TRAINING WORKSHOP REPORT

Effective Leadership through Emotional Intelligence

(Sigelege Beach Resort in Salima)
From 13th to 14th June, 2024

By

Linet Chingalu Bello

(Ngabu Ginnery Operations Officer)

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Contents
Introduction .................................................................................................................................................. 3
Workshop sessions and Discussions ............................................................................................................ 3
Day one (13th June) ....................................................................................................................................... 3
Top 10 Leadership concepts ......................................................................................................................... 3
VUCA Leadership concept ........................................................................................................................ 3
The power of coaching ............................................................................................................................. 4
The Art of Storytelling .............................................................................................................................. 4
Who, Not How .......................................................................................................................................... 4
Radical Candor .......................................................................................................................................... 4
Inclusive Leadership ................................................................................................................................. 5
Building High-Performance Teams ........................................................................................................... 5
Exploring Leadership Styles ......................................................................................................................... 5
Servant Leadership ................................................................................................................................... 5
Transactional Leadership.......................................................................................................................... 5
Transformational Leadership ................................................................................................................... 6
Authoritative Leadership ......................................................................................................................... 6
Autocratic Leadership............................................................................................................................... 6
Democratic Leadership ............................................................................................................................. 6
Laissez-Faire Leadership ........................................................................................................................... 6
Day Two 14th June,2024................................................................................................................................ 7
EMOTIONAL INTELLIGENCE AND LEADERSHIP ............................................................................................ 7
Five EI Competencies................................................................................................................................ 7
Four Primary Emotions............................................................................................................................. 7
Emotional Intelligence in the Workplace ................................................................................................ 7
Practical Strategies for Leaders to promote EI in their Organizations ............................................... 7
Conclusion .................................................................................................................................................... 8

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Introduction
The training was organized by the Malawi Confederation Chambers of Commerce and Industry (MCCCI)
and was facilitated by Mr Amakhosi Jere. The main aim of this training was to equip individuals in leading
roles of various organizations with actionable insights and practical tools that will enhance their
leadership effectiveness, improve team dynamics and create a positive climate in their workplaces.

According to the training attended, Emotional Intelligence (EI) refers to the ability to recognize,
understand, manage own and other people’s emotions. ‘’The ability to connect with the hearts of others.
Not to judge. Not to change. But to connect. It is not about imposing our own perspectives or seeking to
alter others, but creating a genuine connection, a bridge across emotional divides.’’ Maya Angelou

Workshop sessions and Discussions

Day one (13th June)

The first day of the training dwelt much on the topic of Leadership and the following concepts
were defined and discussed.
i. A leader: refers to a person who leads, guides and directs others.
ii. A manager: refers to an employee of the organization responsible for its management.
iii. Leader vs Follower: when one is leading a team, the team members should not be taken
and treated as followers. They should rather be empowered to be leaders as well. They
should be inspired so that in a scenario where the leader falls, they should be able to
stand on their own.
A leader must therefore possess the following attributes:
➢ Coaching
➢ Problem solving
➢ Time, goal, numbers and quality management
➢ Must speak in performance
➢ Must communicate more, faster and clear

After a thorough discussion on the difference between a leader and a manager and their attributes, it
was discovered that every organization/company needs employees who consider themselves leaders
and not managers for its growth and success. This is so because a leader is directly involved on the
ground unlike a manager.

Top 10 Leadership concepts

Among other leadership concepts, the training focused on the ones discussed in this section since they
are believed to elevate one’s leadership impact and unlocking the true potential of a leader.

VUCA Leadership concept

• V-volatility: leaders must be able to respond rapidly to a changing and unpredictable business
environment.
• U-uncertainty: leaders must navigate unfamiliar territory and make decisions without the benefit
of past experiences or data, as the case with the rapid pace of digitization.

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 • C-complexity: leaders must understand and manage the interdependence between various parts
of the organization.
• A-ambiguity: leaders should be able to create an environment where employees ‘’discover’’
where they are, where the company is going, and how they fit into the organizational story and
can move accordingly.

The power of coaching

• The GROW model: this is a powerful coaching framework that helps leaders unlock the potential
of their teams. It has four key components namely: Goal, Reality, Options and Way Forward.
• Powerful coaching Questions: Effective coaches ask thought-provoking questions that help their
team members gain clarity, explore options, and commit to action.
• Unlocking Potential: Coaching is about helping people learn rather than teaching them. By
stepping back, asking powerful questions and staying curious, leaders can inspire their teams to
take ownership and maximize their performance.

The Art of Storytelling

• Relevance: effective leadership storytelling starts with understanding your audience and tailoring
the narrative to their needs and interests.
• Authenticity: authentic stories that connect on a human level are more impactful than polished
corporate narratives.
• Simplicity: the most compelling stories are often the ones that are concise and focused, with a
clear message and purpose.
• Inspiration: great leadership stories have the power to inspire and motivate teams, driving them
to achieve their goals.

