Transformational leadership

Dr.Arivalan DBA, PhD

NLP Coach (ABNLP. USA, Certified Master Hypnotherapist (IACT)

arivalankr@praxisynerg

Praxis Skills Training and Consultancy

Dear Respected Participants

This worskhop shall be customized

accroding to participants’ real life

scnarios and challenges therefor not all

the slides and cases will be covered in this

2 two days session. However, the

intentionaly skipped slides can be used as

notes for further references.

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Leading Oneself › Developing adaptability

› Increasing self-awareness

› Managing yourself

› Increasing capacity to learn

› Exhibiting leadership stature

› Displaying drive and purpose

› Developing ethics and integrity

3

Leading Others

› Managing effective teams and

workgroups

› Building and maintaining

relationships

› Developing others

› Communicating effectively

4 Source: CCL website, www.ccl.org

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EXTERNAL

EVENT

RESULTS BEHAVIOUR

Time/Space

Matter/Energy

Language

Memories

Decisions

Meta Programs

Values & Beliefs

Attitudes

INTERNAL

REP

STATE

PHYSIOLOGY

FILTERS

DELETE

DISTORT

GENERALISE

2 Billion bits per sec

LEADERSHIP

Choices

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EXTERNAL

EVENT

RESULTS

Time/Space

Matter/Energy

Language

Memories

Decisions

Meta Programs

Values & Beliefs

Attitudes

INTERNAL

REP

STATE

PHYSIOLOGY

FILTERS

DELETE

DISTORT

GENERALISE

2 Billion bits per sec

LEADERSHIP

Choices

BEHAVIOUR ?

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1 Be

proactive

Genetic determinism (DNA)

Psychic determinism (childhood

experience)

Environmental determinism (boss,

spouse, economic situation,

notational policies)

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Three theories of determinism affecting our response

to a certain stimulus

Circle of

Concern

Circle of

Concern

REACTIVE FOCUS

(Negative energy reduces

the Circles of Influences)

PROACTIVE FOCUS

(Positive energy enlarges

the Circles of Influences)

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What prevents a leader to increase

his/her circle of influence? Give five

major points according to most

important to least important. Stay

focus on leadership traits (internal

factors) only.

Everyone has a unique model of the world. Therefore respect other peoples model of the world.

The map is not the territory. People are not their behaviour.

All behaviour has a positive intention.

There is no failure, only feedback

There are no un-resourceful people, only un-resourceful states.

The meaning of communication is the response you get.

Everyone can be taught to do anything

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Incremental Improvement - new skills, practices, doing things

better

Re-shaping Patterns of Thinking - revising frames of reference, how one sees the world, and assumptions about the way

things work

Transformation – a fundamental shift in how one sees oneself

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“You cannot lead, coach or teach anyone without his or her permission-even someone who reports to you. Sure, you can use all the authoritarian, heavy-handed tactics you want to make people accountable for showing up and doing certain tasks. However, it won’t make people feel responsible for the larger mission or be open to your teachable point of view. The ability to accomplish your goals depends ultimately on investing in your relationships until you have built a powerful partnership that can move mountains.

What you think?

13

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Transformational Leadership

– Emphasized the difference between sources of authority

– includes raising the level of morality in others

– Transformational (transforming) – “occurs when

one or more persons engage with others in such a

way that leaders and followers raise one another to

higher levels of motivation and morality” (1978)

– Pseudotransformational – personalized

leadership

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TRANSFORMATIONAL

Process of

engaging with others

to create a connection

that increases

motivation

and morality in both the

leader and the follower

Leader is attentive to the needs

and motives of followers and tries to

help followers reach their fullest

potential. Org. example - A manager or the

supervisor attempts to change

his/her company’s corporate values

to reflect a more humane standard of

fairness & justice – In the process

both manager & followers may

emerge with a stronger & higher set

of moral values

Coercive style

Democratic style

Pacesetter style

Coaching Style

Democratic style

Affilliative style

Authoritative style

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Four Faces of Frank

Analyst

Artist

Good Buddy

Task Master

Write beside each face, list the behaviors that tend

to get these personality types in trouble.

