Leadership Summary

Chapter 5 – Leadership Mind and Emotion

Disusun Oleh :

Adriel Ian Irawan | 13111810171

UNIVERSITAS PRASETIYA MULYA

Edu Town Kavling Edu No.1
Jl. BSD Raya Utama, Pagedangan
TANGERANG
2019
Leading with Head and Heart
From our personal experiences, most of us should have known that we should draw on
subtle aspects of ourselves, which includes our thoughts, beliefs, and feelings, in order to work
effectively with other people. To succeed in today’s harsh environment, leaders should use
both their head, and heart.
 Leaders should use their head to lay their hands on organizational issues such
as goals and strategies, production schedules, structure, finances, operational
issues, and others alike.
 Leaders should also use their hearts to take effect on human issues, such as
understanding, supporting, and developing others. A broad literature has
emphasized that being a whole person means operating from mind, heart, spirit,
and body.
Mental Models
Mental models are theories people hold about specific systems in the world and their
expected behavior. A system could be defined as any set of elements that interact to from a
whole and produce a specified outcome. Leaders have numerous mental models that guide
them to how they interpret experiences and how they act in response to people and situations.
Robert Townsend, former CEO of Avis Rent-a-car advised leaders, “You’ll have to
give up being an administrator who loves to run others and become a manager who carries
water for his people so they can get on with the job.” The first part of the phrase reflects a
mental model, which is the leader’s job to control people, whereas the second part reflects a
mental model that the leader is a servant who helps people do their best. A leader’s assumption
has a role in shaping his or her mental models, but leaders can evaluate their assumptions and
shift or expand mental models when needed to keep their organizations in a good condition.
Assumptions
A leader’s assumptions naturally are p part of his or her mental model. Someone who
assumes that people cannot be trusted will act very differently in a situation than someone who
has the assumption that people are basically trustworthy. Leaders have assumptions about
events, situations, and circumstances as well as about people. Assumptions can be dangerous
because people tend to accept them as “truth.” It is important for leaders to regard their
assumptions as temporary ideas rather than fixed truths. The more aware a leader is of his or
her assumptions, the more the leader understands how assumptions guide behavior and
decisions. In addition, the leader can question whether long-held assumptions fit the reality of
the current situation. Questioning assumptions can help leaders understand and shift their
mental models.
Changing or Expanding Mental Models
The mindset of top leaders has been a crucial part in order to achieve organizational
success all the time. In a world of rapid and discontinuous change, the greatest factor
determining the success of leaders and organizations may be the ability to change or expand
one’s mental model.
 Organizations are endangered when leaders stick with obsolete mental models in the
face of new realities. For example, market share for the BlackBerry smartphone has plummeted
in recent years because leaders at Research in Motion stayed with what worked in the past and
had a hard time shifting their mental model to keep the company competitive in an environment
that changed quickly with the arrival of Apple and Samsung smartphones. On the other hand,
leaders at Apple, particularly the late Steve Jobs, have been masters at shifting or expanding
their mental models over the years.
Unfortunately, numerous leaders have become prisoners of their own assumptions and
mindsets because these led to success in the past. One specific challenge for the mental models
of leaders is to navigate through ambiguities and complexities on a global scale that far exceed
anything they encounter within their traditional management responsibilities. A global mindset
can be defined as the ability of managers to appreciate and influence individuals, groups,
organizations, and systems that represent different social, cultural, political, institutional,
intellectual, or psychological characteristics. A manager with a global mindset can perceive
and respond to many different perspectives at the same time rather than being stuck in a
domestic mental model that sees everything from one’s own limited personal or cultural
perspective.
Despite the mental discomfort and sense of disorientation it might cause, leaders must
allow their mental models to be challenged and even demolished. Becoming aware of
assumptions and understanding how they influence emotions and actions is the first step toward
being able to shift mental models and see the world in a new way. Effective leaders learn to
continually question their own beliefs, assumptions, and perceptions in order to see things in
unconventional ways and meet the challenge of the future head on.
Developing a Leader’s Mind
The leader’s mind can be developed beyond the non-leader’s in four critical areas:
independent thinking, open- mindedness, systems thinking, and personal mastery. Taken
together, these four disciplines provide a foundation that can help leaders examine their mental
models and overcome blind spots that may limit their leadership effectiveness and the success
of their organizations.

