Workshop on
‘Leadership That Gets Results’
Prof. Sattar Bawany,
FSHRI, SHRP
Managing Director/Head of Coaching Practice, Asia Pacific
Thurs, 14 Oct 2010, Klapsons, The Boutique Hotel, Singapore
Workshop on ‘Leadership That Gets Results’ for SHRI on 14 October 2010
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Are You a Tiger or a Deer?
Every morning in Asia, a deer wakes
up. It knows it must run faster than the
fastest tiger or it will be killed.
Every morning in Asia, a tiger wakes up. It knows it
must outrun the slowest deer or it will starve to death.
It doesn’t matter whether you are a tiger or a deer: when
the sun comes up, you’d better be running…..
Workshop on ‘Leadership That Gets Results’ for SHRI on 14 October 2010
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The S.C.O.P.E. Approach
S HARE
C HALLENGE
O PEN MINDED
P LAN CHANGES
E NJOY OURSELVES
Workshop on ‘Leadership That Gets Results’ for SHRI on 14 October 2010
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How To Benefit From The Program:
ADOPT ‘ACTIVE LISTENING’
YOU
EYES
EAR
UNDIVIDED
ATTENTION
LEADERSHIP
(KING)
HEART
Workshop on ‘Leadership That Gets Results’ for SHRI on 14 October 2010
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DBM – Our Credentials
 Global firm, HQ in New York, with 200 global locations
serving 85 countries
 Pioneer in Individual & Organizational Transition; started
in 1967
 DBM serves >7,000 organizations and their subsidiaries
and >250,000 individuals in transition worldwide each
year
 Opened its first office in Asia in 1982 and now has 34
offices in Asia Pacific
 Facilitates group learning in organizational development,
leadership effectiveness and change management
Workshop on ‘Leadership That Gets Results’ for SHRI on 14 October 2010
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Workshop Agenda

Workshop Objectives & ‘S.C.O.P.E.’ Approach

Top Lessons Leant on Executive Derailment

The Goleman’s & BarOn’s Emotional Intelligence (E.I.) Frameworks

‘EQ Quiz – How Emotional Intelligent Are You?’

Group Exercise: Case Study on ‘USS Florida’

Relationship Between Leadership Styles and Organizational Climate

Group Exercise: Video Case on ‘Twelve O’Clock High’ and “Crimson
Tide” : Identifying the Motive Profile, Leadership Styles and
Organizational Climate

Individual Exercise: Personal Leadership Development Plan

Post-Workshop Activity
Workshop on ‘Leadership That Gets Results’ for SHRI on 14 October 2010
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Workshop Objectives
This Workshop is designed to develop your Emotional Intelligence
Leadership Skills. You will be able to:
 Understand the different Emotional Intelligence (EI) Competency
Frameworks
 Make the link between Emotional Intelligence Competencies and
Leadership Effectiveness
 Utilize techniques for increasing your level of Self-Awareness
 Understand how emotions can influence your thoughts, behaviour,
goals, decision–making, and work/personal relationships
 Develop a Personal Leadership Development Plan
Workshop on ‘Leadership That Gets Results’ for SHRI on 14 October 2010
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Today’s Leadership Challenge

Use intellectual as well as emotional capabilities
to guide organizations through turbulent
business environments towards achieving
organization's results

