II. Mental Models
A mental model can be thought of as an internal picture that affects a leader’s thoughts, actions, and relationships with others. Mental models are theories people hold about specific systems in the world and their expected behavior.
Exhibit 5.1: Elements of a System
An accurate mental model helps a leader understand how to arrange the key elements in these systems to get the desired outcome.
New Leader Action Memo: As a leader, you can become aware of your mental models and how they affect your thinking and behavior. You can learn to regard your assumptions as temporary ideas and strive to expand your mind-set.
Leaders have many mental models that tend to govern how they interpret experiences and how they act in response to people and situations.
Exhibit 5.2: Google Leaders’ Mental Model
Leaders at Google, as well as other organizations, create mental models aligned with organizational needs, goals, and values. A leader’s assumptions shape his or her mental model, but, leaders can examine their assumptions and shift or expand mental models when needed to keep their organizations healthy.
A. Assumptions
Leaders may have two very different sets of attitudes and assumptions about subordinates, called Theory X and Theory Y and these assumptions affect leader behavior. A leader who assumes that people can’t be trusted will act very differently in a situation than a leader who has the assumption that people are basically trustworthy. Leaders have assumptions about events, situations, and circumstances. Assumptions can be dangerous because people tend to accept assumptions as “truth.”
The leader can question whether long-held assumptions fit the reality of the situation. Questioning assumptions can help leaders understand and shift their mental models.
B. Changing or Expanding Mental Models
In a world of rapid and discontinuous change, the greatest factor determining the success of leaders and organizations may be the ability to change or expand one’s mental models.
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5
Organizations are vulnerable when leaders stick with obsolete mental models in the face of new realities
Many leaders become prisoners of their own assumptions and mindsets because these led to success in the past. They find themselves simply going along with the traditional way of doing things.
One specific challenge for the mental models of leaders is to navigate through ambiguities and complexities on a global scale that far exceed anything they encounter within their traditional management responsibilities. A global mindset can be defined as the ability of managers to appreciate and influence individuals, groups, organizations, and systems that represent different social, cultural, political, institutional, intellectual, or psychological characteristics.
Despite the mental discomfort and sense of disorientation it might cause, leaders must allow their mental models to be challenged and even demolished. Becoming aware of assumptions and understanding how they influence emotions and actions is the first step toward being able to shift mental models and see the world in a new way.
In the Lead: Hollywood Studios
Hollywood films have long been quintessentially American products, and years ago audiences in Japan or Brazil or South Korea would faithfully go watch movies that were written for and marketed primarily to American audiences. Times have changed. Local films in other countries are giving Hollywood a run for its money. At the same time, audiences are declining in the United States but growing overseas. Hollywood executives are adopting a new mental model that makes movies specifically for certain foreign markets or reframes American films to suit foreign tastes. New techniques represent a whole new mental model for making movies. Rather than trying to lure audiences to their films, studio leaders are targeting their films to the audiences.
Discussion Question #3: Why is it so hard for people to change their assumptions? What are some specific reasons leaders need to be aware of these mental models?
Notes
Leadership Challenge #2: Engage in independent thinking by staying mentally alert, thinking critically, and being mindful rather than mindless.
III. Developing a Leader’s Mind
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6
The leader’s mind can be developed in four areas independent thinking, open-mindedness, systems thinking, and personal mastery Taken together, these four disciplines provide a foundation that can help leaders examine their mental models and overcome blind spots that may limit their leadership effectiveness and the success of their organization.
A. Independent Thinking
Independent thinking means questioning assumptions and interpreting data and events according to one’s own beliefs, ideas, and thinking, not according to pre-established rules, routines, or categories defined by others. People who think independently are willing to stand apart, to have opinions, to say what they think, and to determine a course of action based on what they personally believe rather than on what other people think or say.
Independent thinking is one part of what is called leader mindfulness. Mindfulness can be defined as a state of paying attention to new information and a readiness to create new mental categories in the face of evolving information and shifting circumstances. Mindfulness is the opposite of mindlessness, which means blindly accepting rules and labels created by others. Mindless people let others do the thinking for them, but mindful leaders are always open to new ideas and approaches.
When leaders think critically, they:
• Question all assumptions
• Vigorously seek divergent opinions
• Try to give balanced consideration to all alternatives
New Leader Action Memo: Evaluate your skill in three dimensions of mindfulness, including intellectual stimulation, by completing the exercise in Leader’s Self-Insight 5.1.
Good leaders also encourage followers to be mindful rather than mindless. Bernard Bass, who has studied charismatic and transformational leadership, talks about the value of intellectual stimulation arousing followers’ thoughts and imaginations as well as stimulating their ability to identify and solve problems creatively
Leadership Challenge #3: Break out of categorized thinking patterns and open your mind to new ideas and multiple perspectives
B. Open Mindedness
The power of conditioning that limits our thinking and behavior is illustrated by what has been called the Pike Syndrome.
• In an experiment, a northern pike is placed in one half of a large glass-divided aquarium,
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 7
with numerous minnows placed in the other half
• The hungry pike makes repeated attempts to get the minnows but succeeds only in battering itself against the glass, finally learning that trying to reach the minnows is futile.
• The glass divider is then removed, but the pike makes no attempt to attack the minnows because it has been conditioned to believe that reaching them is impossible.
When people assume they have complete knowledge of a situation because of past experiences, they exhibit the Pike Syndrome, a trained incapacity that comes from rigid commitment to what was true in the past and an inability to consider alternatives and different perspectives.
Leaders have to forget many of their conditioned ideas to be open to new ones. This openness putting aside preconceptions and suspending beliefs and opinions can be referred to as “beginner’s mind.”
New Leader Action Memo: As a leader, you can train yourself to think independently. You can be curious, keep an open mind, and look at a problem or situation from multiple perspectives before reaching your conclusions.
