1 / 15

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?”.

ona
Download Presentation

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

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Analysis of danielgoleman’s “what makes a leader? Lauren smith

  2. 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).

  3. 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.

  4. 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.

  5. 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).

  6. “Five components of Emotional intelligence” • Self-awareness • Self-regulation • Motivation • Empathy • Social skill

  7. 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.

  8. 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

  9. 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

  10. 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

  11. 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.

  12. 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?

  13. 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).

  14. 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.

  15. Works cited • Goleman, Daniel. “What Makes a Leader?”. November-December 1998, Harvard Business Review.

More Related