Self-Awareness in Leadership & Emotional Intelligence

Management Leadership Skills: Developing and Managing Self-Awareness

• Multiple Intelligences Theory includes music, body, people, word, logic, nature, self, and picture aptitudes.
• Daniel Goleman's Emotional and Social Intelligence encompasses self-awareness, self-management, social awareness, and relationship management.
• Self-awareness involves understanding oneself better and protecting self-esteem and self-respect by avoiding negative information and feelings.

Navigating Sensitivity and Rigidity

• Sensitive Line: Represents boundaries related to self-concept.
• Threat Rigidity Response: Characterized by physical rigidity and emotional inflexibility when encountering information that threatens one's self-concept.
• Individuals tend to protect the comfortable and familiar and rely on learned behavior patterns.
• The Threat-Rigidity response may weaken when information is consistent, solicited, or when self-disclosing to trusted individuals.
• Reactions to discrepancies can be defensive or calm, and the discrepancies can be major or minor
• Johari Window of Self-Awareness:
  • Arena: Known to self and others (Known/Open Self).
  • Facade: Known to self but not to others (Hidden Self), solved through self-disclosure.
  • Blind Spot: Known to others but not to self (Blind Self), solved by soliciting feedback.
  • Unknown: Unknown to self and others (Unknown Self), solved through self-discovery.
• Self-Awareness & Perceived Locus of Control:
  • External: Perceiving a lack of control over outcomes.
  • Internal: Perceiving control over outcomes. Most successful people have a higher internal locus of control.

Personal Values and Ethics

• Personal values are stable, enduring characteristics that form the foundation for attitudes and preferences and help to define morality and ethics.
• Values drive important life decisions, but the trouble with values is that they are often taken for granted, and people may be unaware of them.
• Effective managers and leaders capitalize on their values and ethical standards.
• Cultural group value dimensions include individualism, collectivism, affective orientation, and neutral orientation. Caution against stereotyping.
• Managers must manage across national boundaries.
• Individual ethics are defined as personal beliefs, standards, moral values, and principles that guide behavior based on perceptions of right and wrong.
• Ethical behavior is influenced by peer groups, media, cultural norms, experiences, family, faith, and personal beliefs, life goals, and priorities.
• Ethical decision tests include:
  • Front Page Test: Considers comfort if actions were publicly reported.
  • Equal Treatment Test: Assesses fairness to all parties.
  • Personal Gain Test: Examines self-interest vs. altruism.
  • Congruence Test: Checks alignment with core values.
  • Procedural Justice Test: Emphasizes fairness in decision-making processes.
  • Cost-Benefit Test: Weighs benefits against costs.
  • Good Night's Sleep Test: Evaluates conscience and peace of mind.
  • Virtuousness Test: Reflects virtues like honesty and kindness.
  • Golden Rule Test: Promotes treating others as one would like to be treated.