 Independent Thinking
Means questioning assumptions and interpreting data and events according to one’s
own beliefs, ideas, and thinking, not according to pre-established rules, routines, or
categories defined by others. To think independently means staying mentally alert and
thinking critically. Independent thinking is one part of what is called leader mindful-
ness. Mindfulness is a state of focused attention on the present moment and a readiness
to create new mental categories in the face of evolving information and shifting
circumstances.

 Open-Mindedness
Leaders have to forget many of their conditioned ideas to be open to new ones. This
openness—putting aside preconceptions and suspending beliefs and opinions— can be
referred to as “beginner’s mind.” When someone becomes an expert in a particular
subject, their mind often becomes closed to the perspectives of other people. The expert
 mind becomes a danger in organizations because it rejects new ideas based on previous
experience and knowledge.
 Systems Thinking
Means the ability to see the synergy of the whole rather than just the separate elements
of a system and to learn to reinforce or change whole system patterns. With systems
thinking, a leader sees the big picture and connects the dots rather than just looking at
the dots in isolation. Systems thinking enables leaders to look for patterns of movement
over time and focus on the qualities of rhythm, flow, direction, shape, and networks of
relationships that accomplish the performance of the whole. Systems thinking is a
mental discipline and framework for seeing patterns and interrelationships. It is
important to see an organizational system as a whole because of its complexity.
 Personal Mastery
Personal mastery means mastering yourself in a way that facilitates your leadership and
achieves desired results. Mastering yourself embodies three qualities—clarity of mind,
clarity of objectives, and organizing to achieve objectives.
1. Clarity of mind means a commitment to the truth of current reality
2. Clarity of objectives helps leaders focus on the end result, the vision or dream
that motivates them and their team or organization
3. Organizing to achieve objectives is a way to bridge the disparity between
current reality and the vision of a better future.
Emotional Intelligence
Emotional Intelligence is a person’s abilities to perceive, identify, under- stand, and
successfully manage emotions in self and others. Emotion are an important ability for leaders
to understand the range of emotions people have and how these emotions may manifest
themselves. There are positive and negative emotions:
 Positive: Enjoyment, Pride, Love, Relief.
 Negative: Anger, Fear, Guilt, Sadness, Envy, Disgust.
A key component of leadership is being emotionally connected to others and understanding
how emotions affect working relationships and performance. Emotions play an important role
in organization because emotions are contagious the emotional state of the leader influences
the entire team, department, or organization. Not just contagious, it can also influence people
performance.

 The Components of Emotional Intelligence

 Self – Awareness: The ability to recognize and understand your own emotions, and
how they affect your life and work.
 Self – Management: The ability to control disruptive, unproductive, or harmful
emotions and desires.
 Social – Awareness: The ability to understand others. By practicing empathy
 Relationship Management: The ability to connect with others and build positive
relationships.
Leading with Love versus Leading with Fear
Leaders used to inspire their employee with fear and indeed it was a good motivator but these
days a good leader will lead their employees with care and love, why?
 Leading people with fear will make their employee follow orders mindlessly
without giving what they have in mind.
 Success in most organizations depends on the knowledge, mind power,
commitment, creativity, and enthusiasm of everyone in the organization.
 A fear - based organization loses its best people, and the knowledge they take with
them, to other firms.

 Fear in Organization
Fears can prevent people from doing their best, from taking risks, and from challenging
and changing the status quo. Consequences of Fear : Fear gets in the way of people
feeling good about their work, themselves, and the organization. Leaders control the
fear level in the organization. The leader can make the environment very stiff by making
their employee obey every single orders or they could make it more flexible where
employee could give opinions, thoughts, and ideas.
 Bringing Love to Work
The emotion that attracts people to take risks, learn, grow, and move the organization
forward comes from love, not fear. Leaders can learn to bind people together for a
shared purpose through positive forces such as caring and compassion, listening, and
connecting to others on a personal level.
 Why Followers Respond to Love
Most people yearn for more than a paycheck from their jobs. Leaders who lead with
love have extraordinary influence because they meet five unspoken employee needs:
 Hear and understand me.
 Even if you disagree with me, please do not make me wrong.
 Acknowledge the greatness within me.
 Remember to look for my loving intentions.
 Tell me the truth with compassion
Fear - Based Motivation: works because they need to fulfill their needs. Will offer what they
need to offer.
Love - Based Motivation: will offer everything they had because they are treated with love.