In contrast to the expert mind, the beginner’s mind reflects the openness and innocence of a young child just learning about the world. Effective leaders strive to keep open minds and cultivate an organizational environment that encourages curiosity and learning.
Discussion Question #4: Discuss the similarities and differences between mental models and open- mindedness.
Notes
Leadership Challenge #4: Begin to apply systems thinking, and personal mastery to your activities at school or work.
C. Systems Thinking
Systems thinking is the ability to see the synergy of the whole rather than just the separate elements of a system and to learn to reinforce or change whole system patterns. Many people havebeentrainedtosolveproblemsbybreaking acomplexsystemintodiscretepartsandworking to make each part perform as well as possible. However, the success of each piece does not add up to the success of the whole.
It is the relationship among parts that a whole system that matters. Systems thinking enables
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8
leaders to look for patterns of movement over time and focus on the qualities of rhythm, flow, direction, shape, and networks of relationships that accomplish the performance of the whole
When leaders see the structures that underlie complex situations, they can facilitate improvement. But it requires a focus on the big picture.
Peter Senge, author of The Fifth Discipline, argues that reality is made up of circles not straight lines.
Exhibit 5.3: Systems Thinking and Circles of Causality
New Leader Action Memo: As a leader, you can cultivate an ability to analyze and understand the relationships among parts of a team, organization, or other system to avoid making changes that have unintended negative consequences.
Discussion question #10: Think about the class for which you are reading this text as a system. How might making changes without whole-systems thinking cause problems for students?
Notes
D. Personal Mastery
Another concept introduced by Senge is personal mastery Personal Mastery means mastering yourself in a way that facilitates your leadership and achieves desired results Mastering oneself embodies three qualities:
• Clarity of mind means a commitment to the truth of current reality.
• Clarity of objectives helps leaders focus on the end result, the vision or dream that motivates them and their team or organization.
• Organizing to achieve objectives is a way to bridge the disparity between current reality and the vision of a better future.
All elements of mind are interrelated. Independent thinking and open-mindedness improve systems thinking and enable personal mastery, helping leaders shift and expand their mental models.
Discussion Question #5: What is the concept of personal mastery? How important is it to a leader?
Notes
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9
Leadership Challenge #5: Exercise emotional intelligence, including being self-aware, managing your emotions, motivating yourself, displaying empathy, and managing relationships.
IV. Emotional Intelligence
Psychologists and other researchers, as well as people in all walks of life, have long recognized the importance of cognitive intelligence, or IQ, in determining a person’s success and effectiveness. Increasingly, leaders and researchers are recognizing the critical importance of emotional intelligence, or EQ, as well.
Emotional intelligence refers to a person’s abilities to perceive, identify, understand, and successfully manage emotions in self and others. Being emotionally intelligent means being able to effectively manage ourselves and our relationships. Leaders who score high in EQ are typically more effective and rated as more effective by peers and subordinates.
A. What Are Emotions?
An important ability for leaders is to understand the range of emotions people have and how these emotions manifest themselves.
Exhibit 5.4: Positive and Negative Emotions
The primary emotions and some of their variations are as follows:
• Anger fury, outrage, frustration, exasperation, indignation, etc.
• Sadness grief, sorrow, gloom, melancholy, self-pity, etc.
• Relief release, reassurance, ease, contentment, etc.
• Fear anxiety, apprehension, nervousness, concern, consternation, etc.
• Enjoyment happiness, joy, delight, amusement, sensual pleasure, etc.
• Love affection, acceptance, respect, friendliness, trust, etc.
• Surprise shock, astonishment, amazement, wonder, etc.
• Envy jealousy, resentment, suspicion, spite, etc.
• Disgust contempt, disdain, scorn, abhorrence, aversion, etc.
• Pride satisfaction, dignity, self-esteem, fulfillment, etc.
• Guilt shame, embarrassment, chagrin, remorse, humiliation, etc.
A key component of leadership is being emotionally connected to others and understanding how emotions affect working relationships and performance.
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10
B. Why Are Emotions Important?
Exhibit 5.5: Emotional Intelligence and Earning Power
Leaders who harness and direct the power of emotions to improve followers’ satisfaction, morale, and motivation get better results and enhance overall organizational effectiveness.
Emotions Are Contagious
The emotional state of the leader influences the entire team, department, or organization. The emotional contagion means that leaders who are able to maintain balance and keep themselves motivated can serve as positive role models to help motivate and inspire those around them.
Leaders recognize the importance not only of keeping their own emotions in balance but also helping others manage negative emotions so they don’t infect the entire team or organization. Leaders “tune in” to the emotional state of others, bring unhealthy or negative emotions to the surface, and encourage people to explore and use positive emotion in their everyday work.
Emotions Influence Performance
Much evidence points to a connection between people’s moods and various aspects of their performance, such as teamwork, creativity, decision making, and task performance. Negative moods drain energy and prevent people from doing their best.
An entire organization in a bad mood can’t succeed because people have no energy and feel anxious, disillusioned, or hopeless. In this kind of toxic work environment, most of an individual’s effort is used for emotional survival.
A Gallup Management Journal survey emphasizes that leaders, especially frontline supervisors, have a lot to do with whether employees have positive or negative feelings about their work lives. Research into the factors affecting mood in the workplace makes it clear that almost everything that influences people’s moods in the workplace is under the control of leaders
Exhibit 5.6: Positive Leadership and Performance
Discussion Question #1: How do you feel about developing the emotional qualities of yourself and other people in the organization as a way to be an effective leader? Discuss.
Notes
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11
C. The Components of Emotional Intelligence
Exhibit 5.7: The Components of Emotional Intelligence
The competencies and abilities of emotional intelligence are grouped into four fundamental categories self-awareness, self-management, social awareness, and relationship management.