Understand the importance of emotional
intelligence in development of leadership
effectiveness and sustaining employee
engagement and productivity
Workshop on ‘Leadership That Gets Results’ for SHRI on 14 October 2010
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Top 5 Lessons On
Executive Derailment
1.
Acting with an insensitive, abrasive, intimidating style
2.
Lack of relationship management skills including
collaborative, interpersonal and team effectiveness skills
3.
The inability to respond quickly and flexibly to rapidly
changing market conditions
4.
Lack of cross cultural communication skills
5.
Failing to make the boss/organization's priorities a high
priority
Workshop on ‘Leadership That Gets Results’ for SHRI on 14 October 2010
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Emotional Intelligence (EI) & EQ
Emotional Intelligence, also called EI and often measured
as an Emotional Intelligence Quotient (EQ), describes an
ability, capacity, or skill to perceive, assess, and
manage the emotions of one's self, of others, and of
groups.
“Anyone can become angry – that is easy.
But to be angry with the right person, to
the right degree, at the right time, for the
right purpose, and in the right way – that is
not easy.”
Aristotle in ‘Nicomachean Ethics’
Source: Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam
Books.
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Emotional Intelligence by Goleman
“The capacity for
recognizing our own feelings
and those of others, for
motivating ourselves, for
managing emotions well in
ourselves and in our
relationships.”
Source: Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books.
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Daniel Goleman’s EI Model
Self
Awareness









Emotional Self Awareness
Accurate Self Assessment
Self Confidence
Self
Management

Social
Awareness
Self Control
Trustworthiness
Conscientiousness
Adaptability
Achievement Orientation
Initiative










Empathy
Organizational Awareness
Service Orientation
Relationship
Visionary Leadership Management
Influence
Developing Others
Communication
Change Catalyst
Conflict Management
Building Bonds
Teamwork & Collaboration
Source: Goleman, D. (2000) Leadership That Gets Results. Harvard Business Review. March-April
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Emotional Intelligence by BarOn
“The measurement of emotional
intelligence in the workplace is the
first step towards improving it. The
truly intelligent leader is one who is
not only “cogtelligent” (cognitively
intelligent) but also “emtelligent”
(emotionally intelligent).”
Reuven Bar-On who coined the term "EQ" in 1985.
Bar-On, R. (1997). BarOn Emotional Quotient Inventory (EQ-i®), Technical Manual.
Toronto ON: Multi-Health Systems, Inc.
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BarOn’s Emotional & Social Intelligence
Total EQ
Intrapersonal
Interpersonal
Self Regard
Emotional Self Awareness
Assertiveness
Independence
Self Actualisation
Stress Management
Stress tolerance
Impulse control
Empathy
Social responsibility
Interpersonal
relationship
Adaptability
Reality testing
Flexibility
Problem solving
General Mood
Happiness, Optimism
Leadership Effectiveness
Adapted from Stein, S. J. & Book, H. E. (2006). The EQ Edge: Emotional Intelligence and Your
Success. Toronto, ON: Multi-Health Systems, Inc. (Revised and Updated Edition)
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Leadership and EI
"A leader's intelligence has to have a strong emotional
component. He has to have high self-awareness,
maturity and self-control. He must be able to withstand
the heat, handle setbacks and when those lucky
moments arise, enjoy success with equal parts of joy
and humility. Emotional intelligence is more rare
than book smarts (IQ), but it is actually more
important in the making of a leader."
Jack Welch, former Chairman & CEO of GE Inc.
Speaking to The Wall Street Journal
Workshop on ‘Leadership That Gets Results’ for SHRI on 14 October 2010
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Leadership Transition and Emotional
Intelligence

Successful leaders at all levels demonstrate a
high degree of Emotional Intelligence in their role

Emotionally intelligent leaders create an
environment of positive morale and higher
productivity resulted in sustainable employee
engagement

