A Toolkit for ChangeUtilizing Different Leadership Styles to Leverage Results

Matt ZatorskiCoordinatorInstitute for Rowing Leadership

Hello, my name is Matt…

Introduction – Leadership… What is it?

Part I – Emotional Intelligence

Part II – Styles of Leadership

Part III – A Roadmap to Personal

Development

A Toolkit for Change

LEADERSHIP

What are we talking about?

Transformational leaders are those who stimulate and inspire followers to both achieve extraordinary outcomes and, in the process, develop their own leadership capacity. (Bass, 1985)

More evidence has been accumulated to demonstrate that transformational leadership can move followers to exceed expected performance (Bass, 1985, 1998).

One Definition: Transformational Leadership

“She is a born leader.”

Leadership develops through hard work and careful observation. Forsyth, D. R. (2009). Group dynamics (5th

ed.). Pacific Grove, CA: Brooks/Cole.

The Pervasive Myth of Leadership

Defining Emotional Intelligence

Four Fundamental Capabilities

Corresponding Competencies

Developmental Processes

Emotional Intelligence (EI)

Being aware of… How we feel How other’s feel Why we feel that way What we can do about it

Emotional Intelligence

Emotional intelligence is not about being nice all the time. It’s about being honest.

Emotional intelligence is not about being touchy-feely. It is about being aware of your feelings, and

those of others. Emotional intelligence is not about being

emotional. It is about being smart with your emotions.

Emotional Intelligence: A Primer

Emotional Intelligence: A Primer

Relating to Ourselves

Self-Awareness

Self-Management

Relating to Others

Social Awareness

Social Skill

The ability to read one's emotions and recognize their impact while using gut feelings to guide decisions.

• Emotional self-awareness

• Accurate self-assessment

• Self-confidence

Self-Awareness

Becoming More Self-Aware

Learn the difference between thoughts and

feelings.

Be open to input

from others

Ask yourself how you’re

feeling throughout the

day and be honest.

Involves controlling one's emotions and impulses and adapting to changing circumstances.

• Self-control• Trustworthiness• Conscientiousness• Adaptability• Achievement

Orientation• Initiative

Self-Management

Monitor your self talk.

Accept responsibility for your emotional responses in the

workplace.

Anticipate the emotional “triggers”

and prepare to manage them.

Reframe an irritating situation in to a problem solving

exercise.

Use humor!

Never underestimate the power of taking

deep breaths.

Remove yourself from the situation and keep moving.

Be aware of how you explain setbacks to

yourself… Be realistic!

Connect your goals to your values to get

energized.

Strive for reaching a “flow” state while

working on projects.

Visualization

Keep Learning

Monitor your self talk.

Accept responsibility for your emotional responses in the

workplace.

Anticipate the emotional “triggers”

and prepare to manage them.

Reframe an irritating situation in to a problem solving

exercise.Use humor!

Never underestimate the

power of taking deep breaths.

Remove yourself from the situation and keep moving.

Be aware of how you explain setbacks to

yourself… Be realistic!

Connect your goals to your values to get

energized.

Strive for reaching a “flow” state while

working on projects.

Visualization

Keep Learning

The ability to sense, understand, and react to others' emotions while comprehending social networks.

• Empathy

• Organizational Awareness

• Service Orientation

Social Awareness

Developing Social Awarenes

s

Share and be honest about your feelings

Be consistent so that your spoken

and unspoken messages match.

Take the kinder road whenever possible.

Try to see from the other person’s

perspective

The ability to inspire, influence, and develop others while managing conflict.

• Visionary Leadership• Influence• Developing Others• Communication• Change Catalyst• Conflict

Management• Building Bonds• Teamwork and

Collaboration

Social Skill

How to build

relationships

Share your passion and enthusiasm for your job

and the organization’s

vision—it’s contagious!

Create an inspiring

work environme

nt

Engage in creative

brainstorming.

Be willing to coach or mentor

others and be open to being

coached yourself.

Coercive, Authoritative, Affiliative, Democratic, Pacesetting, Coaching Leader’s MO What they say Underlying EI Competencies Situational Applications

6 Styles of Leadership

Coercive

Leader’s modus

operandi

Demands immediate compliance

In other words… “Do what I tell you.”

Underlying emotional

intelligence competenci

es

Drive to achieve, initiative, self-control

Works best…

In a crisis, to kick start a turnaround, or with problem athletes/staff

Authoritative

Leader’s modus

operandi

Mobilizes people toward a vision

In other words… “Come with me.”

Underlying emotional

intelligence competenci

es

Self-confidence, empathy, change

catalyst

Works best…

When change requires a new vision, or when

clear direction is needed

Affiliative

Leader’s modus

operandi

Creates harmony and builds emotional bonds

In other words… “People come first.”

Underlying emotional

intelligence competenci

es

Empathy, building relationships,

communication

Works best…

To heal rifts in a team, or to motivate people

during stressful circumstances

Democratic

Leader’s modus

operandi

Forges consensus through participation

In other words… “What do you think?”

Underlying emotional

intelligence competenci

es

Collaboration, team leadership,

communication

Works best…

To build buy-in or consensus, or to get input from valuable

athletes/staff

Pacesetting

Leader’s modus

operandi

Sets high standards fro performance

In other words… “Do as I do, now.”

Underlying emotional

intelligence competenci

es

Conscientiousness, drive to achieve,

initiative

Works best…

To get quick results from a highly

motivated and competent team

Coaching

Leader’s modus

operandi

Develops people for the future

In other words… “Try this.”

Underlying emotional

intelligence competenci

es

Developing others, empathy, emotional

self-awareness

Works best…

To help an athlete/staff member improve performance or

develop long-term strengths

The Impact of Leadership Styles on

Drivers of Climate

Coercive

Authoritative

Affiliative

Democratic

Pacesetting

Coaching

Flexibility -.28 .32 .27 .28 -.07 .17

Responsibility -.37 .21 .16 .23 .04 .08

Standards .02 .38 .31 .22 -.27 .39

Rewards 1.18 .54 .48 .42 -.29 .43

Clarity -.11 .44 .37 .35 -.28 .38

Commitment -.13 .35 .34 .26 -.20 .27

OVERALL -.26 .54 .46 .43 -.25 .42

Where do I go from here?

Self Evaluation Assessment and

discovery Capitalize on your own

strengths Identify areas for growth Be honest and objective

about your skills and abilities

Action Planning Prepare an Action Plan Make goals achievable

and measurable Don’t overwhelm yourself!

Take on one or two areas for improvement at a time

Review and make changes to your plan as needed

Where do I go from here?

Practice New Skills and Behaviors Practice in a safe

environment Partner w/someone who

will give you constructive feedback on your progress

Don’t go back… FULL STEAM AHEAD!

Evaluate Your Success

Review your Action Plan often

Raise Your expectations for yourself

Celebrate small changes

References

Bass, B.M. (1985). Leadership and performance beyond expectations. New York: Free Press.

Bass, B.M. (1990). Bass and Stogdill’s handbook of leadership: theory, reasearch and managerial applications, 3rd ed. New York: Free press.

Goleman, Daniel. (2000) Leadership that gets results. Harvard Business Review.

Goleman, D. (1998). Working with emotional intelligence. New York: Bantam Books