Self-Awareness
Self-awareness includes the ability to recognize and understand our own emotions and how they affect our life and work. People who are in touch with their emotions are better able to guide their own lives. Leaders with a high level of self-awareness learn to trust their “gut feelings” and realize that these feelings can provide useful information about difficult decisions. This component also includes the ability to accurately assess our own strengths and limitations along with a healthy sense of self-confidence.
Self-Management
Self-management includes the ability to control disruptive, unproductive, or harmful emotions and desires. Some leaders look to expert customer service representatives (CSRs) as role models.
New Leader Action Memo: As a leader, you can recognize and manage your own emotions so that negative feelings don’t cloud your mind, distort your judgment, or cripple your ability to lead
Other characteristics in this category include trustworthiness, which means consistently displaying honesty and integrity; conscientiousness, which means managing and honoring your responsibilities and adaptability, which refers to the ability to adjust to changing situations and overcome obstacles. Leaders skilled at self-management remain hopeful and optimistic despite obstacles, setbacks, or even outright failures.
Social Awareness
The component of social awareness relates to one’s ability to understand others. Socially aware leaders practice empathy, which means being able to put yourself in other people’s shoes, sense their emotions, and understand their perspective. Socially aware leaders are also capable of understanding divergent points of view and interacting effectively with many different types of people and emotions. The related characteristic of organizational awareness refers to the ability to navigate the currents of organizational life, build networks,
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 12
and effectively use political behavior to accomplish positive results. This component also includes a service orientation, which refers to the ability to recognize and serve the needs of employees, customers, or clients.
Relationship Management
Relationship management refers to the ability to connect with others and build positive relationships. Leaders with high emotional intelligence are aware of the impact their behaviors have on others, and they treat people with compassion, sensitivity and kindness. Leaders use their understanding of emotions to inspire change and lead people toward something better, to build teamwork and collaboration, and to resolve conflicts that inevitably arise.
New Leader Action Memo: As a leader, you can empathize with others, treat people with compassion and sensitivity, build teamwork, and learn to listen, interpret emotions, and resolve interpersonal conflicts.
Taken together, the four components shown in Exhibit 5.7 build a strong base of emotional intelligence that leaders can use to more effectively guide teams and organizations
In the Lead: John Harbaugh, Baltimore Ravens, and Jim Harbaugh, San Francisco 49ers
Coaches Tony Dungy, Joe Torre, and John and Jim Harbaughs have been noted for a new approach to sports team leadership using emotional intelligence to bring out the best in players.
The Harbaughs, who gained the world’s attention when their teams competed against each other in the NFL Super Bowl in 2013, both created cultures that inspired players to connect with one another and accomplish amazing results. Everything about leading a football team, they believe, comes down to relationships. Jim Harbaugh makes a point of talking with his players and coaches about their families and lives off the field. John Harbaugh grounds his leadership in solid values and principles, but allows players to make many decisions. Both coaches emphasize listening as a key to success.
In an environment where relationships with employees and customers are becoming more important than technology and material resources, interest in developing leaders’ emotional intelligence continues to grow. Moreover, there is growing evidence that emotional intelligence has a positive influence on many aspects of leader performance.
New Leader Action Memo: Evaluate your level of emotional intelligence by completing the questionnaire in Leader’s Self-Insight 5.2
Discussion Question #6: Which of the four elements of emotional intelligence do you consider
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13
Notes
A high level of self-awareness and an ability to manage one’s own emotions enable a leader to display self-confidence, earn respect and trust, and consider the need of others. Emotionally competent leaders are:
• More resilient
• More adaptable to ever-changing circumstances
• More willing to step outside their comfort zone
• More open to the opinions and ideas of others
New Leader Action Memo: As a leader, you can develop emotional intelligence and act as a positive role model by being optimistic and enthusiastic
Leadership Challenge #6: Apply the difference between motivating others based on fear and motivating others based on love.
V. Leading with Love versus Leading with Fear
An unspoken notion among many senior-level executives is that fear is a good thing and benefits the organization. When organizational success depended primarily on people mindlessly following orders, leading with fear often met the organization’s needs. Today, success in most organizations depends on the knowledge, mindpower, commitment, creativity, and enthusiasm of everyone in the organization. A fear-based organization loses its best people, and the knowledge they take with them, to other firms. In addition, even if people stay with the organization, they typically don’t perform up to their real capabilities.
New Leader Action Memo: To learn about your own motivations concerning love versus fear, complete the exercise in Leader’s Self-Insight 5.3
Showing respect and trust also allows people to feel emotionally connected with their work so that their lives are richer and more balanced. Leaders can rely on negative emotions such as fear to fuel productive work, but by doing so they may slowly destroy people’s spirits, which ultimately is bad for employees and the organization.
A. Fear in Organizations
The workplace can hold many kinds of fear, including fear of failure, fear of change, fear of
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14
leader? Why?
most essential to an effective
personal loss, fear of being judged, and fear of the boss. All of these fears can prevent people from doing their best, from taking risks, and from challenging and changing the status quo
In the Lead: Akshay Kothari and Ankit Gupta, Pulse News
Akshay Kothari and Ankit Gupta were graduate students at Stanford University’s acclaimed d.school (formally known as the Hasso Plattner Institute of Design) when they took a class designed to get people out of their comfort zone so they could confront and overcome the fears that stand in the way of creativity and goal achievement.
Both were self-described “geeks.” Although they were technically brilliant, shyness often prevented them from pursuing goals that involved too much interaction with people. To fight the fear, they decided to work on their class project a news reader for the then newly released iPad at a café off campus. Approaching strangers and asking for feedback on their ideas and prototype was definitely a stretch for the two, and the negative feedback often hurt. The result of their project, Pulse News, was praised by Steve Jobs at a worldwide developer’s conference, won the prestigious Apple Design award, and has been downloaded by more than 20 million people.
