LEADERSHIP AND EMOTIONAL INTELLIGENCEFOR HEALTHCARE EXECUTIVES

GREYS SOTO

Emotional IntelligenceLeadership

Results Assurance

LEADERSHIP STYLES

VOTING QUESTION:

1. Is innate, some people come into this world with a natural capacity to lead

2. Could be learned, you could learn and grow and stretch your knowledge in order to be a fantastic leader

3. Both, some people are, indeed, born leaders and tend to get even better as they go along

Are leaders born or made, what do think about leadership?

XAutocratic

YLaissez-faire

ZDemocratic

LEADERSHIPTheories X,Y,Z

Characteristics X – Autocratic Y – Laissez-faire Z - Democratic

AssumptionsPeople are bad, weak, irresponsible, incapable of solving any problem of the organization.

People are good, responsible, capable of self-direction, moving forward, growing and improving.

The man is just emotion. He uses intelligence and reasoning.

Behavior Close control No control, tendency to laissez – faire Totally selective, rational

Ways of interaction Competence - Accuracy Cooperation and Solidarity Interaction

Supervisory Style Reductive X Evolutionist Y Rational Z

Situations Management (importance as leader) Total, it is irreplaceable and essential None, (s)he sacrifices him(her)self on behalf

of the rest. Total

Importance of Supervisee None Total Total

Importance given to the Organization Some because (s)he is the Organization. Some, because the employees are the Organization Total

Information Management Confidential Open Rational

Dealing with problems and conflicts Search the responsible to expose him/her Search the responsible to save him/her Avoids recurrence

Modality Competing - Accuracy Accommodating /Avoiding Collaborating/ Compromising

CONFLICT MANAGEMENT

Advantages Shows the situation in a way that can be confronted and solved

Develops problem clarification

Increases possibilities of involvement

Allows more spontaneity to communication

Increases personal growth

Improves interpersonal relationships

Helps to increase productivity

Helps to be more effective

Disadvantages

CONFLICT MANAGEMENT

Diverts attention and energy from the real task

Destroys moral

Polarizes individuals and groups

Deepens differences

Hampers cooperative actions

Fosters irresponsible behaviors

Creates suspicion and mistrust

Provokes a fall in productivity

A. COMPETINGThe person tries to satisfy his/her concerns, sometimes at the expenses of others. Thismodality is directed towards power, since all necessary means are used to reassert theindividual position: debate capacity, punishments, etc.This competing modality can also means “defend your own rights”, defend a correctargument or just care about winning.

Uses• When a fast and crucial action is vital. For instance an emergency.• For important matters, when it is necessary to implement measures such as costs

reduction, regulations, discipline, etc.

CONFLICT MANAGEMENT

B. ACCOMMODATINGThe person tends to neglect his/her interests in order to satisfy the interests of others.This modality includes yield, please, selfless generosity, obedience, when it would bepreferred not to do it.

Uses• When you are not right, to allow the adoption of a better position, to learn from others and

to demonstrate that you are reasonable.• When the matter is much more important for the other person than for you, with the

purpose of satisfying the needs of others, as a good will gesture to keep a cooperativerelationship.

• To strengthen personal reputation according to other issues of importance to you.• When competition could be detrimental for your cause, when you loose and are

displaced.• When it is more important to preserve harmony and avoid breakdown.• To contribute to personal development, allowing them to experiment and learn from their

own mistakes.

C. AVOIDINGThe person does not immediately deal neither with his/her concerns nor the concerns ofthe other party. He/she does not confront the conflict. It could be a diplomaticwithdrawal, a postponement till a better opportunity or to simply move away from athreatening situation.

Uses• When it is a trivial matter of temporary importance, or when there are more important

issues.• When you perceive a small opportunity of satisfying your needs, when you feel almost no

power, or you feel frustrated by something difficult to change. For instance, certainnational policies.

