Intelligence

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Intelligence Leadership

• Management 412
• Davide Secchi
• secchi.davi_at_uwlax.edu

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The Diamond Model of Leadership
LEADER
Developing influence
Strategic thinking
OTHERS
TASKS
Commitment to the strategy
Design
Bonding to the organization
Managing change
ORGANIZATION
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Recent research on intelligence

• Many intelligences
• Verbal
• Mathematical-logical
• Spatial
• Kinesthetic
• Musical
• Interpersonal
• Intrapersonal

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Intellectual intelligence

• This is the traditional way to think of, and
  measure intelligence
• Definition
• Overall mental capacity (???)
• Measures
• IQ
• GMAT

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Emotional intelligence

• It is the ability to manage your own emotions
• The process
• Recognition
• Management
• Concentration

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The strange case of Mr. Phineas P. Gage

• Accident
• One explosion went wrong and the iron enters
  Gages left cheek, pierces the base of his skull,
  traverses the front of his brain, and exits
  through the top of the head

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Gage was no longer Gage

• Before the accident
• Temperate habits
• Considerable energy of character
• Well balanced mind
• Smart businessman
• Persistent in executing all his plans of action

• After the accident
• Fitful
• Irreverent
• Indulge in the grossest profanity
• Little deference to his fellows
• Impatient
• Capricious and vacillating
• A child in his mental manifestations

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Why is this sad story worth telling?

• Gages story tells something on the fact that the
  human brain has a part that is dedicated to
  reasoning and to the social dimension of it
• Gage lost something uniquely human, the ability
  to plan his future as a social being

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Gages brain revealed

• The injury did not touch the motor or the
  language areas of the brain
• The damage was more extensive on the left
  hemisphere, and on the anterior sector of the
  frontal region

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Gages brain revealed

• The damage compromised prefrontal cortices in the
  inner surfaces, while preserving the external
  aspects of them
• Recent investigations have highlighted that this
  area is critical for decision-making

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Main implications

• This story (and other recent ones) tells that
  individuals with damages on the inner part of the
  prefrontal cortices experience
• decision-making defect
• social behavior defect
• preserve higher-order neuropsychological
  functions (conventional memory, language, basic
  attention, basic working memory and reasoning)
• reduction in emotional reactivity and feeling

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In Colder Blood

• There has never been any doubt that, under
  certain circumstances, emotion disrupts reasoning
• However, we normally conceive emotions as a
  supernumerary mental faculty, an unsolicited,
  nature-ordained accompaniment to our rational
  thinking
• If emotion is pleasurable, we enjoy it as a
  luxury if it is painful, we suffer it as an
  unwelcome intrusion

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Experimental neuropsychology

• Evidence suggests that this region of the brain
  (plus the amygdala)
• Are involved in the processes of reason,
  especially in planning and deciding
• Are related to what we call rationality
• Play an important role in processing emotions
• Are needed to hold in mind, over an extended
  period of time, the image of a relevant but no
  longer present object

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Emotions and feelings

• Emotions
• They are states of the mind and body that are
  triggered only after an evaluative, voluntary,
  non-automatic mental process
• Feelings
• They are the representation of something that may
  or may not relate to emotions

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Social quotient

• It is the ability to deal with the others
  emotions (narrowly defined)
• The process
• Recognition
• Listening, emphasizing, caring
• Helping

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Homo economicus

• The only goal is utility maximization
• She or he is hedonist
• She or he is selfish
• She or he got full access to the information
• She or he is perfectly (fully) rational
• She or he has unlimited cognitive capabilities

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Case 1

• You must buy a laptop

HE case
R case
1,500
The price is considered as connected to laptop
characteristics
The price is a perfect synthesis of all
information you need
Trademark, processor, price, preferences,
sellers ability, warranty terms, etc. lead you
to your choice
The match between computer price and your
preferences leads you to the best choice
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Case 1

• Soon, you realize that there is a friend of yours
  that pays his studies in computer science at UWL
  working at Best Buy as a computer seller.
• He is an expert, fond of computers, analyzes your
  case, and suggests what he presents should be te
  best choice for you

is this your or my interest?
well thanks!
HE case
R case
Your friend is a utility maximizes, as you are,
so
You think your friends advice has a value, and
bring you to take it into serious consideration
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Why do we consider our friends advice?

