WHAT MAKES A

LEADER

by Daniel Goleman

Presented by: Swati Sudhakaran

INDEX

Background of the Research Introduction to Emotional Intelligence 5 components of Emotional Intelligence Conclusion

BACKGROUND OF THE RESEARCH

Daniel Goleman first brought the term Emotional Intelligence with his 1995 book. Goleman found that while the qualities traditionally associated with leadership- viz intelligence, toughness, determination and vision are required for success, they are insufficient. Effective leaders are also distinguished by a high degree of Emotional Intelligence (EI), which includes self-awareness, self-regulation, motivation, empathy and social skill. These qualities may sound soft and unbusiness like, but Goleman found direct ties between emotional intelligence and measurable business results. When he calculated the ratio of technical skills, IQ and EI as ingredients of excellent performance, EI proved to be twice as important as the others for jobs at all levels. Moreover, his analysis showed that the higher the rank of a person considered to be a star performer, the more EI capabilities showed up as the reason for his or her effectiveness. When he compared star performers with average ones in senior leadership positions, nearly 90% of the difference in their profiles was attributable to EI factors rather than cognitive abilities!

INTRODUCTION
What is Emotional Intelligence? A form of intelligence relating to the emotional side of life, such as the ability to recognize and manage one's own and others emotions, to motivate oneself and restrain impulses, and to handle interpersonal relationships effectively. Scientific inquiry strongly suggests that there is a genetic component to EI. Psychological and developmental research indicates that nurture plays a role as well. Research and practice clearly demonstrate that EI can be learned.

5 COMPONENTS OF EMOTIONAL INTELLIGENCE AT WORK

Self- Awareness Self- Regulation Motivation Empathy Social Skill

SELF- AWARENESS: The ability to recognize and understand your moods, emotions, strengths/weakness, drives, values and goals and their impact on others.
Hallmarks: They are neither overly critical nor unrealistically hopeful, they are honest with themselves and others. They can be recognized by their self confidence as they have firm grasp of their capabilities and less likely to set themselves up to fail. Have a self-depreciating sense of humor. They are comfortable talking about their limitations, strengths and often demonstrate a thirst for constructive criticism

Key findings: Daniel Goleman research indicates that when they look for potential leaders senior executives dont often give self-awareness the credit it deserves, as they mistake being open about ones feelings for wimpiness and fail to give due respect for employees. In fact the opposite is true as in first place generally admire respect honesty. Leaders are constantly required to make judgment calls that require an honest assessment of their own capabilities and those of others

SELF- REGULATION: The ability to control or redirect disruptive impulses and moods. Also tendency to suspend judgment -to think before acting.
Hallmarks: They are able to create an environment of trust and fairness. People who have mastered their emotions are able to roll with the changes. Integrity an ability to say no to impulsive urges.

Key findings: People who can master their emotions are sometimes seen as cold fish their considered responses are taken as lack of passion. People with fiery temperaments are frequently thought as classic leaders their outburst are considered hallmarks of charisma and power. However, when such leaders make it to the top their impulsiveness often works against them. Extreme displays of negative emotion have never emerged as driver of good leadership.

MOTIVATION: A passion to work for reasons that go beyond money or status. The tendency to pursue goals with energy and persistence.
Hallmarks:
Passion for the work itself and new challenges Unflagging energy to improve Optimism in the face of failure

Key findings: Motivation to achieve translates into strong leadership. If you would set the performance bar high for yourself, you will do the same when you are in position to do so. If you have the drive to surpass goals and have an interest in keeping scores it can be contagious. Optimism and Organization Commitments are fundamental for leadership. Leaders with these traits can often build a team of managers around them with the same traits.

EMPATHY: The ability to understand the emotional make-up of other people. To consider others feelings especially when making decisions. Skill in treating people according to their emotional reactions.
Hallmarks:
Expertise in attracting and retaining talent Ability to develop others Cross Cultural sensitivity

Key findings: Empathy doesnt get much respect in business. People wonder how leaders can make hard decisions if they are feeling for al the people who will be effected. But leaders with empathy do more than sympathize with people around them. They use their knowledge to improve their companies in subtle and Important ways.

SOCIAL SKILL: Proficiency in managing relationships and building networks. An ability to find common ground and build rapport.
Hallmarks: Effectiveness in leading change Persuasiveness Expertise in building and leading teams

Key findings: Social Skills is considered a key leadership capability in most companies when compared to other components of emotional intelligence. Leaders need to manage relationships effectively and need to get work done through other people and social skills make that possible. A leader who cannot express empathy may as well not have it all and a leaders motivation will be useless if he cannot communicate his passion to the organization. Social Skills allows leaders to put their emotional intelligence to work.

CONCLUSION
Reasons why LEADERS should cultivate EI: To become self-aware and to be able to recognize their emotions as they happen as result they are able to address the problem and any further complications. Able to regulate themselves and stay in control and are unlikely to rush into hasty decisions and let their anger take over their behavior. Able to clearly convey directions and know what to say in order to inspire and motivate others. Able to handle conflicts and provide resolution, resolve any disagreements that arise between employees, customers and other parties. IQ and Technical capabilities are not important ingredients in strong leadership but the recipe would not be complete with EI . We are born with certain levels of EI, but we strengthen these abilities persistence, practice, feedback from colleagues or coaches.

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