_____________________________________________

_____________________________________________

_____________________________________________

_____________________________________________

1. They never criticize

2. They fulfill worker’s “desire to be great/ important”.

3. They never kill enthusiasms

4. They talk what others want rather than what they want

5. They always win themselves a listening

6. They always uses right language

7. They always uses the right gestures

8. They never interrupt while others are talking

9. They have the skills of winning a person

by losing an argument

10. They use kindness correctly

11. They always talk something relevant to others

20

Once upon a time there was bear

who was hungry and a man who was

cold, so they decided to negotiate in

a neutral cave. After several hours a

settlement was reached. When they

emerged the man had a fur and the

bear was no longer hungry.

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The main purpose of the innermost

part of the brain is survival.

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Amygdala is

deep within the most elemental parts

of the brain.

Positive Impact › High Empathy › Very Creative › Receptive to listening

to personal problems › Include human

elements in the decisions

› Learn from Mistakes › Trustable › Protective › Willing to take blames

Negative Impact › Anger › Moody › Unpredictable › Make decisions

emotionally › Practice favoritism › Take action without

facts › Easily influenced by

feelings › Workers can take

them for a ride

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Positive Impact

› Very rational

› Lingers on the facts and

not emotions

› Reports are very specific

› Less talk more work

› Likes expert power

› Very good in numbers

› Meticulous

› Likes to follow rules

› Preventive thinker

Negative Impact

› Cold blooded

› Lack of empathy

› Tried to avoid blames

› Difficult to trust – facts vs

people, fact wins.

› Uncomfortable to talk

with

› Poor teacher

› Less words more work

› No room to discuss

personal problems

› Usually will loose

elections

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Emotions will be revisited tomorrow.

The emotions-attitudes-

behavior model illustrates

that attitudes are shaped

by ongoing emotional

experiences.

Thus, successful companies

actively create more positive

than negative emotional

episodes.

Courtesy of CXtec

Social Awareness

Self-management

Understanding and sensitivity to the

feelings, thoughts, and situation of

others

Controlling or redirecting our internal

states, impulses, and resources

Self-awareness Understanding your own emotions,

strengths, weaknesses, values, and

motives

Relationship

Management Managing other people’s emotions

Lowest

Highest

Self-Awareness

Social Awareness

Self-Management

Relationship Management

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Self Others

Reco

gn

itio

n

Re

gu

latio

n

Positive impact

on others

The coercive style - “Do what I tell you”

The authoritative style - “Come with me”

The affiliative style - “People come first”

The democratic style - “What do you

think?”

The pacesetter style - “Do as I do now”

The coaching style - “Try this”

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SPIDER WEB DIAGRAM(Personal)

Transformational Leadership 37

Coercive style

authoritative style

0

10

affiliative style

democratic style

pacesetter style

coaching style

5

10

10

10

10

10

5

5

5

5 5

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Think of the leadership styles as the

clubs in a golf bag. In the hands of

a professional each is used in the

right place and circumstance, often

with unconscious competence.

SPIDER WEB DIAGRAM(Group)

Transformational Leadership 39

Coercive style

authoritative style

0

10

affiliative style

democratic style

pacesetter style

coaching style

5

10

10

10

10

10

5

5

5

5 5

Mr.Sam is a hardworking technician and have worked in a mining

company for more than five years. He is liked by the operators and his

colleagues well. He is very friendly and achieve the assigned tasks

without fail. Ramu joined the company 3 months ago and he is very

close to Ravi, their boss. Ravi and Ramu are childhood friends and Ravi is

the one who brought Ramu to the company. Even though Ramu is a

good worker, sometimes he seeks Sam’s advice on the technical

matters. Ramu is not friendly compared to Sam. Furthermore, Sam used

to guide Ramu on some technical matters. After one year, Ravi

promoted Ramu to become an engineer while Sam was given a normal

pay rise. Sam was very disappointed with Ravi and tendered his

resignation. During the exit interview he gave a nasty comments about

Ravi’s favoritism attitude towards Ramu. The management requested

Sam to reconsider his resignation and willing to promote him to higher

position.

Question: Who is wrong and who is right?

What will you do if you belong to a higher management team?

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How do we form our self talk? The way we talk to ourselves comes from our beliefs.

Beliefs form our opinions about our world and ourselves.