Who, Not How

• Expand Impact: by focusing on ‘’who’’ can help you achieve your goals, rather than ‘’how’’ to do
it yourself, leaders can multiply their impact and reach new heights.
• Expand Time: delegating tasks to the right people frees up a leader’s time, allowing them to
focus on higher-level strategic priorities.
• Expand Relationships: collaborating with strategic partners and mentors can help leaders access
new resources, expertise, and opportunities for growth.
• Expand Boundaries: by shifting their mindset from ‘’how’’ to ‘’who’’, leaders can unlock new
goals and possibilities that were previously out of reach.

Radical Candor
• Care Personally: Radical Candor requires leaders to demonstrate genuine care and empathy for
their team members.
• Challenge Directly: leaders must be willing to provide honest, constructive feedback to help their
members grow.
• Build Trust: by balancing care and challenge, leaders can create an environment of trust and
open communication.

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Inclusive Leadership
• Self-Awareness: inclusive leaders have a deep understanding of their own biases and blind spots,
which allows them to lead with empathy and fairness.
• Emotional Intelligence: inclusive leaders possess a high level of emotional and cultural
intelligence, enabling them to connect with and understand diverse team members.
• Psychological Safety: inclusive leaders create an environment where team members feel safe to
take risks, share ideas, and challenge the status quo.

Building High-Performance Teams

• Psychological Safety: leaders must create an environment where team members feel safe to take
risks, share ideas, and learn from mistakes without fear of repercussions.
• Accountability: effective leaders strike a balance between fostering psychological safety and
holding their teams accountable for excellence, creating a ‘’learning zone’’ for high performance.
• The B-R-A-V-E Formula: leaders can cultivate high-performance teams by embodying the B-R-A-
V-E traits: Becoming a role model, Rollout tenets for a safe space, Advocating inclusivity,
Vouching for a learning culture, and Elevating feedback and coaching.

Exploring Leadership Styles

The training highlighted that as a leader, it is very important to know and understand the different types
of leadership styles. This knowledge can enable a leader to choose the styles that are more appropriate,
applicable, and beneficial to one’s workplace. The following leadership styles were discussed.

Servant Leadership
• People-First Mindset: servant leadership is all about putting the needs of the team first. A
servant leader believes that when employees feel professionally and personally satisfied, they
will produce their best work. The focus is on helping team members play to their strengths.
• Empowering Others: servant leaders work to empower their teams, giving them the resources
and support they need to succeed. The motto is ‘’You manage other people the way you would
like to be managed’’.
• Fostering Growth: by prioritizing the development and well-being of their team, servant leaders
help create a thriving, collaborative work culture where everyone can reach their full potential.

Transactional Leadership
• Reward and Penalty: transactional leadership is a ‘’give and take’’ approach, where leaders
reward or penalize employees based on the organization’s standards. This style can be effective
when employees are motivated by perks and benefits.
• Clear Expectations: in transactional leadership, everyone knows what to do, why to do it, and to
what standard. Performance is evaluated against predefined criteria and goals, making it well-
suited for repetitive, goal-oriented tasks.
• Efficient Execution: this leadership style focuses on efficient execution and maintaining the status
quo. Transactional leaders delegate day-to-day details to dedicated managers, allowing them to
focus on the bigger picture.

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Transformational Leadership
• Big-picture Thinking: transformational leaders are focused on the big picture, using their vision
and intellectual stimulation to create a thriving, openly communicative work culture.
• Inspiring Change: these leaders inspire their teams to think outside the box, challenge the status
quo, and embrace change. They empower their employees to reach new heights.
• Delegating Details: transformational leaders often delegate day-to-day details to dedicated
managers, allowing them to focus on the strategic direction and long-term goals of the
organization.

Authoritative Leadership
• Charismatic Presence: authoritative leaders have a natural charisma that attracts people to
them. They are confident, self-starters who are passionate about their work.
• Intelligent Influence: these leaders use their intelligence and charm to intelligently influence and
guide their teams, inspiring them to follow their lead.
• Decisive Action: authoritative leaders are not afraid to make tough decisions and take decisive
action, even in the face of uncertainty or opposition.

Autocratic Leadership
• Aggressive control: autocratic leadership is an aggressive, controlling style where the leader
expects prompt compliance and perfection from their followers. It leaves little room for input or
dissent.
• High Power Dynamics: autocratic leaders dictate instructions, policies, and activities, and expect
their followers to comply without question. This creates a clear power dynamic between the
leader and the team.
• Rigid Expectations: autocratic leaders have a ‘’my way or the highway’’ mentality, leaving little
room for flexibility or creative problem-solving. They demand strict adherence to their directives.