New Leader Action Memo: As a leader, you can choose to lead with love, not with fear. You can show respect and trust toward followers and help people learn, grow, and contribute their best to achieve the organization’s vision.
Aspects of Fear
Fear in the workplace weakens trust and communication Employees feel threatened by repercussions if they speak up about work-related concerns. A survey of employees in 22 organizations found that 27 percent employees feared losing their credibility or reputation if they spoke up. Other fears reported were lack of career advancement, possible damage to the relationship with their supervisor, demotion or losing their job, and being embarrassment or humiliated in front of others. Employees are afraid to talk about a wide range of issues, but by far the largest category of “undiscussables” is the behavior of executives, particularly their interpersonal and relationship skills. When leaders inspire fear they destroy the opportunity for feedback, blinding them to reality and denying them the chance to correct damaging decisions and behaviors.
Relationship with Leaders
Exhibit 5.8: Indicators of Love versus Fear in Organizations
Love v
Organizations driven by love are marked by openness and authenticity, a respect for diverse viewpoints, and emphasis on positive interpersonal relationships. Organizations driven by fear, on the other hand, are characterized by cautiousness and secrecy, blaming others,
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 15
excessive control, and emotional distance among people.
B. Bringing Love to Work
Leaders can learn to bind people together for a shared purpose through positive forces such as caring and compassion, listening, and connecting to others on a personal level. The emotion that attracts people to take risks, learn, grow, and move the organization forward comes from love, not fear.
Consider This: The Greatest is Love
Army Staff Sgt. Ian Newland saw the enemy grenade land in his Humvee. In the next instant, his friend Ross McGinnis threw himself onto that grenade. “I try not to live my life in vain for what he’s done,” said Newland. When asked why McGinnis did it, Newland simply said, “He loved us.”
During the Iraq war, at least five U.S. soldiers died because they used their own bodies to shield their comrades from grenades. “What a decision that is,” said Temple University psychologist Frank Farley. “I can’t think of anything more profound in human nature.” A Navy lieutenant said of a comrade who sacrificed his life by blocking a grenade thrown onto a rooftop near his team, “You think about him every day. And everything pretty much revolves around what he did.”
In all groups and organizations feelings of compassion, respect, and loyalty are translated into action, such as acts of friendliness, teamwork, cooperation, listening, understanding, and serving others above oneself. Sometimes leaders act from their own fear, which creates fear in others. A leader’s fear can manifest itself in arrogance, selfishness, deception, unfairness, and disrespect for others.
Exhibit 5.9: The Practical Aspects and Outcomes of Caring About Others
Discussion Question #7: Consider fear and love as potential motivators. Which is the best source of motivation for college students? For members of a new product development team? For top executives at a media conglomerate? Why?
Notes
C. Why Followers Respond to Love
Leaders who lead with love have extraordinary influence because they meet five unspoken employee needs:
• Hear and understand me.
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 16
• Even if you disagree with me, please do not make me wrong.
• Acknowledge the greatness within me.
• Remember to look for my loving intentions.
• Tell me the truth with compassion.
When leaders address these subtle emotional needs directly, people typically respond by loving their work and becoming emotionally engaged in solving problems and serving customers. From the followers’ point of view, love versus fear has different motivational potential.
• Fear-based motivation I need a job to pay for my basic needs. You give me a job, and I will give you enough to keep my job.
• Love-based motivation If the job and leader make me feel valued as a person and provide a sense of meaning and contribution to the community at large, then I will give you all I have to offer.
Discussion Question #8: Have you ever experienced love and/or fear from leaders at work? How did you respond? Is it possible that leaders might carry love too far and create negative rather than positive results? Discuss.
Notes
Discussion Questions
1. How do you feel about developing the emotional qualities of yourself and other people in the organization as a way to be an effective leader? Discuss
Emotional understanding and skills affect our success and happiness in our work as well as in our personal lives. Leaders can harness, and direct the power of emotions to improve employee satisfaction, morale, and motivation, as well as to enhance organizational effectiveness.
Leaders who are attuned to their own feelings and the feelings of others can use their understanding to enhance the organization’s effectiveness. Developing self-awareness, managing emotions, motivating oneself, empathy, and social skills are emotional qualities that help a person at work and in personal relationships.
2. What does it mean to be a whole leader as described in the chapter? Can you give an example from your experience? Discuss.
To succeed in today’s environment requires whole leaders who use both their head and their heart. Leaders have to use their head to tend to organizational issues such as goals and
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 17
strategies, production schedules, structure, finances, operational issues, and so forth. They also have to use their heart to tend to human issues, such as understanding, supporting, and developing others. Students’ answer will vary for the latter part of the question.
3. Why is it so hard for people to change their assumptions? What are some specific reasons leaders need to be aware of their mental models?
It is hard for people to change their assumptions because they have assumptions about events, situations, circumstances, and people, and they tend to accept them as “truth.” A leader’s assumptions are part of a mental model. Mental models govern how leaders interpret their experiences and the actions they take in response to people and situations. For example, many organizations whose leaders in the automotive industry operated on the traditional assumption that people wanted to drive a car before buying it. This false assumption has hurt car dealers as Internet-based competitors gain market share. Leaders can learn to regard their assumptions as temporary ideas rather than fixed truths. The leader can question whether long-held assumptions fit the reality of the situation.
4. Discuss the similarities and differences between mental models and open-mindedness.
Open-mindedness means breaking out of the categorized thinking patterns people have been conditioned to accept as correct. Mind potential is released when opened up to new ideas and multiple perspectives. By contrast, mental models are deep-seated assumptions, beliefs, blind spots, biases, and prejudices that determine how leaders make sense of the world. Mental models govern the actions leaders take in response to situation.