Our beliefs originate from the way our parents raised us and what they communicated to us plus additional life experiences. If we grew up being told we were shy and that shy is bad, we will believe that and turn that belief into a negative self talk. For example, you may tell yourself you are a bad public speaker because you are shy.

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Negative self talk affects us in many ways. It can lead to depression, stagnation, self pity, and many other negative influences. All of these combined lead us to not live our best possible life. Some examples of Negative self talk are:

I don’t think I can trust him

He is talking behind my back

He is mixing with my enemies therfore he must be one of them

I don’t think I can allow him to be better than me

I should torture him because he always speaks he knows everything

emoto on water.ppt

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Positive self talk on the other hand can lead a person to live the

best life that they can. If instead of saying you are not good

enough you say “I can do this”. Not only will you achieve your

goals, but you will be happier and healthier. Positive self talk

gives you a permanent cheerleader in your corner! One that

carries positive messages to all areas of your life and helps you

move forward. Other examples include:

He needs time to learn.

I need to change my style so that he listens

I have to get some evidence before taking any actions

I cannot be biased towards him because of one silly mistake

Let him mix with my enemies, It doesn’t mean he is like that too.

I am emotional, therefore should not let my emotions to flare up

and make irrational decisions

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Case on Cognitive Behaviour - self talk.docx

Understand the INTRINSIC values and the

metaprogram of the subordinates.

Then match their pattern of the

metaprogram

Thirdly, Build rapport using their own

pattern.

Finally, They will be receptive to your

instruction

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Intrinsic values are accumulated as a result of our life experiences.

Underlying these are some deeper-rooted values that determines the way you approach life.

Intrinsic values are easily recognizable because they show themselves as patterns in what you say, how you say it and what you do.

Leaders are able to change their personal patterns to match with the others to build strong RAPPORT.

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Extrinsic Factors/

External Stimuli

Intrinsic Factors/

Psychology

52

Towards To (TT) Away From (AF)

Procedures Optional

Proactive Reactive

Internal External

RED BLUE

Sameness Difference

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Self Others

Independent Cooperative

Detail General

RED BLUE

My/My You /My

Person Thing

Tony Wong enjoyed his job as a technician. He admired the top engineers who are in high positions after producing the results the management wanted unflinchingly. And he aspires to be like them.

The way to do this was to engage and improve the job and people skills at the workplace.

Tony would come up with all kinds of silly excuses to procrastinate rather than to make the changes to be what he wanted.

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An awareness of your intrinsic values is very often enough to create change.

Sometimes however, awareness is not enough and circumstances may suggest that a change in behavior could be beneficial. As the majority of the behavior is

habitual, the challenge lies in breaking the old habits and developing new ones by repetition.

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5Interactive Case on Organization

Conflict - Intrinsic values.docx

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Structure of Rapport:

Professor Albert Mehrabian, Ph.D., of the

University of California, Los Angles (UCLA), in 1972 in a series of controlled experiments was able to demonstrate that non-verbal signals were significantly more influential than other stimuli (see numbers below).

He found that more than 90% of our ability to influence lies outside of the actual words we use.

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A state of trusting and openness.

A perception of liking and being liked.

A state of feeling of closeness and safety.

A state where a person is less critical of ideas offered to them.

1 to1

1 to many

Many to many

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93% of our

communication

takes place on

the

subconscious

level

Physiology Posture/ Stance

Gesture

Facial Expression

Breathing

Eye Movement/ Blinking

Tonality Volume (loudness)

Tone (pitch) Tempo (speed)

Timbre (quality/ clarity)

Resonance

Words Predicates Key

Words

Common

experiences &

associations Content

chunks

Matching

Mirroring

Crossover Mirroring

Posture

Gestures

Facial Expression and Blinking

Breathing

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Before we go into how we can elicit

someone's values, let's ensure that we

understand what we mean by

someone's values. (Next slide includes

excerpts from my unpublished

manuscript on Meta-Programs entitled

"Patterns of Influence"

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Before we actually get into Eliciting and Creating Emotional States, let's review a little of what I call working theory or what is it that makes this work so well and so easily. We'll briefly look at these important concepts.

Start with an outcome in mind. What is the "emotional state" you want to produce in yourself and in the other person.

Almost anything is possible when you are in rapport with someone.

To create an emotional state in someone else you must first put yourself in that state.

