Posted by Aleksandar M. Velkoski on January 30, 2009 under General Leadership, Leadership Development | 
Below is my first book review for The Prime Leader. Within my book reviews, I’ll usually cover a section on general reactions and a section on most valued topics / concepts. I hope you enjoy it:
I. General Reaction:
Goleman, Boyatzis, and McKee (2002) began Primal Leadership with a concept so simple, yet so effective, that it captivated my mind from the
beginning to the end of the text: “Great leaders move us” (p. 3). My immediate reaction was to reflect upon a leader that had “moved” me in the past. Goleman et al. (2002) continued, “They ignite our passion and inspire the best in us. When we try to explain why they are so effective, we speak of strategy, vision, or powerful ideas. But the reality is much more primal: Great leadership works through the emotions” (p. 3). My mind suddenly shifted from reflecting upon a leader that had “moved” me in the past, to analyzing the mindset of that leader – one so able to ignite my passion and stimulate my senses. I asked myself, what was the common denominator? To my surprise, the common denominator was, in fact, emotions.
Throughout Primal Leadership, many concepts of great importance were discussed (and we’ll get into those topics in the next section of this review). From my take, however, the general structure of the text, as well as the order of sub-topics presented, was quite impressive. Primal Leadership was not only captivating, but also exciting, informative, and well written. The progression of information provided was manageable, simple, and complex – all at the same time. I would, most definitely, recommend this text to any colleague, family member, or friend interested in developing skills in emotional intelligence (EI). I’m glad that I purchased this text because it will, absolutely, be a “keeper” in my book collection.
II. Most Valuable Three Concepts:
The first concept that I found most valuable within Primal Leadership was the concept of resonant and dissonant leadership. Goleman et al. defines resonance as leadership driving positive emotions (p. 5) and dissonance as leadership driving negative emotions (p. 6). These concepts are extremely important, especially if you consider how Goleman et al. defines EI: “how leaders handle themselves and their relationships” (p. 6). EI, or at least EI that works, will logically follow strategies of resonant leadership. Picture in your mind, for a moment, a situation where a leader has utilized resonance to drive your behavior. What was the outcome of that moment? Were you more productive, or less productive? How did you feel? Did the leader achieve his goal? What were your group dynamics? In most cases, the answers to the questions outlined above would be positive. The answers would be positive because resonance is, by definition, leadership that drives positive emotions. If we are driven by positive emotions, positive outcomes will follow.
The second concept that I found most valuable within Primal Leadership was the concept of the four emotional intelligence domains. Goleman et al. defines the four EI domains as self-awareness, self-management, social awareness, and relationship management (p. 39). These four domains are essential to understand, and put into practice, in order to harness the power of emotional intelligence. Self-awareness is having a deep understanding of your emotions, as well as your strengths and weaknesses (Goleman, Boyatzis, and McKee, 2002, p. 40). Self-management is knowing your emotions, and being clear about your purpose (Goleman et al., 2002, p. 45). Social awareness is empathy (Goleman et al., p. 48). And, finally, relationship management is persuasion, conflict management, and collaboration (Goleman et al., p. 51). Taken together, it is clear that the four EI domains support resonant leadership. And, it’s clear that resonant leadership is the key to emotional intelligence.
The final concept that I found most valuable within Primal Leadership was the concept of self-directed learning. Self-directed learning requires first knowing your ideal self and then finding out about your real self (Goleman et al., p. 109). Goleman et al. summarizes self-directed learning as five discovers:
• The first discovery: My ideal self.
• The second discovery: My real self.
• The third discovery: My learning agenda.
• The fourth discovery: Experimenting with new behaviors to the point of mastery.
• The fifth discovery: Developing supportive relationships to make change possible (pp. 111-112).
Each discovery within self-directed learning allows an individual to grow closer to mastering the concept of leadership and emotional intelligence. Without self-directed learning it is impossible to become a resonant leader.
References:
Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal leadership: Realizing the power of emotional intelligence. Boston, MA: Harvard Business School Press.
Posted by Aleksandar M. Velkoski on January 20, 2009 under General Leadership, Leadership Quotes |
“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” John Quincy Adams
Posted by Aleksandar M. Velkoski on January 17, 2009 under General Leadership, Leadership Development |
Today I’d like to stick with the theme of leadership development. Early in our careers, technical skills drive our success. We triumph through our ability to be the best engineer, the best analyst, the best accountant, or the best project manager (for example). As time passes, however, we rely less on our technical skills and more on our ability to lead. By the time we’re promoted to management, the importance of our proficiency at the individual-contributor level decreases while, at the same time, the importance of our effectiveness in getting the best out of others amplifies.
In my last post I talked about the Action-Observation-Reflection model of leadership development. The A-O-R model outlines a way for leaders to learn from experience. Another method to learn from experience, which tends to be used in unison with the A-O-R model, is called “Double-Loop Learning.” Double-Loop Learning means confronting your own views about a certain topic or situation and allowing others to truthfully do the same (hence “double-loop”). It focuses on sharing power and ideas with others in an attempt to move in the direction of better communication and problem solving effectiveness. When used together with the A-O-R model, Double-Loop Learning allows leaders to enhance the efficiency of action, observation, and reflection. As individuals we tend to think in single frames and perspectives. But, how can we properly act, observe, or reflect with a single frame of reference and a single perspective? Double-Loop Learning allows leaders to move beyond single frames and perspectives into a more productive situation fostering wide frames of understanding and multiple perspectives. As a leader, you have to be open and you have to allow others to be open with you. If you can’t allow others to be open with you, then you’ll always run a high risk of making bad decisions and making bad judgments. That is one of the reasons Double-Loop Learning is so important.
