国外商学院课件领导力 Intelligences%20of%20Leadership%20and%20the%20Dark%20Side[1]
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Roger Gill, 2006
Spiritual Intelligence - 2
“…the intelligence with which we address and solve problems of meaning and value.”
Zohar and Marshall, 2000
Emotional Intelligence - 1
Comment made by a respondent to some recent research that explored the key triggers in effective leadership development (Bentley and Turnbull, 2005: 46).
References
• Antonakis, J., Ashkanasy, N.M., Dasborough, M.T. (2009). Does leadership need emotional intelligence? Leadership Quarterly, 20: 247261. • Gardner, H. 2000. Intelligence Reframed: Multiple Intelligences for the Twenty-First Century. Basic Books. • Gill, R. 2006. Theory and Practice of Leadership. wk.baidu.comondon: Sage. • Goleman, D. 1995. Emotional Intelligence. New York: Bantam Books. • Kellermen, B. 2004. Bad Leadership: What It Is, How It Happens, Why It Matters. Boston, MA: Harvard Business School Press. • Kets de Vries, M. 2003. Leaders, Fools and Impostors: Essays on the Psychology of Leadership. iUniverse.com. • Lindebaum, D., and Cartwright, S. (2010). A Critical Examination of the Relationship between Emotional Intelligence and Transformational Leadership. Journal of Management Studies, 47 (7): 1317-1342. • Lipman-Blumen, J. 2005. The Allure of Toxic Leaders. Oxford: Oxford University press.
(Daniel Goleman, 1996)
Emotional Intelligence - 3
• • • • • Knowing one‟s emotions Managing emotions Motivating oneself Recognising emotions in others Handling relationships
Using and responding to emotion (e.g. body language), communicating in other ways (writing, speaking and active listening), using personal power, and using different leadership styles according to the situation.
Toxic and Bad Leadership
The Narcissistic Leader
“The incomplete self”
• frequently encountered in top management positions
“Their uninhibited behaviour, self-righteousness, arrogance, inattention to organisational structure and processes, and inability to accept a real interchange of ideas impair organisational functioning.”
•
•
•
•
(Kellerman, 2004)
Toxic Leadership and Batman: The Dark Knight (2008)
(Edwards, Ward, Jepson and Wood, 2010)
• highlights the fuzzy nature of „good and „bad‟ and the notion • current toxic or bad leadership theory is too static and linear • the lines between what could be conceived as good or bad leadership would be better represented as blurred, permeable or perhaps even non-existent. • whether someone is seen as „toxic‟ or „bad‟ or „virtuous‟ and „good‟ is dependent on third party conjecture – transcendental judgement (Ford 2010) • the use of the word leadership within organisations be viewed as ultimately „toxic‟?
Bad Leadership
• • • Incompetence – the leader and at least some followers lack the will or skill (or both) to sustain effective action. With regard to at least one important leadership challenge, they do not create positive change. Rigidity – the leaders and at least some followers are stiff and unyielding. Although they may be competent, they are unable or unwilling to adapt to new ideas, new information, or changing times. Intemperance – the leader lacks self-control and is aided and abetted by followers who are unwilling or unable to intervene effectively. Callousness – the leader and at least some followers are uncaring or unkind. Ignored or discounted are the needs, wants, and wishes of most members of the group or organization, especially subordinates. Corruptness – the leader and at least some followers lie, cheat, or steal. To a degree that exceeds the norm, they put self-interest ahead of the public interest. Insularity – the leader and at least some followers minimize or disregard the health and welfare of “the other”; that is, those outside the group or organization for which they are directly responsible. Evilness – the leader and at least some followers commit atrocities. They use pain as an instrument of power. The harm done to men, women, and children is severe rather than slight. The harm can be physical, psychological, or both.
Intelligences of Leadership: Avoiding the ‘Dark Side’
Multiple Intelligences
• • Intelligence is more than a single property of the human mind Seven intelligences: linguistic, logical-mathematic, musical, bodilykinesthetic, spatial, interpersonal and intrapersonal. Naturalist?, spiritual?, existential?
(Gill, 2006)
Cognitive Intelligence
The ability to perceive and understand information, reason with it, imagine possibilities, use intuition and imagination, make judgements, solve problems and make decisions.
(Kets de Vries, 2003)
“I have been managed by some appalling managers, really appalling managers…Some of my internal rules about what I will not do came out of things that were done to me.”
Roger Gill, 2006
Emotional Intelligence - 2
“Emotional Intelligence includes selfawareness and impulse control, persistence, zeal and self-motivation, empathy and social deftness.”
„Toxic‟ Leadership
“Toxic Leaders first charm, but then manipulate, mistreat, weaken, and ultimately devastate their followers.”
Jean Lipman-Blumen, 2005
Spiritual Intelligence - 1
The ability to understand that human beings have an animating need for meaning, value and a sense of worth in what they seek and do and to respond to that need.
(Howard Gardner, 1999)
•
Organizational Leadership: Towards a General Model
Five „Intelligences‟ Underlying Leadership
• • • • • Cognitive intelligence Spiritual intelligence Emotional intelligence Moral intelligence Behavioural skills
Salovey and Mayer, 1990
Moral Intelligence
The ability to differentiate right from wrong according to universal moral principles.
Roger Gill, 2006
Behavioural Skills
The ability to understand oneself and the feelings and needs of other people, exercise self-control, and respond to other people in appropriate ways in order to influence, motivate and inspire them.