5. What is the concept of personal mastery? How important is it to a leader?
Personal mastery refers to three qualities clarity of mind, clarity of objectives, and organizing to achieve objectives. Leaders know and clarify what is important to them and focus on the end result. Leaders are committed to the truth and are relentless in uncovering mental models that limit and deceive. Leaders resolve the gap between the current situation and the vision by reorganizing current activities to work towards the vision.
6. Which of the four elements of emotional intelligence do you consider most essential to an effective leader? Why?
Students’ answers will vary. Managing emotions is essential to effective leadership. A leader who makes decisions based on anger, for example, can be dangerous to the firm. Leaders, who can manage their emotions can perform better because they are able to think clearly. Managing emotions does not mean suppressing them or denying them but understanding them and using that understanding to deal with situations productively.
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 18
Leaders can recognize a mood or feeling, think about its effect, and choose how to act.
7. Consider fear and love as potential motivators. Which is the best source of motivation for college students? For members of a new product development team? For top executives at a media conglomerate? Why?
The best source of motivation for students is interest in the coursework and the desire to earn a good grade which results from working hard and doing well on tests; however, some students work hard out of fear of receiving a low grade. For members of a new product development team, it is the love of science and innovation to put together a new product. It is the love of teamwork and feelings of affiliation for team members and the love of competition with other businesses. It is also the fear of not bringing a product to market in advance of the competition. For top executives at a media conglomerate, the fear of the competition is a motivator and love as action. Feelings of teamwork, cooperation, unity, and sharing drive executives. These sentiments emerge as actions.
8. Have you ever experienced love and/or fear from leaders at work? How did you respond? Is it possible that leaders might carry love too far and create negative rather than positive results? Discuss.
Students’ answers will vary. When leaders address emotional needs, people respond by loving their work and becoming emotionally engaged in solving problems and serving customers. Enthusiasm for work and the organization increases. People want to believe that their leaders genuinely care about them.
Fear in the workplace is real. Employees feel threatened by repercussions if they speak up about work-related concerns. Employees are afraid to talk about a wide range of issues, but mainly the interpersonal skills of executives.
It is possible to carry love too far and create an atmosphere where rules are lax and some workers take advantage. For example, if a few workers always come late to work, and there are no penalties, other workers will feel resentful. This resentment will negatively affect the organization’s work environment which will in turn affect productivity.
9. Do you think it is appropriate for a leader to spend time developing people’s emotional intelligence? Why or why not?
Yes, research showed that untrained emotionally intelligent teams perform as well on the job as trained teams with low ratings in emotional intelligence. Emotionally intelligent teams can assess the situation. Emotionally intelligent team norms create a group identity, build trust among members, and instill a belief among members that they can be effective and succeed as a team.
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 19
10. Think about the class for which you are reading this text as a system. How might making changes without whole-systems thinking cause problems for students?
If the format of the class were changed from a classroom setting to a distance learning setting, the system would be affected. First of all, the facility would be different. This class would have to be held in a room with special equipment to allow students from other campuses to see the instructor and ask questions. This would mean that the university would have to provide an employee with sufficient skills to run the equipment and be a trouble-shooter. Problems with the equipment would affect a student’s ability to participate in the class. If the class were offered as a webclass, this would also affect the system. The information technology department and the webmaster would be involved setting up an educational server such as Blackboard, and the students would have to learn enough computer skills to log into Blackboard to find out class information and scheduling.
Teaching Tools and Exercises
1. Leader’s Bookshelf: What Got You Here Won’t Get You There by Marshall Goldsmith and Mark Reiter
Success, says executive coach Marshall Goldsmith,makes many people believe they must be doing everything right. Therefore, as leaders move up the hierarchy they often continue to rely on mental models about interpersonal relationships that seemed to work when they were in lower-level positions.Consequently, they may sabotage their effectiveness and career advancement.
Every leader has some habits or negative behaviors that can limit his or her effectiveness. Following are a few of the behavioral flaws Goldsmith and Reiter describe:
• The need to win at all costs and in all situations
• Clinging to the past
• Never being able to say you’re sorry
Goldsmith’s prescription for success can benefit any leader who genuinely wants to improve his or her interpersonal relationships. The first step is togather feedback that helps you identify the specific behaviors you need to change. Next, focus your mind on fixing the problem by apologizing for your behavioral flaws, advertising your efforts to change, listening to ideas from others, showing gratitude for others’ contributions toyour change process, and following up on your progress.When you are mindful of your dependence on others, Goldsmith points out, other people typically not only agree to help you be a better person, they also try to become better people themselves.
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 20
2. Small Group Discussion: Think of a group or team to which you currently belong or of which you have been a part of. What type of leadership style did the leaders appear to exhibit? Give some specific examples of the types of leadership behaviors he or she used. Evaluate the leadership style. Was it appropriate for the group? Why or why not? What would you have done differently? Why?
3. Activity: Developing Trust
Trust plays an important role in a leader’s relationship with employees. Given the importance of trust, today’s leaders should actively seek to develop it within their work group. The following activity reinforces the behaviors associated with developing trust.
Keep a one-week log describing ways that your daily decisions and actions encouraged people to trust you and not to trust you. What things did you do that led to trust? What things did you do that may have led to distrust? How could you have changed your behavior so that situations of potential distrust could have been situations of trust? Share your answers with the class.
