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LEADERSHIP AND EMOTIONAL INTELLIGENCE
FOR 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?
X
Autocratic
Y
Laissez-faire
Z
Democratic
LEADERSHIP
Theories X,Y,Z
Characteristics X – Autocratic Y – Laissez-faire Z - Democratic
Assumptions
People 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. COMPETING
The person tries to satisfy his/her concerns, sometimes at the expenses of others. This
modality is directed towards power, since all necessary means are used to reassert the
individual position: debate capacity, punishments, etc.
This competing modality can also means “defend your own rights”, defend a correct
argument 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. ACCOMMODATING
The 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 be
preferred 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 cooperative
relationship.
• 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. AVOIDING
The person does not immediately deal neither with his/her concerns nor the concerns of
the other party. He/she does not confront the conflict. It could be a diplomatic
withdrawal, a postponement till a better opportunity or to simply move away from a
threatening 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, certain
national 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. COLLABORATING
Implies the intention to work with other people to find a solution that completely satisfies
the needs of everyone. It means to go deep in the situation to identify the concerns of
people involved and search alternatives. It could be to analyze a disagreement in order
to learn from the perspective of others and solve some conditions that otherwise will
have them competing for resources; or a confrontation and subsequent search of a
creative 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. COMPROMISING
The purpose is to find out a convenient and mutually acceptable solution that satisfies
both 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 as
collaborating. It could mean to share differences, exchange concessions or search a
prompt 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
RESCUER
PERSECUTOR
MANAGEMENT OF BASIC EMOTIONS
JOY
PLEASURE
LOVE
COMFORT
CONTACT
SATISFACTION
HAPPINESS
 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 now
Be at the service of others
Let go of emotions
Meditate
Habits
Strengthen 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.

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L & EI

  • 1. LEADERSHIP AND EMOTIONAL INTELLIGENCE FOR HEALTHCARE EXECUTIVES GREYS SOTO
  • 4. 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?
  • 6. Characteristics X – Autocratic Y – Laissez-faire Z - Democratic Assumptions People 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
  • 7. 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
  • 8. 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
  • 9. A. COMPETING The person tries to satisfy his/her concerns, sometimes at the expenses of others. This modality is directed towards power, since all necessary means are used to reassert the individual position: debate capacity, punishments, etc. This competing modality can also means “defend your own rights”, defend a correct argument 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
  • 10. B. ACCOMMODATING The 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 be preferred 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 cooperative relationship. • 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.
  • 11. C. AVOIDING The person does not immediately deal neither with his/her concerns nor the concerns of the other party. He/she does not confront the conflict. It could be a diplomatic withdrawal, a postponement till a better opportunity or to simply move away from a threatening 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, certain national 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.
  • 12. D. COLLABORATING Implies the intention to work with other people to find a solution that completely satisfies the needs of everyone. It means to go deep in the situation to identify the concerns of people involved and search alternatives. It could be to analyze a disagreement in order to learn from the perspective of others and solve some conditions that otherwise will have them competing for resources; or a confrontation and subsequent search of a creative 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.
  • 13. E. COMPROMISING The purpose is to find out a convenient and mutually acceptable solution that satisfies both 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 as collaborating. It could mean to share differences, exchange concessions or search a prompt 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.
  • 15. 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?
  • 17. MANAGEMENT OF BASIC EMOTIONS PAIN FEAR DISCOMFORT VICTIM RESCUER PERSECUTOR
  • 18. MANAGEMENT OF BASIC EMOTIONS JOY PLEASURE LOVE COMFORT CONTACT SATISFACTION HAPPINESS
  • 19.  Discomfort  Vulnerability  Accidents  Myths  Believes  Engagement  New ways to approach situations EMOTIONAL INTELLIGENCE AND STRESS MANAGEMENT
  • 20.  Smile  Stimulate nice memories  Switch technique  Creative visualization  Assertions  Social contact  Daily re-count TIPS TO MANAGE EMOTIONAL INTELLIGENCE
  • 21. Be here now Be at the service of others Let go of emotions Meditate Habits Strengthen attitude, calmness and gratitude TIPS TO MANAGE EMOTIONAL INTELLIGENCE
  • 23. 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?
  • 24. HOW TO ENSURE RESULTS IN TIMES OF UNCERTAINTY?
  • 25.  Execution Excellence  Trust  Do More with Less  Transform Fear into Commitment HOW TO ENSURE RESULTS IN TIMES OF UNCERTAINTY?
  • 26. EXECUTION EXELLENCE  Skills  Clear Objectives  Follow-up  Moving Average
  • 27.  Circle of Concern vs Circle of Influence  Method vs Result  Industrial Era vs Knowledge Era EXECUTION EXELLENCE
  • 28. TRUST  Dividends and Costs  Speed  Transparency, Commitment and Extent  Satisfied Customers vs Loyal Customers
  • 29.  Few things, the most importants  The harder the climb, the lighter the baggage  Restart  Focus and Strategy DO MORE WITH LESS
  • 30.  Anxiety  Distractions vs. Concentration  Psychological Recession  Manage Emotions  Resilient Attitude TRANSFORM FEAR INTO COMMITMENT
  • 31. Anyone can hold the helm when the sea is calm, but a true leader gets past the storm and keeps moving forward.