Professional Documents
Culture Documents
Goleman model
Self-Awareness Emotional selfawareness: ability to read and understand your own emotions and how it impacts our work performance, relationships, etc.. Accurate SelfAssessment: realistic evaluation of own strengths and limitations Self-confidence: strong and positive sense of self-worth Self-Management Self-control: ability to keep disruptive emotions and impulses under control Social Awareness Empathy: skills at sensing other peoples emotions, understanding their perspective, and taking an active interest in their concerns Organizational awareness: ability to read the currents of organizational life. Build decision networks, and navigate politics Service orientation: the ability to recognize customers needs Social Skill Visionary leadership: ability to take charge and inspire with a compelling vision
Conscientiousness: ability to manage yourself and your responsibilities Adaptability: adjusting to changing situations and overcoming obstacles Achievement orientation: drive to meet an internal standard of excellence
Developing others: the propensity to bolster the abilities of others through feedback and guidance Communication: skill at listening and sending clear, convincing, and well-tuned messages Change catalyst: proficiency in initiating new ideas and leading people in a new direction
Conflict management: ability o de-escalate disagreements and orchestrate resolutions Building bonds: proficiency at cultivating and maintaining a web of relationships Teamwork and collaboration: competence at promoting cooperation and building teams
Come with me Selfconfidence, empathy, change catalyst When changes require a new vision, or when a
Do as I do, now Conscientiousne ss, drive to achieve, initiative To get quick result from a highly motivated competent
Try this Developing others, empathy, selfawareness To help an employee improve performan ce or
team
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Trustworthiness Conscientiousness Adaptability Achievement orientation Initiative Coercive Pacesetting Coercive Pacesetting Pacesetting
Influence Developing others Communications Change catalyst Conflict management Building bonds/relationships Teamwork and collaboration Affiliative Democratic Coaching Affiliative Democratic Authoritative
Coercive style
Do what I tell you
Authoritative style
Come with me
Effect on organizational climate - Most effective drives up every aspect of the climate o Clarity - leader is a visionary motivates people by making to clear to them how their work fits into a larger picture o Standards by framing individual tasks around the vion sets clear standards that revolve around the vion o Commitment maximizes commitment to organizations overall goal and strategy o Rewards performance feedback as to whether or not performance furthers the vision o Flexibility - provides staff with freedom to innovate, experiment, and calculate risks When it works well o Works well in most business situations o Especially when business is adrift Charts a new course sells people on a fresh long-term vision o Good for the long run When it wont work o when working with a team of experts who are more experienced o may come off as pompous or out-of-touch o if become overbearing negatively effect the flexibility Emotional Intelligence competencies - (self and socially aware, and social management) o Self-confidence, o empathy , o change catalyst
Affiliative style
People come first
Effect on organizational climate - Flexibility - friends trust one another allows for innovation and risk taking flexibility rises because affliative leaders dont impose unnecessary structures on how employees get their work done - Rewards offer lots of positive feedback outside annual review, most people in an office environment get no feedback on day-to-day efforts, or only negative feedback. - Responsibility and commitment helps build a sense of belonging (e.g. takes employees out for a drink, brings in a cake) natural relationship builders When it works - When trying to build harmony, increase morale, improve communication, repair broken trust When it doesnt work - Cannot be used alone - exclusive focus on praise can allow poor performance to go uncorrected is mediocrity tolerated - Rarely offer constructive advice on how to improve must figure out how to do it on their own o Not good when people need a clear directive to navigate through complex challenges leaves people rudderless o May use this in conjunction with authoritative style State a vision, set standards, lets people know how work is furthering groups goals alternate with caring nurturing approach of afflicative leader good combination Emotional intelligence competencies (all related to others and not self) o o o Empathy Building relationships communication
Democratic style
What do you think?
Pacesetting style
Do as I do, now
Effect on organizational climate - Morale drops employees feel overwhelmed by pacesetters demands - Clarity - Doesnt state guidelines clerly only in leaders head expects people to know what to do if I have to tell you, youre the wrong person for the job second guessing what leader wants - Flexibility decreases - Lack of trust people often feel that leader doesnt trust them to work their own way o Work becomes task focused - Rewards gives no feedback on how people are doing or jumps in to take over when things are lagging - Responsibility - If leader leaves people feel directionless so used to being expert - Commitment people have no sense of how their personal efforts fit into the big picture When it works - When are employees are self-motivated, highly-competent and need little directoion o When leaders of highly-skilled and self-motivated professionals (R/D groups, legal teams) - Should never be used by itself Emotional intelligence competencies - Conscientiousness, - drive to achieve, - initiative
Coaching style
Try this
Effect on organizational climate - Paradox: Focuses primiarly on personal development not immediate work related tasks BUT creates dialogue and dialogue drives up every aspect of climate (ON GOING DIALOGUE) o Flexibility when someone knows boss cares and watches what dhe does, he feels free to experiment knows will get quick feedback o Clarity on-going dialogue allows employees to know what is expected of them and how their works fits into a larger vision or strategy o Commitment implicit message I believe in you, Im investing in you, and I expect your best efforts Works well when - People on the receiving end are up for the challenge those who want to be coached - When employees are aware of their weaknesses and would like to improve their performance - When employees are cultivating new abilities to help them advance Doesnt work well when - Employees are resistant to learning or changing their ways - Leader lacks expertise to help employee along o Most managers are unfamiliar and inept at coaching especially on-going performance (vs. creating fear or apathy) - Doesnt scream bottom-line results it delivers them