4. Read and Discuss: Anand Raman, Enterprise 2.0: How a Connected Workforce Innovates, Harvard Business Review (December, 2009)
http://hbr.org/2009/12/enterprise-20-how-a-connected-workforce-innovates/ar/1
5. Leadership at Work: Mentors
Think of a time when someone reached out to you as a mentor or coach. This might have been a time when you were having some difficulty, and the person who reached out would have done so out of concern for you rather than for their own self-interest.
In Class: A discussion of experiences with mentors is excellent for small groups. The instructor can ask each group to identify the common characteristics that their mentors displayed, and each group’s conclusions can be written on the board. From these lists of mentor characteristics, common themes associated with mentors can be defined. The instructor can ask the class the following key questions: What are the key characteristics of mentors? Based on the key mentor characteristics, is effective mentoring based more on a person’s heart or mind? Will you (the student) reach out as a mentor to others in life, and how will you do it? What factors might prevent you from doing so?
Leadership Development: Cases for Analysis
I. The New Boss
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 21
Synopsis
Sam Nolan was Chief Information Officer at Century Medical, a large medical products company. He had joined the company four years ago and Century had made great progress integrating technology into its systems and processes. Nolan had developed trust with people throughout the company and showed them how technology could not only save money, but also support team-based work, encourage information sharing, and give people more control over their own jobs. A new boss, Tom Carr, arrived at Century and considered Nolan’s project, a Web-based job posting program, a waste of time and money. Carr had no understanding of why and how technology was being used. The vibrant and innovative human resources department Nolan’s team had imagined now seemed like nothing more than a pipe dream.
Case questions and answers
1. Describe the two different mental models represented in this story.
Mental models are deep-seated assumptions, beliefs, blind spots, biases, and prejudices that determine how leaders make sense of the world. They govern how leaders interpret their experiences and the actions they take.
Nolan is open to experience and believes in the power of technology in the systems and processes at Century, including the Human Resources function. He believes that the Web-based job posting program is an innovative use of technology for selection, recruiting, and hiring of new employees who will take the company to new heights.
Carr thinks that human resources implies the old personnel department, a person to person activity with no need of computers. He thinks the old filing cabinet system of the past is just fine. Past experience is the key to Carr’s decision making for the future.
2. What are some of the assumptions that shape the mindset of Sam Nolan? Of Tom Carr?
Both Carr and Nolan have assumptions about events, situations, and circumstances. Perceptions are part of both Carr and Nolan’s mental models, determining how they view people, situations, and events. Nolan is operating on Theory Y assumptions, that workers are trustworthy and like their jobs. He believes in the capabilities of the team at Century. He believes in empowering the team members and in sharing information. He realizes that posting jobs on the Internet will attract good candidates, which will make Century even better.
Carr is operating on traditional assumptions the Internet is a fad and human resources is just about talking to people in the organization and these assumptions will harm Century Medical as Internet-based competitors steal market share. He has a narrow view of the work place and believes that the way business operated in the past is fine for the
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 22
future. He thinks that people, situations, and events are unchanged. Carr refuses to be open-mined about technology.
3. Do you think it is possible for Carr to shift to a new mental model? If you were Sam Nolan, what would you do?
Carr can learn to regard his assumptions as temporary ideas rather than fixed truths. The more aware he is of personal assumptions, the more he can understand how his outdated assumptions guide his behavior. He can question whether long-held assumptions fit today’s reality at Century.
Carr could shift to a new mental model through education and training. He does not understand what technology can do and needs to be shown. Sam Nolan should use benchmarking to prove his point. He should find a company that has used a Web-based job posting system successfully and show it to Carr to convince him of the power of technology to remain competitive and profitable in the 21st century.
II. The USS Florida
Synopsis:
The atmosphere in a Trident nuclear submarine is generally calm and quiet. The Trident ranks among the world’s most dangerous weapons. When Michael Alfonso took charge of the USS Florida, the crew welcomed his arrival, but Commander Alfonso swiftly admonished his sailors that he would push them hard. He loudly and publicly reprimanded those whose performance he considered lacking. The crew, accustomed to Navy’s adage of “praise in public, penalize in private,” were shocked when Alfonso publicly relieved Chief Petty Officer MacArthur of his diving duty. The captain’s outbursts were not always connected with job performance. He exploded when he arrived at a late-night meal and found that his fork was missing. When the Trident reached home port, the sailors slumped ashore. “Physically and mentally, we were just beat into the ground,” recalls one sailor. Alfonso was surprised when Admiral Sullivan eventually relieved him of his command because the USS Florida had posted “the best-ever grades assigned for certifications and inspections.”
Case questions and answers
1. Analyze Alfonso’s impact on the crew in terms of love versus fear. What might account for the fact that he behaved so strongly as captain of the USS Florida?
Traditionally, organizations have often been based on fear. An unspoken notion among many senior-level executives is that fear benefits the organization. Fear does motivate people. The military is a traditional organization and has long used fear to assure
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 23
discipline. Alfonso was behaving as a traditional military leader. He believed he was leading correctly from a command control perspective.
2. Which do you think a leader should be more concerned about aboard a nuclear submarine high certification grades or high-quality interpersonal relationships? Do you agree with Admiral Sullivan’s decision to fire Alfonso? Discuss.
The two are interrelated. A ship cannot function in a state of preparedness without the commitment of the crew. For organizations where employees do mindlessly as they are told, leading with fear has worked to meet the organization’s needs. The Trident crews are the “cream of the crop,” highly trained professionals whose opinions, ideas, and energy are needed. They should not be managed by fear. Alfonso should not have been fired; he should have been reassigned following leadership training.
3. Discuss Commander Alfonso’s level of emotional intelligence in terms of the four components listed in the chapter. What advice would you give him?
He lacked self-awareness and did not manage his emotions because he lost his temper at MacArthur. He lacked empathy by criticizing MacArthur in public. He did not motivate himself because he was negative and demanding. He lacked social skills and had a history of being a loner. He did not build positive relationships, respond to the emotions of others or influence others. He could develop leadership skills by changing his attitude and studying effective leadership behavior.
