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LEADERSHIP MIND AND EMOTION

Keli Morgan Leanette Tanner Consuelo White

DEVELOPING LEADERS’ MINDSDISCIPLINES EXAMPLES

• INDEPENDENT THINKING • CHALLENGING TRADITION(S)• MINDFULLNESS • AVOIDING ‘MAJORITY RULES’• OPEN-MINDEDNESS • ‘PYKE’ SYNDROME• SYSTEMS THINKING • SYNERGY/CIRCLES OF CAUSALITY• PERSONAL MASTERY

LEADING WITH HEAD AND HEARTHEAD: BUSINESS ASPECTS HEART: HUMAN

ASPECTS• PLANNING

• DEVELOPING OTHERS• STRATEGY •

SUPPORT• FINANCIALS •

UNDERSTANDING• OPERATIONS •

COMPASSION• STRUCTURE •

RESPECT

EMOTIONAL INTELLIGENCEDETERMINING EFFECTIVESS

EMOTIONS• COGNITIVE (IQ)• POSITIVE• EMOTIONAL (EQ)

• NEGATIVE• STUDY OF TOP LEADERS

• CONTAGIOUS• US AIRFORCE RECRUITERS

• RADAR

MENTAL MODELS:ARRANGING KEY COMPONENTS OF A SYSTEM FOR

EXPECTED OUTCOMESASSUMPTIONS

CHANGING/EXPANDING• DANGERS OF ASSUMPTION • BENEFITS/ABILITY

TO CHANGE OR EXPAND

MENTAL MODELS

• FAILURES OF RON JOHNSON • HARVARD STUDY OF TOP 100 LEADERS OF

THE 20TH CENTURY

EMOTIONAL INTELLIGENCE COMPONENTSSELF-AWARENESS EMOTIONAL ACCURATE SOCIETAL

SOCIAL AWARENESSEMPATHYORGANIZATIONALSERVICE ORIENTATION

SELF-MANAGEMENTEMOTIONAL SELF-CONTROLTRUSTWORTHINESSCONSCIENSCIOUSNESS ADAPTABILITY OPTIMISM ACKNOWLEDGEMENT & CONFRONTATIONALINTUITIVE

RELATIONSHIP MANAGEMENTTEAM DEVELOPMENT INSPIRATIONALINFLUENCECOMMUNICATIONCHANGE CATALYSTCONFLICT MANAGEMENTBONDINGTEAMWORK & COLLABORATION

SELF

OTH

ERS

LEADING WITH LOVE VERSES FEAR

FEAR LOVE• ORGANIZATION •

BRINGING TO WORK• CONSEQUENCES • WHY

FOLLOWERS

RESPOND BETTER