Challenges of Contemporary Leadership

The Changing Nature of Leadership

• Challenges are becoming more complex– Technical– Adaptive– Critical

• Greater reliance on interdependent work• Shifting reward / recognition systems• New leadership skill sets required – “soft

skills”

The Changing Nature of LeadershipIndividual Skill Categories

• Leading Employees• Building & Mending

Relationships• Change Management• Participation Management• Resourcefulness• Decisiveness• Doing Whatever It Takes• Straightforwardness &

Composure

2002 Rank Future

1 1 5 2

7 3 6 4 2 5 4 6 7 7 3 8

Triggers and Responses To The Changing Nature of Leadership

• Triggering the Leadership Shift– Shifting Competition Bases– Globalization– Increased Expectations– Drive for Innovation– Boundary Spanning Resulting from M &A– Need for Reinvention

Triggers and Responses To The Changing Nature of Leadership

• What this shift means for Leaders:– New Skill Sets

• Teamwork, Empathy, Communication, Innovation

– Greater Collaboration• Relationship building , spanning boundaries, matrix mgmt

– Change the Environment• Encourage more interdependence, long term focus, innovate

– Create a More Flexible Style• Participative mgmt, challenging assignment in/outside org

– Be Open and Adaptable to New Ideas• Try new approaches, work with a mentor, interact with diverse people

What is Emotional Intelligence?

Emotional Intelligence is the ability to monitor one’s own and others

feelings and emotions, to discriminate among them, and to use this

information to guide one’s thinking and actions.

Individuals or groups who attend to emotion in the self in others and in

the social situation and who can manage their own emotion

appropriately have an advantage in life and at work.

The skill set through which employees treat emotions as valuable data in

navigating a situation.

“I’ve learned that people will forget what you said.

People will forget what you did. But people will never

forget the way you made them feel.”

Maya Angelou

FIVE PRINCIPLES OF EMOTIONS

1. Emotions are an important source of information.

2. If we don’t pay attention to our emotions, we will act them out.

3. We can try to hide emotions, but we are not as good as we think.

4. Major decisions tend to incorporate emotions to be effective.

5. Universal emotions exist, but cultures display them differently.

Research on Emotions in the Workplace

The evidence is overwhelming that experiencing and expressing positive emotions and moods tends to enhance performance at individual, group and organizational levels:

More creative and flexible in complex situations. Adopt innovative problem-solving strategies. More Win-win conflict resolutions.

Primary cause of derailment in executives involved

deficits in emotional competence:

●Difficulty handling change.

● Inability to work in a team.

●Poor interpersonal skills.

● Inability to handle stress

●Unawareness of one’s own emotions

● Inability to control/manager anger

● Lack the ability to understand others

“ Anyone can become angry—that is easy. But to be angry

with the right person, to the right degree, at the right time,

for the right purpose, and in the right way—that is not easy”

Aristotle The Nichomachean Ethics

Analyzing Hot Buttons

Intent/Impact

Losses

Control/Approval

Nature of Relationship

© Salisbury Consulting

The Emotional Audit

What am I thinking?

What am I feeling?

What do I want now?

How am I getting in my way?

What do I need to do differently?

“The most powerful agent of growth and transformation

is something much more basic than any technique;

a change of heart.”

John Welwood