Spiritual Intelligence - 2
“…the intelligence with which we address and solve problems of meaning and value.”
Zohar and Marshall, 2000
Emotional Intelligence - 1
Comment made by a respondent to some recent research that explored the key triggers in effective leadership development (Bentley and Turnbull, 2005: 46).
References
• Antonakis, J., Ashkanasy, N.M., Dasborough, M.T. (2009). Does leadership need emotional intelligence? Leadership Quarterly, 20: 247261. • Gardner, H. 2000. Intelligence Reframed: Multiple Intelligences for the Twenty-First Century. Basic Books. • Gill, R. 2006. Theory and Practice of Leadership. wk.baidu.comondon: Sage. • Goleman, D. 1995. Emotional Intelligence. New York: Bantam Books. • Kellermen, B. 2004. Bad Leadership: What It Is, How It Happens, Why It Matters. Boston, MA: Harvard Business School Press. • Kets de Vries, M. 2003. Leaders, Fools and Impostors: Essays on the Psychology of Leadership. iUniverse.com. • Lindebaum, D., and Cartwright, S. (2010). A Critical Examination of the Relationship between Emotional Intelligence and Transformational Leadership. Journal of Management Studies, 47 (7): 1317-1342. • Lipman-Blumen, J. 2005. The Allure of Toxic Leaders. Oxford: Oxford University press.
(Daniel Goleman, 1996)
Emotional Intelligence - 3
• • • • • Knowing one‟s emotions Managing emotions Motivating oneself Recognising emotions in others Handling relationships
Using and responding to emotion (e.g. body language), communicating in other ways (writing, speaking and active listening), using personal power, and using different leadership styles according to the situation.
Toxic and Bad Leadership
The Narcissistic Leader
“The incomplete self”
• frequently encountered in top management positions
“Their uninhibited behaviour, self-righteousness, arrogance, inattention to organisational structure and processes, and inability to accept a real interchange of ideas impair organisational functioning.”
•
•
•
•
(Kellerman, 2004)
Toxic Leadership and Batman: The Dark Knight (2008)
(Edwards, Ward, Jepson and Wood, 2010)
• highlights the fuzzy nature of „good and „bad‟ and the notion • current toxic or bad leadership theory is too static and linear • the lines between what could be conceived as good or bad leadership would be better represented as blurred, permeable or perhaps even non-existent. • whether someone is seen as „toxic‟ or „bad‟ or „virtuous‟ and „good‟ is dependent on third party conjecture – transcendental judgement (Ford 2010) • the use of the word leadership within organisations be viewed as ultimately „toxic‟?
Bad Leadership
• • • Incompetence – the leader and at least some followers lack the will or skill (or both) to sustain effective action. With regard to at least one important leadership challenge, they do not create positive change. Rigidity – the leaders and at least some followers are stiff and unyielding. Although they may be competent, they are unable or unwilling to adapt to new ideas, new information, or changing times. Intemperance – the leader lacks self-control and is aided and abetted by followers who are unwilling or unable to intervene effectively. Callousness – the leader and at least some followers are uncaring or unkind. Ignored or discounted are the needs, wants, and wishes of most members of the group or organization, especially subordinates. Corruptness – the leader and at least some followers lie, cheat, or steal. To a degree that exceeds the norm, they put self-interest ahead of the public interest. Insularity – the leader and at least some followers minimize or disregard the health and welfare of “the other”; that is, those outside the group or organization for which they are directly responsible. Evilness – the leader and at least some followers commit atrocities. They use pain as an instrument of power. The harm done to men, women, and children is severe rather than slight. The harm can be physical, psychological, or both.
Intelligences of Leadership: Avoiding the ‘Dark Side’
Multiple Intelligences
• • Intelligence is more than a single property of the human mind Seven intelligences: linguistic, logical-mathematic, musical, bodilykinesthetic, spatial, interpersonal and intrapersonal. Naturalist?, spiritual?, existential?
(Gill, 2006)
Cognitive Intelligence
The ability to perceive and understand information, reason with it, imagine possibilities, use intuition and imagination, make judgements, solve problems and make decisions.
(Kets de Vries, 2003)
“I have been managed by some appalling managers, really appalling managers…Some of my internal rules about what I will not do came out of things that were done to me.”
Roger Gill, 2006
Emotional Intelligence - 2
“Emotional Intelligence includes selfawareness and impulse control, persistence, zeal and self-motivation, empathy and social deftness.”
„Toxic‟ Leadership
“Toxic Leaders first charm, but then manipulate, mistreat, weaken, and ultimately devastate their followers.”
Jean Lipman-Blumen, 2005
Spiritual Intelligence - 1
The ability to understand that human beings have an animating need for meaning, value and a sense of worth in what they seek and do and to respond to that need.
(Howard Gardner, 1999)
•
Organizational Leadership: Towards a General Model
Five „Intelligences‟ Underlying Leadership
• • • • • Cognitive intelligence Spiritual intelligence Emotional intelligence Moral intelligence Behavioural skills
Salovey and Mayer, 1990
Moral Intelligence
The ability to differentiate right from wrong according to universal moral principles.
Roger Gill, 2006
Behavioural Skills
The ability to understand oneself and the feelings and needs of other people, exercise self-control, and respond to other people in appropriate ways in order to influence, motivate and inspire them.