what's behind it v2

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Slide 1:

1 of 9 “I’m not surprised! You are always the life and soul of the party. Did you do anything else other than fill out questionnaires? Hey Jack. Did some cool stuff at work today. I’m on this assessment ‘development’ training program and had to fill out a questionnaire. Anyway, I was surprised to find that I am more extravert than a lot of the people on the program. I assumed everyone enjoyed being with large groups and would want to be in the lime-light. It was fascinating to learn that others like to spend time alone to re-charge their batteries Yes, we also looked at something called “Emotional Intelligence”. It seems that in times when they are not under stress leaders with higher intelligence may perform better, however there are those that argue that a better measurement of likely leadership effectiveness is ‘emotional intelligence’ or EI. EI is based on the ability to empathise with people and correctly interpret their emotions. We did some exercises designed to help us understand this, and to help us start to build up our EI

Slide 2:

2 of 9 Well, that makes sense, but I’m not sure that I like the idea of you being able to interpret everything I do Don’t worry, my score was pretty low! I hope to improve. There has been some recent research at the Judge Business School that started to look at a potential dark side of EI. So I’ll make sure I stick to keeping it positive

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3 of 9 Coca Cola Article “Participants also used SHL’s … personality questionnaire to pinpoint individual strengths and weaknesses.” Research suggests that there is a good link between extrovert, conscientious and openness to the new as leadership traits (under the big 5 personality model). High emotional intelligence (EI), with the attendant ability to discern reactions and empathise with people is also felt to be highly relevant. There are those who believe that EI can be learned. ( Ref: “What makes a leader”, Daniel Goleman , HBR Jan 2004 ) There is recent research that suggests that high EI might have some downsides for organisations as individuals may use high EI to further their own ends which may not be aligned with the overall company goals. ( Ref: “A Walk on the dark side” Professor Martin Kilduff , Diageo Professor of Management Studies, Head of the Organizational Behaviour Subject Group and Dr Jochen Menges , Lecturer in Human Resources & Organisations ) Cognitive Resource Theory suggests that when not under pressure intelligence can be utilised, but when under pressure experience is more important.

Slide 4:

4 of 9 So what else, they got you dressing up role playing? Went through a simulated day based on the experiences of senior marketers in Coca-cola. It was heavy going, but really interesting Must have been real hard. Simulating playing golf all day  I wished! Being serious – if I can  – It was great to see that people were addressed in different ways, dependent on the situation faced. I was impressed by how flexibly the senior managers were able to be and how they seemed to get the best out of their teams

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5 of 9 Coca Cola Article “Selected participants experienced ‘a day in the life of’ a senior marketing leader using real examples from Coca-Cola” Contingency models of leadership seek to determine the most effective leadership styles for a given situation. Case studies, role play and analysing techniques used by others can be effective ways of communicating these styles. Behavioural theories of leadership seek to determine certain behaviours which leaders display and seek to analyse whether they are effective. A popular management grid of behaviours is based on the work of Blake and Mouton and looks at ‘concern for people’ and ‘concern for production’ and suggests that an equal, and high, regard for both is ideal. By including exposure to, and analysis of, leadership experiences the program should help leaders to develop a range of effective behaviours which can be tailored to suit varied situations

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6 of 9 Coca Cola Article “We had actual division presidents or business unit presidents playing roles within the exercises, so the participants got to role-play with actual leaders of the organisation .” Path-goal theory suggests that it is the leader’s job to remove barriers so that those working for them can be more effective. The Coca-Cola program is set up to provide good networking opportunities which should help participants develop relationship that may help them remove obstacles. Leader-member Exchange Theory suggests that leaders create ‘in-groups’ where they invest their time effort and resources. The ‘in-group’ enjoy higher prospects and greater job-satisfaction. Relations with the ‘out-group’ are formalised. Selection for the leadership program may in itself cause these divisions – it is unclear whether this effect is positive or negative

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7 of 9 How was it? I also got the first lot of feedback from my 360-degree review. I was pretty nervous about what everyone might say; you never really know what people think of you, and some of my peers can be pretty tough Overall good – I was really pleased that my team respect me and like the way that I keep them informed. I’m not sure I really agree with their view that I’ rather arrogant though You don’t recognise that characteristic in you then? Well, I don’t mean to come across that way. I can be pretty intense and I guess that can be mis -interpreted.

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8 of 9 Coca Cola Article “Participants also used SHL’s 360-degree development tool” 360-degree feedback is designed to give the recipient an increased understanding of their behaviours and how they are perceived by others. Self awareness is a key element of Emotional Intelligence. It appears that 360-degree feedback is most effective when the individual receiving the feedback is open to change and has strong buy-in to the process. The attribution Theory of leadership suggests that leadership qualities are attributed to individuals as a way of explaining outcomes. If this theory holds then by soliciting 360-degree feedback in the context of leadership development may help the participants to be perceived as leaders, thus creating a self-fulfilling prophecy

Slide 9:

9 of 9 Coca Cola Article “At the end of the centre, participants were given comprehensive feedback on their performance and a development program to work on in their current roles, which would be regularly reviewed with their immediate manager, marketing leaders and SHL” Vroom and Yetton developed a leadership participation model. This model considers a number of situational variables and matches them to five leadership styles. The tree diagram of a version of this theory is shown. On-going use of various styles and constructive feedback on their efficacy should help to improve leader effectiveness within the company. Engagement with the individuals concerned should aid in their motivation. Individualised consideration is considered to be part of effective transformational leadership and being treated in this way should help participants learn how effective leaders employ this behaviour.

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