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2006 NSBA Convention 64

1. “Tank”

Confrontational, pointed & angry

The ultimate in pushy behavior

2. “Sniper”

Rude comments, biting sarcasm

Attempts to make you look foolish

2006 NSBA Convention 65

3. “Grenade”

After initial calm, explodes into uncontrolled

ranting & raving

4. “Know-it-All”

Has a low tolerance for correction and

contradiction

2006 NSBA Convention 66

5. “Think-They-Know-It-All”

Attempt to fool some or all of the people

most of the time

Really an attempt to get attention

6. “Yes Person”

Say “yes” without thinking things through

An attempt to please people and avoid

confrontation

2006 NSBA Convention 67

7. “Maybe Person”

Procrastinates in hope that a better choice

will present itself

8. “Nothing Person”

No verbal feedback

No non-verbal feedback

Nothing

2006 NSBA Convention 68

9. “NO Person”

Able to defeat big ideas with a single

syllable

Deadly to morale

Throw cold waters on good spirit

Complainers

Clams

Ultra-Agreeable

Perpetual Pessimists

Indecisive

* Clearly not every DP fits neatly into one of these simple categories

Transformational Leadership 69

Coaching that:

› supports the achievement of operation outcomes

› augments the leadership capacity required to drive business results

› enables systemic change

› is sufficiently process driven to be repeatable

› is measurable

› is accountable for a positive ROI

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What do experts do? Must be Develop

(good practice) effective expertise

(application)

Why? Education

(Research) (Break into

key elements)

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FIVB

Perceptual positions

› Position 1 – Self

› Position 2 – The other person that do

not have good relationship with you.

› Position 3 – Appointed consultant

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1. Begin with praise and honest appreciation

2. Have genuine interest in people

3. Give a gesture how pleased you are to meet or talk to people

4. Throw a real smile

5. Remember the names which is the most important sound

6. Be a good listener by encouraging others to talk about

themselves

7. Talk in terms of other person’s interest

8. Make the person important and do it sincerely

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The Case For Mentoring

• Seventy-one percent (71%) of Fortune 500 and private companies use mentoring in their organization.

Business Finance Magazine, 2000

• Seventy-seven percent (77%) of U.S. companies surveyed in 2000 said mentoring improved both retention and performance of employees.

Business Finance Magazine, 2000

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The Case For Management

Mentors • In a survey it was found that 73% of

organizations used mentoring, yet only 21% provided any guidance or training.

TrainingZone 12-Feb04

• “ A good …….mentor can make a massive difference to individual and organisational performance. But a bad one can be an ‘UNGUIDED MISSILE’ and do considerable damage”

TrainingZone 12-Feb-04

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Best Practices & Standards

• 8 Core Standards identified in:

– Design

– Implementation

– Matching

– Training

– Program Management

– Program Evaluation

– Quality Control

– Role of the Mentoring Program Manager

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Formal & Informal Mentoring

• Informal Mentoring

– Goals unspecified

– Outcomes unknown

– Access limited & may exclude employees

– Mentorees/Mentors self-select

– Mentoring lasts a long time

– No training/support

– Organization benefits indirectly

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Formal & Informal Mentoring

• Formal Mentoring

– Goals established

– Outcomes measured

– Access open to all who qualify

– Mentorees/Mentors matched

– Training and support provided

– Mentoring time limited (9-12 months.)

– Organization benefits directly

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R - RESPONSIBLE

A - APPROVE

S - SUPPORT (DOES THE WORK)

I - INFORM

C - CONSULT

LEGEND

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IDENTIFY POTENTIAL MARKET

IDENTIFY SURVEY POPULATION

DEVELOP SURVEY

TEST SURVEY ON SAMPLE

FINALIZE SURVEY

CONDUCT SURVEY

COLLECT SURVEY

ANALYZE DATA

REPORT RESULTS AND SUGGESTION

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MARKETING STUDY

RASIC Method

R - RESPONSIBLE

A - APPROVE

S - SUPPORT (DOES THE WORK)

I - INFORM

C - CONSULT

LEGEND

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POWER REQUIREMENT ASSESSMENT

VENTILATIONS: ASSES CHEMICAL

COMPOSITION OF FUME/SMOKE

PROCESS WASTE MANAGEMENT:

TYPE OF FLUIDS, MAX DISCHARGE

VOLUME AND FLOW RATES

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I - INFORM

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LEGEND

RASIC Method

Ex: Listening to dinner conversation between two people in a restaurant. It was clear to us that neither could possibly know what the other was talking about, but they thought they did. You can have very “meaningful” conversations and arguments without ever knowing what the other person is talking about.