Digital Homework Grid
Case Assessment Questions Topic Category
Richard leads the finance department of Source Inc. He threatens his team members with negative consequences to ensure that all tasks are performed without any flaws. His followers have lost their confidence and commitment to their jobs. They are scared to ask him for help. This has reduced communication in the team.
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 24
Leadership Challenge #6 Perform
Richard’s leadership style will result in: Reese heads the human resource department of Franklin Pvt. Ltd. She follows a mental model which associates good leadership with intimidation. She does not encourage new ideas from her team. Over the past few years, her followers have lost interest in their work as their ideas are always criticized. This lack of change has caused the firm to face harsh competition from other companies which in turn, has brought their revenues down. Which of the following strategies should Reese adopt to improve the condition of her firm?
The auditing team of Zodiac Inc., headed by Ben, is characterized by excessive control and emotional distance. Ben gets work done by terrifying his team members. He assigns tasks to people with tight deadlines and expects them to be performed without a single mistake. His followers spend time complaining and talking behind his back. They have stopped working sincerely, thus causing severe losses to the firm. Which of the following methods should be adopted by Ben to move
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 25
Leadership Challenge #6
Lead
Leadership Challenge #6 Lead
Homework Questions Topic Category
Which of the following factors will help a leader work effectively with other people?
Leadership Challenge #1 Connect
If the business head of a company is a “whole leader,” which of the following methods would he use to lead his followers?
Leadership Challenge #1 Engage
Leadership Challenge #1 Connect Andrea is required to give a few ground rules to Sally on how to lead her team members. Which of the following guidelines should Andrea suggest?
An accurate mental model helps a leader:
Leadership Challenge #1 Connect
Leadership Challenge #1 Connect Priscilla is creating a document instructing managers how to lead employees in order to make her organization successful. Which of the following suggestions should the document contain?
The senior executives of a firm are aiming to develop a global mindset. They should:
Leadership Challenge #1 Perform
The first step of a leader toward being able to shift mental models and see the world in a new way is to:
Leadership Challenge #2 Connect
Leadership Challenge #1 Connect Which of the following characterizes a leader who thinks independently?
Hill Inc., a leading apparel manufacturer, had been
Leadership Challenge #2 Lead
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 26 the organization forward?
making clothes solely for women over the past few decades. Susan, a newly appointed manager, suggested that the company launch a line for men and children as well. Her idea was not readily accepted by her seniors. However, after she explained her plan with a presentation, her seniors agreed to go ahead. Which of the following qualities of a leader does Susan display?
Which of the following is a characteristic of a mindful leader?
Which of the following is a characteristic of mindless leaders?
Which of the following characterizes effective leaders?
Effective leaders:
Which of the following helps leaders with personal mastery focus on the end result that motivates them?
Which of the following helps leaders with personal mastery in bridging the gap between current reality and the vision of a better future?
Which of the following is a characteristic of a leader with personal mastery?
Which of the following statements is true of systems thinking?
Which of the following is true of emotions in leadership?
Leadership Challenge #2
Leadership Challenge #2
Leadership Challenge #3
Leadership Challenge #3
Leadership Challenge #3 Engage
Leadership Challenge #3
Leadership Challenge #3
Leadership Challenge #4
Leadership Challenge #5
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 27
Connect
Connect
Connect
Connect
Connect
Connect
Connect
Connect
Which of the following is true of emotional intelligence?
_____, a component of emotional intelligence, includes the ability to recognize and understand one’s own emotions and how they affect his or her life and work.
Which of the following is true of self-awareness?
Louisa is an auditor who evaluates the accounts of several organizations. She examines each account individually with sincerity and fairness. She does not accept bribes of any kind from people who want her to portray their organizations in a good light. This implies that Louisa is _____.
Leadership Challenge #5
Connect
Leadership Challenge #5
Engage
Leadership Challenge #5
Leadership Challenge #5
Connect
Perform
_____ refers to the ability to adjust to changing situations and overcome obstacles.
Leadership Challenge #5
Leadership Challenge #5
Perform
Engage Thomas, a team supervisor, has the ability to face issues and solve them quickly. He has the willingness to adjust and change according to changing circumstances. Which of the following characteristics does Thomas possess?
Identify the characteristic of a socially aware leader.
Identify the characteristic of a leader with organizational awareness.
Leadership Challenge #5
Leadership Challenge #5
Connect
Connect
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 28
Which of the following statements is true of a fearbased organization?
Which of the following statements is true of leading with love?
Organizations driven by fear and not by love are marked by:
Fred, an employee of an organization, does not feel appreciated for his work. He works in the company only because he has to pay his child’s tuition fees. He performs his duties only to ensure that his job is secure. Which of the following is exemplified in this scenario?
Media Quiz Questions
Which of the following is true of effective leaders?
Which of the following is an example of emotional intelligence?
Patrick heads the promotions team of Puffin Café. He challenges his subordinates in a very resourceful manner and pushes them beyond their comfort zone. He listens to the different perspectives of his followers and makes appropriate decisions. In the context of the given scenario, which of the following characteristics of leaders does Patrick possess?
Leadership Challenge #6 Connect
Leadership Challenge #6 Connect
Leadership Challenge #6 Engage
Leadership Challenge #6 Perform
Topic Category
Leadership Challenge #2
Leadership Challenge #5
Leadership Challenge #5
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 29
Connect
Connect
Perform
Which of the following is an aspect of relationship management in leadership?
Justin, the accounts manager of Macro Pvt. Ltd., is confident that his team members can work efficiently. He provides constant support and is open to new ideas and perspectives. His followers feel that their work is appreciated. They put in maximum effort while executing their tasks. According to the given scenario, which of the following factors plays an important role in the good work done by Justin’s team?
