Download - U1a Goleman Leadership Gets Results
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Leadership That Gets Results
Daniel Goelman
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Set strategy
Motivate
Create mission
Build a culture
GET RESULTS
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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
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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
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Coercive
Authoritative
Affiliative
Democratic
Pacesetting
Coaching
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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.
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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 offerconstructive advice on how to improve so employees must figure
out how to do so on their own.
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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.
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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.
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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.
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