LYB BI Assessment Initial Findings

Review of Daniel Goleman’s
Harvard Business Review Article
What Makes a Leader?
LAS Capstone - Leadership Module Presentation
November 26, 2012
In collaboration with
What Makes a Leader?
Emotional Intelligence – Daniel Goleman
Daniel Goleman, psychologist, journalist, and best-selling
author of the book, “Emotional Intelligence” shares his
research on Leadership with an article in Harvard Business
Review in 1998 entitled “What Makes a Great Leader?”
“Emotional Intelligence (EQ) is the sine qua non of
(Or the most essential ingredient to leadership)
“Effective Leaders are alike in one
crucial way: they all have an high
degree of Emotional Intelligence”
In collaboration with
What is Emotional Intelligence?
 What Makes a Leader? Emotional Intelligence
5 Components of Emotional Intelligence
Many companies promote technical and analytically gifted
individuals but according to Goleman, it is Emotional Intelligence that
matters most.
Emotional intelligence (EI) is the ability to identify, assess, and
control the emotions of oneself, of others, and of groups.
According to Goleman, effective leaders are alike in one
crucial way: they all have a high degree of Emotional Intelligence
Within this article Goleman defines the five Components of Emotional Intelligence
necessary for high performing leaders
 Emotional Intelligence Critical for Leadership
– Goleman’s study of traits of “What makes a great leader”, found that Emotional Intelligence is twice as
important as technical skills and IQ. Especially at the executive levels where technical abilities aren't as
– As the world’s major corporations globalize, EI is essential for the ever changing landscape
Globalization equals change, mergers and acquisitions require high degrees of sensitivity and negotiation skills
– How to recognize attributes of leaders with high degrees of Emotional Intelligence
Sensitive to emotional needs and perspective, high degree of self awareness, empathy for employees and peers
Long-term focused, fostering relationships and partnerships for the future, Popular with both peers and team members,
creates loyalty and coaches & mentors young leadership
In collaboration with
Five Components of Emotional Intelligence
 Self-confidence
 The ability to recognize and understand your moods,
emotions, and drives, as well as their effect on others
 Realistic self-assessment
 Self-deprecating sense of humor
 The ability to control or redirect disruptive impulses or
 The propensity to suspend judgment – to think before acting
 A passion to work for reasons that go beyond money and
 A propensity to pursue goals with energy and persistence
 Trust worthiness and integrity
 Comfort with ambiguity
 Openness to change
 Strong drive to achieve
 Optimism, even in the face of failure
 Organizational commitment
 Expertise in building and retaining talent
Social Skill
 The ability to understand the emotional makeup of other
 Cross-cultural sensitivity
 Skill in treating people according to their emotional reactions
 Service to clients and customers
 Proficiency in managing relationships and building networks
 Effectiveness in leading change
 An ability to find common ground and build rapport
 Persuasiveness
 Expertise in building and leading teams
In collaboration with
Emotional Intelligence - Self-Awareness
 Self-Awareness Definition
5 Components of Emotional Intelligence
– “Know thyself” – Self-Awareness means having a deep
understanding of one’s emotions, strengths, weaknesses, needs,
and drives. They are honest with themselves and others.
– People with high degrees of self-awareness recognize how
their feelings affect them, other people, and their performance
– Understands the impact of moods and perspectives of others
 Self-Awareness is Critical for Great Leaders
– Leaders who are self-aware can channel something negative into something positive.
– Martin Luther King Jr, in his “Letter from a Birmingham Jail”, spoke about channeling the anger of
blacks into the positive integration movement, a clear indicator of his self-awareness
– Self-aware leaders can work with difficult clients and situations, separating emotions & moods
– According to Ronald Burke’s “Why Leaders Fail”, leadership failure can be found in individuals who are
insensitive, aloof, abrasive, unaware of the impact of their actions on others.
– How to recognize Self-Awareness in Leaders?
Self-aware leaders can be recognized by their self-confidence, candor, and ability to assess oneself realistically
Know and are willing to talk about their limitations and strengths, they speak of lessons they learned
In collaboration with
Emotional Intelligence – Self-Regulation
 Self-Regulation Definition
5 Components of Emotional Intelligence
– Self-regulation is someone that is constantly in control of
themselves and “frees himself from being a prisoner of our feelings”
– Leaders with self-regulation are aware of their emotions, moods
and impulses and can channel them in useful ways
– Self-regulation is about balance and control, no one wants to
work for a “hothead” or an unstable leader or boss
 Self-Regulation is Critical for Great Leaders
– Great leaders are self-aware maintaining their emotional balance in difficult situations
– Leaders who are in control of their feelings and impulses, or reasonable, are able to create environments
of trust and fairness. This reduces political infighting and increases performance.
