What makes a leader? Daniel Goleman

1. What makes a leader?Daniel Goleman Group (1): Phuong Nguyen, Cheng Tsai, Quan Le, LanThoong, Jiaqing Lu

2. Introduction Daniel Golemanby Phuong Nguyen • An author, psychologist, and science journalist who received Ph.D. from Harvard. • Co-chairman of the Consortium for Research on Emotional Intelligence in Organizations • Co-founder of The Collaborative for Academic, Social and Emotional Learning. • Member of the board of directors of the Mind and Life Institute. http://www.danielgoleman.info

3. IntroductionDaniel Goleman • Since 1977: Start writing books. Two of his eleven books were best-selling books globally • 1995: First introduced the notion of “Emotional Intelligence” (EI) • 1998: First applied EI to business. • Since 1990s: • HBR: “A ground-breaking, paradigm-shattering idea” • EI has become popular and adopted by many educators and organizations: US Air Force, L’Oreal, American Express http://www.eiconsortium.org/reports/business_case_for_ei.html

4. Overview • “IQ and technical skills are important, but emotional intelligence is the sine qua non of leadership” • Emotional Intelligence (EI): ability to understand emotions and effectively manage relationship

5. Article Summary • EI distinguishes outstanding leaders • Linkage to performance • Components of EI • EI can be learned

6. EI distinguishes outstanding leadersBy Cheng Tsai • High degree of EI is of paramount importance to be an outstanding leader. • IQ and technical skills are “threshold capabilities” for an executive position. • Without EI, a person who are highly skilled, highly intelligent with creative ideas and sharp analytical mind will not become a great leader.

7. Linkage to performance Goleman carried out a survey of star performers at senior levels in 188 big companies. The study pointed out that: • EI contributes the greatest part to a manager’s success (90% of the difference in leader profile) • EI proves to be twice as important as technical skills and cognitive skills in excellent performance

8. Linkage to performance A research by David McClelland in 1996 in the U.S., Asia, and Europe showed that: • Divisions under leaders with high EI outperformed annual earnings objectives by 20% • Divisions under leader without EI or low EI underperformed by roughly 20%

9. Components of EI By Phuong Nguyen • Personal competence (Self-management skill) • Self-awareness • Self-regulation • Motivation • Social competence • Empathy • Social skills

10. Self-awarenessConcept “Have a deep understanding of one’s emotions, strengths, weaknesses, needs, and drive”

11. Self-awarenessTraits • Self-confidence • Understand the effect of one’s own feelings on people and job performance • Know one’s own goal and values • Capable of self-realistic assessment • Be honest with oneself and others • Not overly critical or unrealistically hopeful • Be humorous in a self-deprecating way • Willing to discuss one’ own drawbacks • Strong desire for constructive criticism

12. Self-awarenessPerception Negative Positive • Consider people who are honest about their weaknesses as wimpish, “not tough enough” to be leaders • Often self-aware people are admired and respected

13. Self-awarenessExample Highly self-aware leader Lack of self-awareness • “I refused that job because it doesn’t match my long-term goal” • “I accepted that job because they offered good money, but then I felt meaningless and bored”

14. Self-regulationConcept • The ability to control feelings and impulses, and “channel them in useful way” • Think before taking action

15. Self-regulationTraits • Integrity • Reasonable and fair • Trustworthy • Flexibility, adaptability • Comfortable with ambiguous and uncertain environment • Open to change

16. Self-regulationPositive impact on organization • Enhance trust, fairness • Reduce conflicts, create a comfortable working environment • Improve productivity • Capable of adjustments to the changing environment

17. Self-regulationExample A self-regulated leader Lack of self-regulation • “Maintain a grim silence, glaring at every one before stalking off” • Carefully analyze the situation before making judgment • “Pound on the table in anger or kick over a chair” • “Leap up and scream at the group”

18. MotivationConcept • “A passion to work for reasons that go beyond money and status” • “A propensity to pursue goals with energy and persistence”

19. MotivationTraits • Desire for achievement • Take pride in high performance • Willing to learn • Optimistic • Strong commitment to the organization

20. MotivationExample Highly self-motivated leader Lack of motivation • “I keep track of profitability and market share through effective measures” • “I am not sure about the prospect for the company performance. The result seems fuzzy to me.”

