Leadership Communication, 4th edition by Deborah J. Barrett Lectures Based on Leadership Communication, 4th edition By Deborah J. Barrett, Ph.D. Copyright.
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Leadership Communication, 4th edition by Deborah J. Barrett
Lectures Based on Leadership Communication, 4th edition
Emotional Intelligence and Interpersonal Skills for Leaders
Leadership Communication, 4th edition by Deborah J. Barrett
Discussion Topics
Understanding emotional intelligence (EI)
Appreciating personality differences
Improving non-verbal communication skills
Increasing listening ability
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Leadership Communication, 4th edition by Deborah J. Barrett
Defining Interpersonal Skills and Emotional Intelligence
Interpersonal skills are displayed and judged by how well we interact with others both verbally and non-verbally
The ability to interact effectively depends on emotional intelligence (EI), which is our ability to identify and manage emotions in ourselves and in others
The relationship of EI to interpersonal skills resembles that of IQ to the ability to demonstrate problem solving acumen
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Leadership Communication, 4th edition by Deborah J. Barrett
EI Includes Understanding the Self and Others
Be aware of, understand, and express yourself
Be aware of, understand, and relate to others
Deal with strong emotions and control impulses
Adapt to change and solve problems of a personal or a social nature
Emotional Intelligence is the ability to identify and manage emotions in ourselves and in others.
Source: R. Bar-On and J.D.A. Parker, eds. 2000. Handbook of Emotional Intelligence. San Francisco: Jossey-Bass. 8-4
Leadership Communication, 4th edition by Deborah J. Barrett
Discussion Topics
Understanding emotional intelligence (EI)
Appreciating personality differences
Improving non-verbal communication skills
Increasing listening ability
8-5
Leadership Communication, 4th edition by Deborah J. Barrett
Appreciating Personality Differences Assists in Establishing EI
Knowing your personality type and that of others contributes to the EI needed to lead others and contributes to better team dynamics, personal development, and conflict management
The most frequently used personality profile in business is the Myers-Briggs Type Indicator (MBTI ®): Psychological profile based on Jungian
psychology and the analysis of preferences 8 dichotomies in 16 combinations
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Leadership Communication, 4th edition by Deborah J. Barrett
The MBTI® Dichotomies
How we interpret the world
Sensing (S) vs. iNtuition (N)
How we make decisionsThinking (T) vs. Feeling (F)
How we approach life
and workJudging (J) vs. Perceiving (P)
How we are energized
Extroversion (E) vs. Introversion (I)
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Leadership Communication, 4th edition by Deborah J. Barrett
Extraverts vs. Introverts(How we are energized)
External Breadth Interaction External Events Expressive Gregarious Blurt it out People, things Speak to Think Do-think-do
Internal Depth Concentration Internal
Reactions Contained Reflective Keep it in Thoughts, ideas Think to Speak Think-to-do
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Leadership Communication, 4th edition by Deborah J. Barrett
Sensing vs. iNtuiting(How we interpret the world)
The Five senses
What is real Present Tangible Using
established skills
Utility Step by step Actual Facts Practical
The 6th sense What could be Novelty Future Conceptual Insights Theoretical Fantasy Ingenuity General Leaps about
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Leadership Communication, 4th edition by Deborah J. Barrett
Thinking vs. Feeling(How we make decisions)
Head Logical
system Objective Reason Laws Firm but fair Just Clarity Critique Detached
Leadership Communication, 4th edition by Deborah J. Barrett
Levels of Listening
17 Source: Madelyn Burley-Allen. Listening: The Forgotten Skill.
Level 3 – “Listening in spurts”
Level 2 – “Hearing words, but not really listening”
Level 1 – “Emphatic listening”
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Leadership Communication, 4th edition by Deborah J. Barrett
Five Tips for Empathic Listening
1. Provide undivided attention. Avoid “multi-tasking” or “rapid refocus.”
2. Be non-judgmental. Don’t minimize or trivialize the speakers’ issues.
3. Read the speaker. Observe emotions behind words. Is the speaker angry, afraid, frustrated, or resentful. Respond to emotions as well as words.
4. Be Quiet. Don’t feel you must have an immediate reply. Often if you allow for some quiet after the speaker has vented, he or she will break the silence and offer a solution.
5. Test your understanding. Ask clarifying questions and restate what you perceive the speaker to be saying.
Leadership Communication, 4th edition by Deborah J. Barrett
Approaches to Indicating Listening
ApproachNon-verbal attending
Verbal attending
Asking questions
Action Eye contact Body language Use of silence Minimal encouragers
Open questions: how? what? could? would?
Closed questions: is? are? do? did?
Why questions: open and closed
Source: Adapted from Interactive Skills Program, Dalva Hedlund and L. Bryn Freedman, Cornell University Cooperative Extension Service. Retrieved from www.thenearestshore.org/ReflectiveListening/Active%20Listening.DOCNovember 2006.