To demonstrate the approach, the therapist brought to the stage a woman who had a problem with her husband. She explained that he often had to work late at the office and, though he was very good about calling to let her know, she still felt annoyed about it. The session proceeded approximately as follows:

Therapist: Where does he call you from?

Client: His office.

Therapist: How do you know that?

Client: Well, he says he's still at his office.

Therapist: Could he have been calling from somewhere else?

Client: (in obvious growing distress) It's possible, I guess.

A technician is having a disciplinary problem. He often comes

late to work, often putting his supervisor in trouble. Even though

the supervisor is kind enough to cover up for the technician, the

news has gone to the higher management. The management

called the technician for inquiry:

Manager: The HR record shows that you came late to work for 5

times last month. How can you improve yourself?

Technician: I am sorry sir, I need to send my son to school every

morning that causes me the delay.

Manager: Do you think, the company should set precedence to

allow you to come late regularly?

Technician: No sir, I know it is not possible

Manager: Since you know it is not possible, How could you

promise that you will come on time to work?

Technician: I will try my level best to come early sir next time.

Manager: Is trying your best means there will be chances that

you will come late still?

Technician: No sir, I didn’t mean that way.

Manager: What action do you think the company should take if

you repeat the mistake again, please suggest?

Technician: No sir, I shall not repeat it again, promise!

Manager: ?????

Rahim’s (Manager): You are meeting with Ahmad – a supervisor who has

been with the Department for about six years and understands how to get

things done – to review his performance on a recent production project.

Ahmad is a skilled supervisor and works tirelessly. However, his people skills

are bad and the operators’ morale are on high time low and requiring

interference from Rahim.

You ask to meet with Ahmad to provide him with positive feedback and

guidance about the appropriate level of people management.

Ahmad (Employee): You were frustrated by Rahim’s constant interference in

your job. You wish that Rahim had more clearly explained what he was

expecting up front, as well as why explain why he is not happy with you for

doing your job well.

A state of anxiety that occurs when an

individual’s beliefs, feelings and

behaviors are inconsistent with one

another

Most common when behavior is: › known to others

› done voluntarily

› can’t be undone

An adaptive response to a situation that

is perceived as challenging or

threatening to the person’s well-being

A complex emotion that prepares us for

fight or flight

Eustress vs. distress

Stage 1

Alarm Reaction

Stage 2

Resistance

Stage 3

Exhaustion

Normal

Level of

Resistance

Behavioral

Psychological

Work performance, accidents,

absenteeism, aggression, poor

decisions

Dissatisfaction, moodiness,

depression, emotional fatigue

Physiological Cardiovascular disease,

hypertension, headaches

Stressors are the causes of stress -- any

environmental condition that places a

physical or emotional demand on the

person.

Some common workplace stressors

include:

› Harassment an incivility

› Work overload

› Low task control

Repeated and hostile or

unwanted conduct, verbal

comments, actions or gestures,

that affect an employee's

dignity or psychological or

physical integrity and that result

in a harmful work environment

for the employee

Unwelcome conduct -- detrimental

effect on work environment or job

performance

Quid pro quo

› employment or job performance is

conditional on unwanted sexual relations

Hostile work environment

› an intimidating, hostile, or offensive working

environment

Work Overload Stressor

›Working more hours, more intensely than one can

cope

›Affected by globalization, consumerism, ideal

worker norm

Task Control Stressor

›Due to lack control over how and when tasks

are performed

› Stress increases with responsibility

© Photodisc. With permission.

Different threshold levels of resistance to stressor

Use different stress coping strategies

Resilience to stress

› Due to personality and

coping strategies

Workaholism

› Highly involved in work

› Inner pressure to work

› Low enjoyment of work

Remove the stressor › Minimize/remove stressors

Withdraw from the stressor › Vacation, rest breaks

Change stress perceptions › Positive self-concept, humor

Control stress consequences › Healthy lifestyle, fitness, wellness

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