Presentation on theme: "LAUREN SMITH ANALYSIS OF DANIEL GOLEMAN’S “WHAT MAKES A LEADER?"— Presentation transcript:
LAUREN SMITH ANALYSIS OF DANIEL GOLEMAN’S “WHAT MAKES A LEADER?
WHAT IS THE “RIGHT STUFF?” Daniel Goleman opens his article with a quick reference about a leader who “fails” and a leader who “soars” when given similar opportunities. What determines who has the “right stuff” to be a truly great leader? Goleman believes each leadership situation is to be studied as unique but one common thread is undeniable—a high level of “emotional intelligence” (94).
EMOTIONAL INTELLIGENCE Don’t discount IQ or practical (“technical”) skills— these are important, too! These are necessary without saying—automatic requirements for a leader in a capacity. Goleman’s research supports the theory that successful leadership is nearly impossible without a high functioning level of emotional intelligence. Let’s explore ways to evaluate and determine a leader’s emotional intelligence.
COMPETENCY MODELS -PRE-SELECTION? According to Goleman, many industries are using experts to determine who has the “right stuff” for a justifiable and sensible promotion. Comprehensive models designed with each specific company’s needs in mind help experts such as psychologists determine which individual will most appropriately suit the company’s needs for a leader.
EMOTIONAL INTELLIGENCE WITHIN COMPETENCY MODELS Goleman’s research suggested emotional intelligence was “twice as important” as other skills such as intellect and cognitive skills (94). As the individual ascended within the ranks of a company, so then did their level of emotional intelligence ratio in relation to their leadership success. Goleman ties emotional intelligence directly to leadership success through this research. This is supported by works of famed late researcher david McClelland (94).
SELF-AWARENESS Defined by Goleman as “the ability to recognize and understand your moods, emotions, and drives, as well as their effect on others. Traits associated include: self-confidence, realistic self-assessment, self-deprecating sense of humor.
SELF-REGULATION Defined as “the ability to control or redirect disruptive impulses and moods; the propensity to suspend judgment-to think before acting” Traits include: trustworthiness and integrity, comfort with ambiguity, openness to change
MOTIVATION Defined as “a passion to work for reasons that go beyond money or status; a propensity to pursue goals with energy and persistence” Traits include: strong drive to achieve, optimism even in face of failure, organizational commitment
EMPATHY Defined as “the ability to understand the emotional makeup of other people; skill in treating people according to their emotional reactions” Traits include: expertise in building and retaining talent, cross-cultural sensitivity, service to clients and customers
SOCIAL SKILL Defined as “proficiency in managing relationships and building networks; an ability to find common ground and build rapport” Traits include: effectiveness in leading change, persuasiveness, expertise in building and leading teams.
INNATE OR LEARNED? While Goleman makes it clear that there are five key characteristics necessary to possess emotional intelligence, the question of whether this ability can be learned is slightly murkier. Goleman tells us what we already know—age brings wisdom and an increase in our emotional intelligence levels along with it. But—can we teach our younger contemporaries to possess the same level of emotional intelligence as individuals twice their age?
NEUROLOGICAL—BUT LEARNED AS WELL! Goleman tells us that emotional intelligence is in fact tied to the limbic system within the brain—no training is complete without including this portion of the neurological system! Goleman reminds the reader that when tested, an individual’s commitment to leadership will only strengthen if their enthusiasm for it is present as well, a paraphrase of Ralph Waldo Emerson (97).
CONCLUSION Leadership is fully achieved through emotional intelligence, which in itself can only be achieved through time, persistence, and commitment. Without emotional intelligence, leadership is ineffectual, remote, and distant. True leaders show empathy, humanity, and relate to their peers and subordinates alike.
WORKS CITED Goleman, Daniel. “What Makes a Leader?”. November-December 1998, Harvard Business Review.