• When the potential damage of facing the conflict is greater than the benefit of solving it.• To allow things to calm down, to reduce tension and regain composure and perspective.

D. COLLABORATINGImplies the intention to work with other people to find a solution that completely satisfiesthe needs of everyone. It means to go deep in the situation to identify the concerns ofpeople involved and search alternatives. It could be to analyze a disagreement in orderto learn from the perspective of others and solve some conditions that otherwise willhave them competing for resources; or a confrontation and subsequent search of acreative solution to an interpersonal problem.

Uses• To find out an integrationist solution when the reasons of both parties are too important. • When your goal is learning. For instance, to prove your presumptions, or to understand

other people’s points of view. • To combine ideas of people with different perspectives of a certain problem.• To obtain greater commitment by adding the interest of the other person in a decision that

implies agreement.

E. COMPROMISINGThe purpose is to find out a convenient and mutually acceptable solution that satisfiesboth parties. It is an intermediate position between competing and accommodating.Addresses the problem in a more direct way than avoiding but without going so deep ascollaborating. It could mean to share differences, exchange concessions or search aprompt intermediate position.

Uses• When goals are important, but not worthy of effort or when there is a potential breakdown

that exists in the most affirmative ways.• When two adversaries with the same power are strongly committed to objectives mutually

selective or they are in a negotiating situation.• To obtain temporary agreements on complex matters.• To find prompt solutions do to lack of time.• As an alternative modality when collaborating or competing have not been successful.

EMOTIONAL INTELLIGENCE

VOTING QUESTION:

1. Not at all important

2. Somewhat important

3. Important

4. Very important

5. Critical

How relevant can be emotional intelligence for a leader's success?

BASIC EMOTIONS

DISCOMFORT COMFORT

LOVE·JOY·PLEASUREFEAR·ANGER·PAIN

MANAGEMENT OF BASIC EMOTIONS

PAIN

FEAR

DISCOMFORT VICTIM

RES

CU

ER

PER

SEC

UTO

R

MANAGEMENT OF BASIC EMOTIONS

JOY

PLEA

SUR

E

LOVE

COMFORTCONTACTSA

TISF

AC

TIO

N

HA

PPIN

ESS

Discomfort Vulnerability Accidents Myths Believes Engagement New ways to approach situations

EMOTIONAL INTELLIGENCE AND STRESS MANAGEMENT

Smile Stimulate nice memories Switch technique Creative visualization Assertions Social contact Daily re-count

TIPS TO MANAGE EMOTIONAL INTELLIGENCE

Be here nowBe at the service of othersLet go of emotionsMeditateHabitsStrengthen attitude, calmness and gratitude

TIPS TO MANAGE EMOTIONAL INTELLIGENCE

RESULTS ASSURANCE

VOTING QUESTION:

• Flawless execution

• Confidence

• Doing more with less

• Turn fear into commitment

Superior results are directly related to leadership and emotional intelligence, which of these four factors is more important to get them?

HOW TO ENSURE RESULTS IN TIMES OF UNCERTAINTY?

Execution Excellence

Trust

Do More with Less

Transform Fear into Commitment

HOW TO ENSURE RESULTS IN TIMES OF UNCERTAINTY?

EXECUTION EXELLENCE

Skills

Clear Objectives

Follow-up

Moving Average

Circle of Concern vs Circle of Influence

Method vs Result

Industrial Era vs Knowledge Era

EXECUTION EXELLENCE

TRUST

Dividends and Costs

Speed

Transparency, Commitment and Extent

Satisfied Customers vs Loyal Customers

Few things, the most importants

The harder the climb, the lighter the baggage

Restart

Focus and Strategy

DO MORE WITH LESS

Anxiety

Distractions vs. Concentration

Psychological Recession

Manage Emotions

Resilient Attitude

TRANSFORM FEAR INTO COMMITMENT

Anyone can hold the helm when the sea is calm, but a true leader gets past the storm and keeps moving forward.