Personality and Stress Management

• Personality refers to individual differences in patterns of thinking, feeling, and behaving.
• Individual differences are personal attributes that vary from person to person; understanding personalities can lead to informed decisions.
• Myers-Briggs Type Indicator (MBTI) indicates different percentages of personality types.
  • (E)xtroverts vs (I)ntroverts: Source of energy.
  • (S)ensors vs i(N)tuitives: How information is processed.
  • (T)hinkers vs (F)eelers: How decisions are made and how things are communicated.
  • (J)udgers vs (P)erceivers: Overall approach to the outside world.
• Big 5 Personality Traits (OCEAN).
  • Openness to Experience: Creativity, curiosity, and willingness to explore.
  • Conscientiousness: Organization, dependability, and attention to detail.
  • Extraversion: Sociability and outgoingness.
  • Agreeableness: Tendency to be compassionate and cooperative.
  • Neuroticism: Emotional stability and the tendency to experience negative emotions.
• DISC Personality Framework (William Moulton Marston).
  • (D)ominance: Determined, in-control, strong-willed.
  • (I)nfluence: Outgoing, optimistic, high-spirited.
  • (S)teadiness: Patient, stable, loyal, accommodating.
  • (C)onscientiousness: Analytical, accurate, systematic.
• Virtues and Character Strengths.
  • Wisdom: Thinking and acting with knowledge, experience, and insight.
  • Courage: Strength to face fear and challenges.
  • Humanity: Fostering connections with kindness and empathy.
  • Justice: Fairness and leadership in community life.
  • Temperance: Self-regulation and moderation.
  • Transcendence: Connecting to something greater and fostering a sense of purpose.
• Positive stress (eustress): Results from challenging but attainable tasks.
• Negative stress (distress): Results from being overwhelmed.
• Consequences of Negative Stress: Quiet quitting, job dissatisfaction, absenteeism, turnover, reduced productivity and quality, and physical health issues.
• Common types of stressors:
  • Anticipatory: Fear of unknown events.
  • Encounter: Interpersonal conflicts and lack of trust.
  • Situational: Unfavorable working conditions.
  • Time: Pressure from deadlines.
• Covey's Time Management Matrix: Prioritizes tasks based on urgency and importance.
• Techniques for Time Management:
  • Individuals: Focus on the most critical tasks, prioritize, and avoid procrastination.
  • Managers: Start meetings on time and delegate.
• Stress Management Strategies:
  • Reactive: Temporary coping mechanisms.
  • Enactive: Eliminating stressors.
  • Proactive: Building resiliency.
• Resiliency: Characteristics include being strong, flexible, imaginative, and optimistic, common techniques include:
  • Supportive communities
  • Making contributions
  • Have a sense of purpose
  • Maintain a balanced healthy life
  • Express gratitude
• Carol Ryff Six-Factor Model of Well-being:
  • Self-acceptance
  • Positive relationships
  • Autonomy
  • Environmental mastery
  • Personal growth
  • Purpose in life

Problem Solving and Communication

• Common Approaches to Problem Solving:
  • Algorithm: Systematic approach.
  • Heuristic: Mental shortcuts.
  • Trial and Error: Multiple attempts.
  • Fishbone/Cause-Effect Analysis: Visualization tool.
• Conceptual Blocks to Creative Thinking: Avoid the "4 Cs".
  • Constancy: Being stuck on one way of thinking, remedied with lateral thinking.
  • Commitment: Unwillingness to change perspectives.
  • Compression: Looking too narrowly at a problem.
  • Complacency: Occurs from fear or ignorance.
• Solicit Diverse Input through Fostering:
  • Team brainstorming, one-on-one meetings, personal observations, and other indirect and non-stakeholders.
• Encourage Employee Buy-In, and Articulate thoughts in writing.
• Positive relationships create positive energy while negative energy depletes well-being.
• Enhanced performance by employees comes from supportive communication fostering trust, while well-being & focus results when emotional and physical well-being is boosted.
• Communication cycle:
  • Information interpreted through receiver's mindset, communication barriers may cause breakdown.
  • Effective communication by using verbal & non-verbal communication.

Communication Models and Skills

• Mehrabian's Communication Model: Verbal (7%), voice tone (38%), body language (55%). With a successful encoding when all three elements have Congruence (alignment).
• VARK Model: Considers visual, auditory, reading/writing, and kinesthetic modes.
• WP5D of Verbal Communication: Words, Projection, Pitch, Pace, Pauses, Pronunciation, and avoiding distractors.
• Assess non-verbal communication by culture, appearance, posture, body movement, eye contact, and gestures.
• Common Types of Manager-Subordinate Conversations: Coaching, Mentoring, and Planning.
• Common responses from employees range from Aggressive to Assertive to Avoiding to Appeasing with effective measures that need to be applied.
• Common barriers to effective communication: Language, Information, Channel, Cultural, Contextual, Expectation, Trust, and Body Language.
• Assessment with decoding body language: culture, Context, Gesture, Clusters, Common behavioral, Verbal congruence, Frequency.
• Attributes of Supportive Communication:
  • Congruent, Descriptive, Problem-Oriented, Validating, Specific, Conjunctive, Owned, and Active Listening.
• 4 Active Listening Tips: Probing, Reflecting, Deflecting, Advising.