• Behavioral rationale
• trust
• friendship
• empathy

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Introduction to docility

• As to Simon, altruist individuals show a
  significant character they are docile
• In order to survive, humans are docile, in the
  sense that our fitness is enhanced by the
  tendency to depend on suggestions,
  recommendations, persuasion, and information
  obtained through social channels as a major basis
  for choice.
• Simon 1993, p. 156

THE PASSIVE SIDE
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A new definition of docility

• Docility is the tendency to depend on
  suggestions, perceptions, comments, and to gather
  information from other individuals, on the one
  hand, and to provide information, on the other.
  
• Bardone Secchi 2006 Secchi Bardone 2007

ACTIVE AND PASSIVE SIDES
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to be more specific

• The active side can be further articulated into
  three main elements thus, docility can be viewed
  also as the tendency
• to share ones own information
• to give a public and social dimension to ones
  thought/work
• to render communication easier by creating,
  maintaining, and developing standards.
• Magnani, Bardone Secchi, 2006 Secchi
  Bardone, 2007

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Equilibrium in the 3-player model
q(oD) 0.25 q(sD) 0.25 P(D) 0.008 z
0.875 w 1.875 r 0.5 m 0.75 d(oD)
0.038 d(sD) 0.042 g 0.02
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Change quotient

• The CQ is related to the ability to
• recognize
• manage, and
• master
• the process of change.

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The Six Variables that Make you Leader

• Management 412
• Davide Secchi
• secchi.davi_at_uwlax.edu

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Your need for leadership

• Do you want to be a leader or do you want to
  achieve higher aims?
• VABEs
• Commitment to your goals
• What is the context?
• Work
• Home/private
• Could you still be leader at work if your life is
  more family-oriented, i.e. if your goals are
  private ones?
• Is powerful or successful leadership exclusive?

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The Six Variables

• Center
• Possibilities
• Others

• Support
• Relentless
• Measure

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1. Clarifying Your Center

• Simple questions
• Who are you?
• What you want most from your life?
• What is your life mission?
• Who do you think you are?
• Your identity and effectiveness of your
  leadership style

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1. Clarifying Your Center (2)

• Clarifying what you stand for
• Things that
• move your imagination, dreams, leisure moments
• make you speak for hours
• make you smile
• you want to spend a life on
• This defines the way you feel engaged

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1. Clarifying Your Center (3)

• Developing character
• Means or goals?
• Treating others as means or as goals per se
  (Kant)
• This is related to the moral dimension

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2. Clarifying What Is Possible

• This is about your vision
• Ability to define mental images or frameworks of
  what will (deserve, think to, or should) happen
• Scenario building (finance technique)
• Ways to feed your imagination
• Read from different sources
• Write with a purpose
• Play games
• Play music, sport,
• Have spare time
• Most important always be curious

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3. Clarifying What Others Can Contribute

• Will you be able to get commitment from other
  people?
• Assumptions about others
• Focus on problems
• Focus on talents
• Empowerment as a technique
• Most important and difficult task
• Identifying peoples capabilities
• Value peoples capabilities properly

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4. Supporting Others

• Get in contact with other people
• Understanding the tools you may use
• Changing environment
• Information technology
• Roles people play
• Information is the key for gaining, and providing
  support

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5. Being Relentless

• How strong is your will to pursue your goal?
• Understanding, and analyzing alternatives
• Choosing what you want out of that
• Try harder and harder to get what you deserve
• How could you develop commitment?

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6. Measuring And Celebrating Progress

• The importance of positive feedback
• What to measure?
• Outcomes
• Commitment
• Engagement
• Empowerment
• How to measure?
• Think positive!