- 2010 / 09 / 16
Leadership That Gets Results
HRPlusTM Series Workshop 2010
Leadership That Gets Results
Tuesday, 14 October 2010, 9.00 am – 6.00 pm
Klapsons, The Boutique Hotel
Daniel Goleman brought the notion of "Emotional Intelligence” (EI) and “Emotional Quotient” (EQ)
to prominence as an alternative to more traditional measures of IQ with his 1995 mega-best-seller
Emotional Intelligence. According to Goleman, "A leader's singular job is to get results”. But even
with all the leadership training programmes and "expert" advice available, effective leadership still
eludes many people and organisations. One reason, says Goleman, is that such experts offer
advice based on inference, experience, and instinct, not on quantitative data.
Drawing on research of more than 3,000 executives, Goleman explores which precise leadership
behaviours yield positive results. He outlines six distinct leadership styles, each one springing from
different components of emotional intelligence.
Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in
turn, on its financial performance. The styles, by name and brief description alone, will resonate
with anyone who leads, is led, or, as is the case with most of us,
does both. Commanding leaders demand immediate
compliance. Visionary leaders mobilise people toward a vision.
Participative leaders create emotional bonds and harmony.
Democratic leaders build consensus through participation.
Pacesetting leaders expect excellence and self-direction. And
coaching leaders develop people for the future.
Organisations need leaders to visualise the future, motivate and
inspire employees, and adapt to changing needs. DBM research
indicates that, with the right leadership development support
including executive coaching, those with leadership potential can
be developed into outstanding leaders. Emotional Intelligence
competencies are perhaps the most challenging for leaders to
develop effectively and yet it is the one that often has the most
impact. As leaders rise through the ranks of an organisation, their
profile becomes more visible to employees and their increased
power can have subtle and direct ramifications.
As a result of attending this workshop, each participant will be able:
• Understand the Goleman and BarOn Emotional Intelligence (EI) Competency Frameworks
• Make the Link between Emotional Intelligence and Leadership Effectiveness
• Utilise EI Techniques for Increasing their Level of Self-Awareness
• Understand how Emotions can Influence Thoughts, Behaviour, Goals, Decision–Making, and
• Develop a Personal Leadership Development Plan
This workshop will include theory, hand-outs of practical example deliverables for reference and to
assist in learning, exercises, and reviews at the end of each stage including a question/answer
session that would reinforce key concepts and learning.
Participants are grouped into teams that will work through the workshop together as in “real-world”
operational and project environment. During the workshop, each team explores leadership
concepts through practical exercises, enabling participants to practice making “real life” decisions
and to earn from these decisions without the anxiety of putting “real company money” on the line or
putting themselves at risk.
The workshop is intended for supervisors and managers who want to further develop their
leadership skills, enhancing their ability to effectively build and manage teams.
Section 1 – Introduction & Objectives
• Review Workshop Objectives & S.C.O.P.E Approach
• Top 10 Lessons Learnt on Executive Derailment
Section 2 – Demystifying Emotional Intelligence (EI) & Emotional Quotient (EQ)
• Leadership of the ‘Heart’ and ‘Mind’
• The Emotional Intelligence (E.I) Competencies
• Individual Exercise: ‘Amygdala Hijack’
Section 3 – Developing Your Emotional Intelligence
• Individual Assessment: ‘How Emotionally Intelligent Are You?’
• Individual Exercise: EQ Quiz
• Review of HBR Article, ‘Leadership That Gets Results’ by Daniel Goleman
• The Six Leadership Styles and E.I Competencies
• Group Exercise: Case Study on ‘USS Florida’
Section 4 – Leadership Styles and Organisational Climate
• Dimensions of Organisational Climate - Creating an Environment That Fosters Motivation
• The Three Social Motives
• Relationship between Motives, Managerial Styles and Organisational Climate
• Individual Exercise: ‘What Is Your Motivation?’
Section 5 – Video Case Study
• This filmed case study, ‘Twelve O' Clock High’ provides participants with real-life scenarios
where a leader adapts his leadership style as the situation calls to suit the needs of his team
• This case study crystallises the concepts and ideas that were developed during the workshop
Section 6 – Summary and Personal Action Plan
• Review of the Key Concepts and Models
• Individual Exercise: Top Three Priorities for Implementation within the next 90 days
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