Critical transitional skills include EI competencies
such as relationship management; cross cultural
communication; effective negotiation and conflict
management
Bawany, S. (2010). ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession
Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Editors: Wright, D., Leong
A., Webb K.E., and Chia S., Singapore, Candid Creation Publishing LLP.
Workshop on ‘Leadership That Gets Results’ for SHRI on 14 October 2010
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EI and Leadership Styles
 Goleman has studied the effect of EI on leadership
effectiveness, and identifying the Six Leadership
Styles and the impact on organisation climate.
 We will look at these leadership styles and consider
what styles would be appropriate in your environment,
when, and why.
Source: Goleman, D. (2000) Leadership That Gets Results. Harvard Business Review. March-April
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Goleman’s Six Leadership Styles
1. Coercive (Commanding): “Do what I tell you”
2. Authoritative (Visionary): “Come with me”
3. Affiliative: “People come first”
4. Democratic: “What do you think?”
5. Pacesetting: “Do as I do, NOW!”
6. Coaching: “Try this”
Source: Goleman, D. (2000) Leadership That Gets Results. Harvard Business Review. March-April
Workshop on ‘Leadership That Gets Results’ for SHRI on 14 October 2010
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Group Exercise
Case Study on EI –
The USS Florida
1. Which do you think a leader should be more concerned
about aboard a nuclear submarine – high certification
grades or high-quality interpersonal relationships? Do you
agree with Admiral Sullivan’s decision to fire Alfonso?
Discuss.
2. Discuss Commander Alfonso’s leadership style(s) and
level of emotional intelligence using either BarOn or
Goleman Emotional Competency Framework.
Workshop on ‘Leadership That Gets Results’ for SHRI on 14 October 2010
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Video on ‘Crimson Tide’
 Crimson Tide is a 1995 film directed by
Tony Scott, produced by Don Simpson and
Jerry Bruckheimer.
 Two leaders with different philosophies
about battle and leadership wage war with
each other in this tense military thriller.
Plot Summary Source: http://en.wikipedia.org/wiki/Crimson_Tide_(film)
Video Source: http://www.youtube.com/watch?v=fvNqZRymNmM&feature=related
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Video on “Twelve O’ Clock High”
 A 1949 American war film about aircrews
who flew daylight bombing missions
against Nazi Germany and occupied
France during the early days of American
involvement in World War II.
 It is frequently used as an example to
stimulate discussion with respect to
leadership styles and effectiveness.
Plot Summary Source: http://en.wikipedia.org/wiki/Twelve_O%27Clock_High
Video Source: http://hk.youtube.com/watch?v=yVbnDBBtg3I&feature=related
Workshop on ‘Leadership That Gets Results’ for SHRI on 14 October 2010
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Self-Reflection and Discussion
1. What is one point or story you learnt during the workshop
that motivates you to develop further your leadership
effectiveness & E.I. in the workplace? Why?
2. Describe an incident where you intentionally
demonstrated an E.I. domain or competence to create an
environment for optimal performance. What exactly did
you do? How did it turn out?
3. Which of the six leadership styles do you tend to use
most naturally? Is there one that you overuse? Why? Is
there one that you under use? Why?
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Self-Reflection and Discussion
4. Is there a style that seems more “acceptable” in your
organization? If so, what is it? How could you become
more effective at that style?
5. What insights have you gained during the workshop that
might help you to coach a direct report or peer on
developing them to be more emotionally intelligent at the
workplace?
Workshop on ‘Leadership That Gets Results’ for SHRI on 14 October 2010
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In Conclusion: Key to Success

Every company that wants to excel in the
future must recognise that the ultimate
competitive advantage is a deep
leadership pool where leaders at every
level are in tune with external changes
and can adapt to the speed and depth of
those changes.

Leadership can’t be taught in a classroom
alone, but developmental experiences –
executive coaching, mentoring, executive
workshop, voracious readings – can
accelerate a leader’s growth.
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Final Thoughts…….
If you do tomorrow what you did yesterday
Your Future is History……………
If you do tomorrow what we’ve covered today
Your Future is Historic!!!
Workshop on ‘Leadership That Gets Results’ for SHRI on 14 October 2010
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For further information, contact:
Prof. Sattar Bawany, FSHRI, SHRP
Managing Director & Country Head, Singapore
Head, Transition Coaching Practice, Asia Pacific
Email: sbawany@dbm.com
LinkedIn: www.linkedin.com/in/bawany
Facebook: www.facebook.com/bawany
Workshop on ‘Leadership That Gets Results’ for SHRI on 14 October 2010
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