Democratic Leadership
• Collaborative Decision-Making: democratic leadership emphasizes the input and ideas of the
team, with the leader facilitating a collaborative decision-making process. This participative style
is widely embraced in the business world to which ADMARC belongs.
• Empowering Team Involvement: democratic leaders empower their teams to contribute their
thoughts and perspectives, fostering a sense of ownership and engagement among the group.
• Shared Responsibility: in this leadership style, the leader and the team share responsibility for
critical decisions, creating a sense of collective investment in the organization’s success.

Laissez-Faire Leadership
• Hands-off Approach: this style of leadership is a hands-off style where the leader delegates tasks
and responsibilities to their team, allowing for a high degree of autonomy and creativity.
• Empowered Team: this leadership style works best with skilled, self-motivated teams who don’t
require constant supervision. It allows for innovative ideas and new ways of doing things to
emerge.
• Minimal Intervention: Laissez-Faire leaders trust their team to handle the day-to-day operations,
only stepping in when necessary. They focus on the big picture and strategic direction of the
organization.

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Day Two 14th June,2024

EMOTIONAL INTELLIGENCE AND LEADERSHIP

The second day of the training unveiled more about Emotional Intelligence (EI) and how it can be used to
promote effective leadership in a workplace.

A definition by Daniel Goleman for Emotional Intelligence (EI) was given as follows: ‘’the capacity for
recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions
well in ourselves and our relationships.’’

Five EI Competencies
• Self-Awareness: the ability of a leader to understand yourself/your emotions
• Self-Management: the ability of a leader to manage yourself/your emotions
• Social Skill: the ability of a leader to manage others’ emotions
• Self-Motivation: refers to the confidence or resilience of a leader to bounce back

Four Primary Emotions

It was discussed that no human being is immune to emotions whether you are a leader or not. The
following are the four primary emotions to look at in a workplace:

• Mad: Angry, furious, livid, irate, infuriated, annoyed

• Sad: Depressed, distressed, miserable, heartbroken, unhappy, dejected, glum
• Glad: Happy, pleased, cheerful, joyful, delighted, thankful, relieved, content, excited
• Scared: Afraid, terrified, fearful, nervous, worried, anxious

Emotional Intelligence in the Workplace

Under this section, it was discussed that in today’s dynamic business landscape, Emotional Intelligence
(EI) is no longer a mere advantage but a critical competency for leaders. It is therefore by fostering a
culture that values and nurtures EI through which organizations can be able to unlock a wealth of
benefits, including increased employee engagement, improved communication, stronger team cohesion,
and enhanced overall performance.

Practical Strategies for Leaders to promote EI in their Organizations

1. Lead by Example: The Foundation of EI
This can be achieved if a leader has the following attributes:

➢ Self-Awareness
➢ Self-regulation
➢ Empathy
➢ Motivation

2. Invest in training and Development through:

➢ Workshops and Seminars
➢ Coaching and Mentoring
➢ Self-Assessment Tools

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 3. Foster Open Communication and Feedback through:
➢ Encouraging a culture where constructive feedback is given and received openly and respectfully.
➢ Maintaining an Open-Door Policy.
➢ Conducting regular Check-Ins.

4. Recognize and Reward EI through:

➢ Acknowledging EI behaviors publicly.
➢ Providing Incentives to employees who demonstrate exceptional EI.
➢ Developing a formal recognition program that celebrates employees who embody the
organization’s values and demonstrate exceptional EI.

5. Foster a Collaborative Environment through:

➢ Organization of team building activities that promote trust, collaboration and understanding
among team members.
➢ Encouraging inclusive leadership practices that ensure all team members feel valued, heard and
respected.
➢ Creating a culture where open and honest dialogue is encouraged.
➢ Promoting collaboration across departments and teams to foster cross-functional learning and
innovation.

6. Integrate EI into Decision-Making by:

➢ Incorporating emotional considerations into decision-making processes, understanding how
decisions will impact team morale, engagement and overall performance
➢ Communicating decisions transparently, explaining the rationale behind them
➢ Encouraging input from a diverse range of team members, considering their emotional
perspectives and experiences to ensure a well-rounded decision-making process.

Day two sessions also involved group discussions, individual tasks and presentations to help the
participants have a better understanding of the concepts and also to relate them to their various
workplaces.

Conclusion
Allow me to express my sincere gratitude to the Executive Management for granting me this great
opportunity to be part of this training. I have learnt a very important aspect of leadership and I believe it
will help me perform my roles way better than before. I am very excited to study my team so that I can
understand them and be able to know the best leadership style that suits my workplace.

The facilitator also encouraged that these great lessons should not end here, rather organizations should
further organize internal trainings so that the knowledge can be passed on to other leaders within the
organization. This is very helpful and more practical in the sense that, the more the leaders who are
aware of EI and are applying it in their leadership, the higher the chances of an organization to succeed.