Leadership Development also has a coaching angle. And, leadership coaching can be extremely valuable – especially if you find the right coach (one that utilizes an efficient and effective program specifically designed for you). Leadership coaching focuses on developing leaders through personal one-on-one interaction. Good leadership coaches spend time to get to know you and to assess your knowledge, skills, and abilities. They are not supposed to be experts in your business, but should hold expertise in the field of leadership. It’s tough to find the right coach (because not every coach is going to be right for you), but it’s an endeavor worth taking – especially if you’re serious about leadership development. There are ways to facilitate leadership development on your own – as in some of the examples that I’ve already talked about and some that I’ll talk more about in future posts. But, there will come a time when coaching could add significant value to the leadership process, to your business, and to your bottom line. You’ll know when the time is right. But remember: leadership coaching is not for leaders performing badly, it’s for leaders looking to enhance their leadership skills.
Posted by Aleksandar M. Velkoski on January 11, 2009 under General Leadership, Leadership Development |
Leadership development, like many other topics of leadership, can be controversial. I’m sure we’ve all heard the question, “are leaders born or are leaders made?” And, I’m sure we’ve all attempted to answer that question at one point or another in our lives. If leaders are truly born, then leadership development wouldn’t be necessary. If leaders are truly made, then any aspect of leadership can be taught to anyone, and anyone can be successful in the leadership process. However, neither of the above is true (or, at least, neither is fully true when it stands alone). We need leadership development because leaders are not born with all of knowledge and skills necessary to be effective. However, leaders are born with certain characteristics that help them increase effectiveness in the leadership process. It’s kind of like leaders are born with a varying level of leadership ability. Although this post is not intended to analyze whether or not leaders are born or made, it is intended to talk about leadership development.
One of the best ways to learn and to grow as leaders is to learn from experience. An often quoted model that talks about learning from experience is the Action-Observation-Reflection (AOR) model. This model states that leadership development is superior when we focus on experiences from an “action,” “observation,” and “reflection” perspective. When a leader acts but does not observe the results of his action (or reflect on his action), learning from his experience is rather impossible. The model states that he must act, then observe the results of his actions, and then reflect on those actions to determine the successes and failures of the action. Only then will a leader be able to learn from his experience. To summarize:
Action:
Observation:
Reflection:
- What did you learn (and what are you going to change in the future)?
The Action-Observation-Reflection model is a simple, yet highly effective, model of leadership development. I often use this model not only in my professional life, but also in my personal life to learn from successes and failures in things like relationships, finances, and even faith. Incorporating the Action-Observation-Reflection model in both my professional and personal life has helped me learn from my experiences over time. It has not only helped me become a better leader, but also a better student, a better professional, and a better man. I highly recommend taking some time to learn, understand, and incorporate the AOR model in your life. My question to readers is, “how do you feel about the AOR model?” Is it something you would incorporate in your life (either professional or personal)? Maybe you use it today? How has it helped you? I’d love to hear your opinions of the model and/or any experiences you may have with it.
Posted by Aleksandar M. Velkoski on January 6, 2009 under General Leadership, Leadership Quotes |
“The way of the superior is three-fold, but I am not equal to it. Virtuous, he is free from anxieties; wise, he is free from preplexities; bold, he is free from fear.” Confucius
Posted by Aleksandar M. Velkoski on January 4, 2009 under General Leadership, Power & Influence |
Power: the ability to do or act; capability of doing or accomplishing something. Influence: the capacity, or power, of persons or things to be a compelling force on, or produce effects on the actions, behavior, and opinions of, others. Both power and influence play a major role in the leadership process. And, neither concept is specifically confined to a leader (i.e. followers can exert power and influence – sometimes greater than that of a leader). However, what are the sources of power and influence in leadership? How does one develop power? How does one develop power even if not in a position of authority? Let’s attempt to better understand these questions.
First, we should outline the main difference between power and influence. Simply put, summarizing the above, power is the capacity to cause change, whereas influence is the degree of actual change in a target individual’s attitudes, values, beliefs, or behaviors. Where does an individual’s power and influence come from? You may, or may not, be surprised to know that there are various types of power and influence and they can come from a variety of sources. The major sources of power and influence are as follows:
• Expert Power: this type of power represents the power of knowledge. Through expertise in a field or study, whether through experience, books, or a strong combination, an individual develops power and the ability to influence others.
• Legitimate Power: this type of power represents an individual’s official authority through some type of high-level, or influential, organizational role. In this case, an individual’s power is provided by his organizational role.
• Referent Power: this type of power represents the power of collaboration. Through strong relationships, an individual can exert influence on other individuals, or on other members of a team, regardless of organizational level or expertise.
• Reward Power: this type of power represents the power over resources. In this case, an individual’s power is provided by his ability, within an organization, to reward actions or behaviors.
• Coercive Power: this type of power represents the opposite of Reward Power: i.e. it is power gained though an individual’s ability to administer punishment or negative sanctions.
Although the above are the key sources of power, it’s important to note that something as seemingly small as the height of a podium, or the position of a desk, could greatly affect how an individual’s power is perceived. If you’re trying to develop power and the ability to influence others, be sure to understand your strengths and weaknesses within your organization. First, assess if you already have power. Do you have legitimate power? If not, do you have expert power? How about referent power? If you do not have power through any of the above means, focus on the immediate source of power in which you have the greatest ability to attain. In doing so, note that not all types of power and influence are positive. At one point or another, you’ll need to use all of your sources of power. However, if your only source of power is coercive, and if that is the only source of power you rely on to influence others, you may end up hurting yourself more so than not. In that case, investing more time in developing other sources of power would be advantagous.