Leadership Power & Approaches

• Leadership vs power: Leadership involves motivating others to achieve goals, power is the capacity to influence behavior.
• Common leadership approaches:
  • Autocratic: Orders issued, effective in critical situations.
  • Democratic: Involves input from others, suitable when time allows.
  • Free-rein: Subordinates have discretion, suitable for hands-off management.
  • Situational: Adapts to different situations and people.
• Common Sources of Power:
  • Expert: Knowledge.
  • Legitimate: Position.
  • Effort: Commitment.
  • Attraction: Desirable characteristics.
  • Reward: Benefits.
  • Coercive: Using threats.
  • Informational: Access to vital data.
  • Connection: Networking.

Persuasion & Motivation

• People follow others via 5 steps: Position, Permission, Production, People Development, and Pinnacle.
• Aristotle's 3 Persuasive Appeals: Ethos, Pathos, Logos.
• Robert Cialdini's Six Principles of Persuasion (RASCLS):
  • Reciprocity, Authority, Scarcity, Commitment/Consistency, Linking, Social proof.
• The MICE model includes:
  • Money: easy financial incentives
  • Ideology: People are influenced beliefs & values
  • Coercion: Pressure or consequences
  • Ego: Appeal to an individual's self-esteem
• Human performance is a task by agreed-upon standards, measured upon expectations, ability and motivation.
• Ability includes: Aptitude, Aquire Knowledge, Aquire Skills, Training, & Organizational Support.
• Sources of Motivation
  • Intrinsic: Self-determination Theory by one's own self interest to receive self-administered rewards
  • Classical: Employees are motivated solely by money
  • Early Behavioural: Hawthorne Effect when employees feel valued by leaders.

Motivation models and Managing Conflict

• McGregor's Theory outlines Theory X with emphasises on control, and Theory Y with emphasizes on trust and empowerment.
• Herzberg's Two-Factor Theory outlines hygiene factors (that are acceptable for the avoidance of dissatisfaction) and offer motivating factors.
• Equity Theory: evaluation by the organization relative to the treatment of others.
• Reinforcement Theory (Operant Conditioning) by BF Skinner: change behaviors based on the potential consequences.
• Diagnosing "Conflict" through two "Lenses".
  • People-Focused Disputes are emotions & feelings, while Issue-focused disputes are centered on facts & informational values.
• The 5 Common Negotiation Styles include Cooperativeness and Asseretiveness.
  • Forcing: attempt to achieve quick desired results in critical situations
  • Accommodating: preserve a relationship at the expense of genuine appraisal/solving an issue,
  • Avoiding: neglect the interests. of both parties and causes long frustrations.
  • Compromising: find a middle ground between parties to reach some satisfaction
  • Collaborating: jointly address and satisfy the concerns and needs of all parties.

Empowerment, Delegation, and Team Work

• Empowerment is sharing power with employees for decision-making; delegation is transferring authority.
• Managing a VUCA world (Volatility, Uncertainty, Complexity, Ambiguity) by:
  • Empowerment: sharing power, information
  • Delegation: transferring authority to make employees in charge.
• Principles of Delegation should:
  • Begin with the end in mind and highlight the link between successful task completion and rewards or recognition
  • Focus on accountability for results but avoid micromanaging methods and emphasize outcomes
• Barriers to Empowerment and Delegation can come from:
  • Employee reluctance: fear of mistakes, loss of control
• Characteristics of Teams outline:
  • Interdependence in tasks
  • Interaction of influencing behavior
  • Shared sense of purpose and unity
• Tuckman's Stages of Team Development outline:
  • Forming
  • Storming
  • Norming.
  • Performing.
• Productive Team Roles: Supporting, Harmonizing, Relieving tension, Confronting, Energizing, Developing,Building Consensus, and Empatizing.
• Blocking Team Roles cause (Counterproductive) behavior: Dominating,Overanalyzing, Stalling, Passive/free-Riding, Overgeneralizing/overreacting, Fault-Finding/Pessimism,Premature Decision-Making, Presenting Opinions as Facts,Personalizing Rejections, Deflecting.
• Managerial Focus for Teams:
  • Balance achievement with team
  • Address counterproductive behaviors constructively
  • Maintain support as the team needs evolve.