Leadership Challenge #5
Leadership Challenge #6
Pre-Test Questions Topic Category
Which of the following is true of leading with head and heart?
Which of the following is true of assumptions in leadership?
Due to the cutting-edge research conducted by the research and development team of Pelican Inc., an automobile company, the demand for its cars increased. This resulted in decreased demand for cars made by other automobile manufacturers who did not use the latest technology. In the context of the given scenario, which of the
Leadership Challenge #1
Leadership Challenge #1
Leadership Challenge #1
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 30
Perform
Perform
Connect
Connect
Connect
following is true of the leaders of Pelican Inc.? Penny, an entrepreneur, is planning to launch a boutique. She is developing strategies to make the venture successful. Which of the following should be adopted by Penny?
Leadership Challenge #1 Connect Mark, a manager at Brown Pvt. Ltd., wants to develop a global mindset. Which of these strategies should be followed by Mark?
Fanny was promoted to the position of vice-president of her organization. Which of the following behaviors should she employ to be effective?
_____, a quality of leaders with personal mastery, refers to a commitment to the truth of current reality.
Synergy Inc., an automobile manufacturer, continually works toward making cars with zero greenhouse emissions. Its managing director has set up an extensive research team to achieve this target. He also conducts regular sessions to motivate employees to focus on the organization’s desired future. Which of the following qualities does the managing director possess?
Which of the following characteristics of a leader refers to consistently displaying honesty and integrity?
Leadership Challenge #1
Leadership Challenge #2 Connect
Perform Which of the following is a characteristic of mindful leaders?
Leadership Challenge #3 Perform
Leadership Challenge #4 Engage
Leadership Challenge #4 Perform
Leadership Challenge #5 Engage
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 31
Which of the following describes the ability of a leader to manage and honor one’s responsibilities?
Leadership Challenge #5 Engage
_____, a quality of leaders, refers to the ability to recognize and take care of the needs of employees, customers, or clients.
Leadership Challenge #6 Engage
Leadership Challenge #5 Engage Organizations driven by love and not by fear are marked by:
Vivian, an employee of a company, works only to be able to pay his bills. He does not work longer than required. He never puts in any additional effort or takes any initiative to plan a project. According to the given scenario, which of the following factors is Vivian’s motivation to work?
Joanne works in a publishing company. She is respected by her coworkers and her seniors. Her manager encourages her to be creative. She puts in a lot of effort and thoroughly enjoys her job. Which of the following factors is Joanne’s motivation to work?
Leadership Challenge #5
Perform
Leadership Challenge #5
Perform
Post-Test Questions Topic
Which of the following is true of leadership?
Which of the following refers to mental models?
Steve approached Andrew, a business consultant, for suggestions on how to improve the market share for his firm in a competitive environment. Which of the following suggestions
Leadership Challenge #1
Connect
Leadership Challenge #1 Engage
Leadership Challenge #1
Connect
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 32
Category
should Andrew give Steve?
Which of the following is defined as the ability of managers to appreciate and influence individuals, groups, organizations, and systems that represent different social, cultural, political, institutional, intellectual, or psychological characteristics?
Identify the characteristic of a mindless leader.
Leadership Challenge #1 Engage
Leadership Challenge #2 Engage
When someone becomes an expert in a particular subject:
Leadership Challenge #4 Engage
Leadership Challenge #3 Connect _____ is the ability to see the synergy of the whole rather than just the separate elements of a system and to learn to reinforce or change whole system patterns.
Edward, a team leader, regularly works to identify his strengths and weaknesses. This helps him work on his weaknesses and improve his overall performance. Which of the following qualities of leaders does Edward possess?
Leadership Challenge #5 Perform _____, a quality of leaders, refers to the ability to control disruptive, unproductive, or harmful emotions and desires.
Leadership Challenge #5 Perform
Leadership Challenge #5 Engage Nick, a sales manager, is highly dependable as he always provides solutions and does not waste his time with unproductive ideas. He never lets his negative emotions affect his interactions with his subordinates. Which of the following categories of emotional intelligence does Nick possess?
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 33
Harry, the relationship manager of an investment company, takes up responsibilities with complete dedication. He ensures that he executes his tasks with accuracy, diligence, and care. Which of the following characteristics of leaders does Harry possess?
Leadership Challenge #5
Which of the following is a characteristic of a socially aware leader?
Alfred is a supervisor at Easyday Supermarket. He treats his subordinates with care and kindness. He guides them through their daily duties and solves their queries. He inspires his coworkers by stating that work is fun. His character has led to an increase in productivity and many improvements in the store. In the given scenario, which of the characteristics of leaders does Alfred display?
Which of the following is true of leading with fear?
Christopher, General Manager at Franklin Inc., tried to get tasks done by threatening his subordinates with negative consequences. Due to this, many employees quit and joined other organizations, thus affecting the revenues of Franklin Inc.
Which of the following strategies should Christopher
Leadership Challenge #5
Engage
Perform _____, a quality of leaders, means being able to put oneself in other people’s shoes, sense their emotions, and understand their perspective.
Leadership Challenge #5
Leadership Challenge #5
Connect
Perform
Leadership Challenge #6
Leadership Challenge #6
Connect
Lead
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 34
adopt to improve the condition of his firm?
Self-Assessment Questions
Which of the following is an example of engaging in mindfulness?
Topic Category
Leadership Challenge #2 Connect
Mindful leaders: Leadership Challenge #2 Connect
Which of the following is a characteristic of mindful leaders?
Identify the correct statement regarding mindful leaders.
Leadership Challenge #2 Connect
Leadership Challenge #2 Connect
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 35
