leadership

Chapter 1
Chapter 4
Text text text text text text text text text
Leadership mind and heart

Objectives
After this session, you should be able to:
• Recognise how mental models guide your behaviour and relationships.
• Engage in independent thinking by staying mentally alert, thinking critically and being mindful rather than mindless. Objectives
• Break out of categorised thinking patterns and open your mind to new ideas and multiple perspectives.
• Begin to apply systems thinking and personal mastery to your activities at school or work.

Objectives
• Exercise emotional intelligence, including being self-aware, managing your emotions, motivating yourself, displaying empathy and managing relationships. Objectives
• Understand the differences between transactional and transformational leadership, and have a clearer idea of which style you generally prefer.

Mental models
• Mental models are theories people hold about specific systems in the world and their expected behaviour.
• Leaders should be aware of how their own and others’ mental models affect thinking and may cause blind spots that limit understanding and effectiveness.

Example of a mental model

Developing a leader’s mind
•
•
•
•
•

Moving to a new mental model
Independent thinking
Open-mindedness
Systems thinking
Personal mastery

Emotional intelligence
• Eight categories or families of emotions
– Anger, sadness, fear, enjoyment, love, surprise, disgust and shame

•
•
•
•

Self awareness
Self management
Social awareness
Relationship management

Components of emotional quotient Leading with fear
• Fear:
–
–
–
–
–
–
–
–
–

Powerful motivator
Often meets organisational needs
Lose the best people
Lose the knowledge they have
Creates avoidance behaviour
Inhibits growth and change
Weakens trust and communication
People feel powerless
No-one takes risk

Leading with love
• A relationship in which one person feels a loyalty towards – genuinely wishes the best for – another.
• Love as motivation.
• Love as feelings.
• Love as action.

Fear and love
• Fear-based motivation (lower needs):
– I need a job to pay for my basic needs. You give me a job, and I will give you just enough to keep my job.

• Love-based motivation (higher needs):
– If the job and the 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. Transactional leadership
• The basis of transactional leadership is a transaction or exchange process between leaders and followers.
• Transactional leaders:
–
–
–
–
–

Focus on the present
Excel at smooth running and efficiency
Traditional management
Follow the rules
Maintain stability

Transformational leadership
• Transformational leadership is characterised by the ability to bring about significant change.
• Ability to lead change.
• Promote innovation.
• Focus on intangible qualities.
• Providing common ground.
• Based on personal values, beliefs and qualities. Transformational leadership
• Develops followers into leaders.
• Elevates the concerns of followers from lower-level physical needs to higherlevel psychological needs.
• Inspires followers to go beyond their own self-interest for the good of the group. Transformational leadership
• Paints a vision of desired future state and communicates it in a way that makes the pain of change worth the effort. Summary
• Mental models.
• Developing a leader’s mind.
• Emotional intelligence – leading with heart and mind.
• Transactional versus transformational leadership.