leader needs ideas and guidance from the team Generate fresh ideas for executing the vision Pacesetting: Setting extremely high performance standards and being obsessive on doing things better and faster. Works when: All employees are self-motivated, highly competent, and need little direction or coordination. Democratic style may end up in endless meetings and people may end up feeling confused and leaderless. Does not work if the employees are not competent and in times of crisis.

 Coaching: most effective when people are up for it. Or in short, it works best with employees who want to be coached. It does not wok when the employees are resistant to learning or changing their ways.

 A leader must first understand which emotional intelligence competencies underlie the leadership styles they are lacking. Then work to increase his quotient of them. Enhancing emotional intelligence is entirely possible with practice.