Transcript Analysis of daniel goleman’s “what makes a leader?

ANALYSIS OF DANIEL
GOLEMAN’S “WHAT
MAKES A LEADER?
LAUREN SMITH
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).
“FIVE COMPONENTS OF EMOTIONAL
INTELLIGENCE”
1.
2.
3.
4.
5.
Self-awareness
Self-regulation
Motivation
Empathy
Social skill
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.