– Talented people flock to Self-regulated leaders thereby reducing attrition and retaining top talent
– How to recognize Self-Regulation in Leaders?
Propensity for reflection and thoughtfulness
They are comfortable with ambiguity and change
– According to Ronald Burke’s “Inspiring Leaders”, great leaders are adept at change, flexibility, and can
adapt to the challenging environment, all part of the self-regulation component of emotional intelligence
In collaboration with
Emotional Intelligence – Empathy
 Empathy Definition
5 Components of Emotional Intelligence
– Most identifiable component of Emotional Intelligence
– For great leaders, empathy means thoughtfully considering
employees’ feelings-along with other factors- in the process of
making intelligent decisions
 Empathy is Critical for Great Leaders
– Empathy is critical to great leadership today because of three reasons:
The Increased use of teams – Different personalities and teams with equal power base require soft skills
Rapid pace of globalization – More understanding of cross-cultural issues
Growing need to retain talent – Good resources are scare and retention is of the utmost importance
– In Eagly & Carli’s, “Women and the Labyrinth of Leadership”, women have show great leadership
abilities due to their natural empathy and ability to understand perspectives of peers and employees
– How to recognize Empathy in Leaders?
As leaders they have low attrition rates and attract a large following
They are natural coaches and mentors, develop large talent pools of high performing motivated teams
They are effective communicators and can sense the right time and place for certain language
In collaboration with
Emotional Intelligence – Social Skill
 Social Skill Definition
5 Components of Emotional Intelligence
– Social Skills concerns managing one’s relationships with others
– Goleman describes Social Skills as more than friendliness but
sociability with purpose, moving people in the desired direction
– Social skills are useful in leaders because they allow an
individual to socialize and build networks across divisions,
nations, and even cultures.
 Social Skill is Critical for Great Leaders
– Leaders who have great Social Skill intuitively manage relationship effectively, no leader is an island and
managing people to ensure that task’s are completed is the core to the effectiveness of any leader
– Social Skills is critical at the highest level as managing people effectively requires them to be adept at
collaboration and building social networks with which to align organizations
– How to recognize Leaders with Social Skills
Knack for finding common ground with people, building rapport
Have large social and business networks with which they can draw upon
Focus on long-term value or relationship, more future oriented
In collaboration with
Emotional Intelligence – Motivation
 Motivation Definition
– Every effective leader, has motivation, they are driven to achieve
5 Components of Emotional Intelligence
beyond expectations- their own and others
– Leaders with motivation are driven by a deep embedded desire
to achieve for the sake of achievement
– These leaders are driven beyond the desire for physical rewards
rather than things such as big salaries, titles, and power
 Motivation is Critical for Great Leaders
– Great leaders are driven by a passion for the work itself often driven to succeed regardless of the cost
– Leaders with motivation seek out creative challenges and take great pride in their work
– According to Robert Kelley’s, “In Praise of Followers”, great followers are much like great leaders in
that they are motivated and driven towards results and high performance
– How to recognize Leaders with Motivation
Love to learn and lifelong learners
Restless with the status quo
Eager to explore new approaches to their work
In collaboration with
Two Profiles of Emotional Intelligence
Martin Luther King Jr.
Otto Adolf Eichmann
 American Clergyman,
 German Nazi SS Lt
activist, and leader of
the American Civil
Rights Movement
 Major Organizer of the
“Final Solution of the
Jewish Problem”
 Best know for the
advancement of civil
rights using nonviolent
civil disobedience
 Facilitated and managed
the logistics of the mass
deportation and
extermination of Jews in
Eastern Europe
 Iconic leader of the civil
rights movement
Martin Luther King Jr. was an iconic leader with a
high-degree of Emotional Intelligence in that he
displayed the following:
Adolf Eichmann shows a low-degree of
Emotional Intelligence in that he displayed the
 Tremendous self-regulation and self-awareness as
 Low self-awareness due to boasting of deeds
he maintained nonviolent protests in the face of
violent and racist organizations
 High degree of empathy since he organized and built
over 60 organizations and large teams
that were clearly untrue; the statement where he
says he killed five million Jews”
 Zero empathy, leading the slaughter of millions of
women and children
 High amount of Social Skill and Motivation since he
 Eichmann did show some social skill in building &
successfully lead a civil disobedience movement in
the face of social and political persecution
leading teams for the logistics of the final solution
In collaboration with

similar documents