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Leadership mind and heart
After this session, you should be able to:
• Recognise how mental models guide
your behaviour and relationships.
• Engage in independent thinking by
staying mentally alert, thinking
critically and being mindful rather than
• Break out of categorised thinking
patterns and open your mind to new
ideas and multiple perspectives.
• Begin to apply systems thinking and
personal mastery to your activities at
school or work.
• Exercise emotional intelligence,
including being self-aware, managing
your emotions, motivating yourself,
displaying empathy and managing
• Understand the differences between
transactional and transformational
leadership, and have a clearer idea of
which style you generally prefer.
• Mental models are theories people hold
about specific systems in the world and
their expected behaviour.
• Leaders should be aware of how their
own and others’ mental models affect
thinking and may cause blind spots that
limit understanding and effectiveness.
Example of a mental model
Developing a leader’s mind
Moving to a new mental model
• Eight categories or families of emotions
– Anger, sadness, fear, enjoyment, love,
surprise, disgust and shame
Components of emotional
Leading with fear
Often meets organisational needs
Lose the best people
Lose the knowledge they have
Creates avoidance behaviour
Inhibits growth and change
Weakens trust and communication
People feel powerless
No-one takes risk
Leading with love
• A relationship in which one person feels
a loyalty towards – genuinely wishes
the best for – another.
• Love as motivation.
• Love as feelings.
• Love as action.
Fear and love
• Fear-based motivation (lower needs):
– I need a job to pay for my basic needs. You
give me a job, and I will give you just
enough to keep my job.
• Love-based motivation (higher needs):
– If the job and the leader make me feel
valued as a person and provide a sense of
meaning and contribution to the community
at large, then I will give you all I have to
• The basis of transactional leadership is
a transaction or exchange process
between leaders and followers.
• Transactional leaders:
Focus on the present
Excel at smooth running and efficiency
Follow the rules
• Transformational leadership is
characterised by the ability to bring
about significant change.
• Ability to lead change.
• Promote innovation.
• Focus on intangible qualities.
• Providing common ground.
• Based on personal values, beliefs and
• Develops followers into leaders.
• Elevates the concerns of followers from
lower-level physical needs to higherlevel psychological needs. • Inspires followers to go beyond their
own self-interest for the good of the
• Paints a vision of desired future state
and communicates it in a way that
makes the pain of change worth the
• Mental models.
• Developing a leader’s mind.
• Emotional intelligence – leading with
heart and mind.
• Transactional versus transformational
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