21. EmpathyConcept by LanThoong • The ability to understand the emotions and feelings of other people • Empathy does not mean trying to please everybody. It is the consideration of other people’s emotions and other factors to make decisions

22. EmpathyTraits • Capable of motivating and retaining talented people • “Develop and keep good people” • “Know when to push for better performance and when to hold back” • Understand the importance of cross-cultural difference • Expertise in customer service

23. EmpathyWhy empathy is necessary for leadership • Teamwork becomes more popular • The rapid growth in the process of globalization • Employee retention is increasingly pivotal for modern organizations

24. Social skillConcept • Expertise in building and maintaining relationship • Ability to reach agreement and keep a harmonized relationship with others

25. Social skillTraits • Outgoing but on purpose: to change people in the way they desire • Capable of leading change effectively • The highest level of EI which manifests other dimensions of EI: • Optimistic and cast their “glow” upon social encounters • Expert in convincing people • Be able to manage team effectively

26. Can EI be learned? • EI has genetic and natural origin but no one knows exactly the percentage of each. • EI grows together with age and it can be improved by appropriate training. • Classical method of training will have no effect or even bad effect for EI. • The program must have an emphasis on the “limbic” system. • Need the cooperation of client’s colleges or relatives

27. Question & Answer By Edward • QUESTION 1: Explain why IQ and technical skills are important, but EI is the sine qua non of leadership. • EI is an indispensible component of leadership and one of the key factors for success. • EI has proved its strong linkage to high performance and eminent leaders. • EI is necessary in modern organizations: more teamwork, fast speed of globalization, and increasing importance of human capital.

28. Question & Answer QUESTION 2: What is EI? Can EI be learned? • EI is the ability to understand emotions and effectively manage relationship. • EI can be learned.

29. Question & Answer QUESTION 3: How to improve EI? • Look at the way you interact with people. • Be modest and give others a chance to shine. • Do a self-evaluation honestly. • Keep your emotions under control in stressful situations. • Be responsible for your actions. • Estimates how your actions will affect others before taking action

30. Article Critique by Quan Le • Very concise, clear in delivering ideas • Practical • A great contribution to management and leadership

31. Article CritiqueDrawbacks • Goleman asserted that EI is twice as important as IQ and technical skills. Reality shows that this statement does not always hold true. • Walt Disney was a “typical controlling, creative, ego type. But in the end, Disney is still here today” (Smith, n.d.) • Martin Luther King, Mahatma Gandhi, and Nelson Mandela had different influencing styles and what made them became leaders was that they challenged the status quo (McCrimmon, 2009). • The formula for success: IQ, EI, technical skills. However, it also depends other factors: • Situational factors (Kotter & Schlesinger, 2008, p.138) • Contingency approach to the ever-changing environment • Social responsibility for sustainable success (Schermerhorn, 2009, p.107, 132)

32. Discussion • Confucius asserted that ethics, fairness, incisive mindset in making decision and taking action are important components of leadership (Rein,2009). • Try the best not for assets or power but for “discovery, realization and self-development” (Platts, 1994, p.250). • Lao-tzu listed honesty, fairness, industriousness, and being selfless as traits of effective leaders (McShane & Glinow, 2010, p. 361). • Plato extolled wisdom and logical thinking of great leaders(McShane & Glinow, 2010, p. 361). • The art of ruling, like the art of sailing, can be learned (Tanaka, 1998, p.788) Confucius Plato

33. Discussion by LanThoong • Fred Fiedler • Effective leadership depends on how to put existing styles to work in situation for which they are best fit (Schermerhorn, 2009, p.440) • Peter Drucker • Intergrity , trustworthiness, clear vision, consistency are of the most importance (Schermerhorn, 2009, p.451) Peter Drucker • Jim Collins • Great leaders focus on people and have desire to build long-term success • Great leaders are “self-effacing, quiet, reserved, even shy”, “a blend of personal humility and professional will” (Smith, n.d.) Jim Collins

34. THANK YOU! Any questions??