Leadership:
Understanding its Global Impact
Chapter 3:
Developing self awareness
Learning objectives
• Use reflective learning to develop self
awareness
• Understand the means of developing
leadership ability
• Identify your own emotional intelligence
• Use coaching skills
• Understand servant leadership as a
development model
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Chapter contents
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Introduction
Spotlight: Julie Hammer
Reflective learning
Personal mastery
Leadership development
Emotional intelligence
Leader in action: Charles Handy
Mentoring and coaching
Servant leadership
Summary
Case study: A leadership development plan
Spotlight: Julie Hammer
• Do what you are good at—and do
the very best you can. You need to
discover what you enjoy and focus
on that. What is most important is
that you work hard at whatever you
do.
• Effective leadership:
– know your values and beliefs
– create a bond of trust between
yourself and team members
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Introduction
• Characteristics of future leaders:
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a broad education
boundless curiosity
boundless enthusiasm
belief in people and teamwork
willingness to take risks
devotion to long-term growth rather than
short-term profit
– commitment to excellence
– readiness and preparedness for the role or
situation
– virtue and vision
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Introduction (cont.)
• What business expects of its leaders:
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the ability to think long term
good communication skills
self awareness
trustworthiness
having vision
understanding local/organisational culture
enthusiasm
integrity
optimism
the ability to give constructive feedback
Reflective learning
• Double-loop learning
(Argyris 1991)
• Single-loop learning
• Reflective journal
– incident
– Reaction
– Reflection
– realisation
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Personal mastery
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Senge 1990
Personal vision
Current reality
Creative tension
Structural conflict
Characteristics of personal
mastery
Leadership development
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Development through self discipline
Experience
Education
Leadership development programs
– feedback intensive programs
– skill-based programs
– conceptual knowledge programs
– personal growth programs
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Emotional intelligence
• Elements:
– understanding one’s feelings
– empathy for others
– the regulation of emotions to
enhance living
• Goleman (1995): Five factors:
– self-awareness, self regulation,
motivation, empathy, social skill
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Leader in action: Charles Handy
• The sobering thought is that
individuals and societies are not in
the end remembered for how they
made their money, but for how
they spent it. (p. 10)
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Mentoring and coaching
• Mentoring
– informal relationship
• Executive coaching
– focuses on specific, clearly articulated
outcomes
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Servant leadership
• Robert Greenleaf 1970
• Leaders who want to make the world
a better place
• Blanchard 2007
– leadership component
– implementation component
– a question of heart
• Servant leaders lead because they
want to serve others
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Servant leadership (cont.)
• Characteristics and behaviours:
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listening
empathy
healing
awareness
persuasion
conceptualisation
foresight
stewardship
commitment to the growth of people, and
building community (Larry Spears)
Summary
• Insights and tools:
– reflective learning
– personal mastery
– emotional intelligence
– executive coaching
– servant leadership
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Case study:
A leadership development plan
• A framework for developing
leaderships skills:
– What leadership style or position do
you aspire to?
– Analyse your own strengths and
weaknesses
– Compare your current attributes with
those desired in the future
– Develop capacity
– Success
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