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What Makes A Leader?: Daniel Goleman

Daniel Goleman is a psychologist and science journalist who has written extensively about emotional intelligence. This document discusses Goleman's background and research on what makes a leader according to emotional intelligence. It covers the five main components of emotional intelligence: self-awareness, self-regulation, motivation, empathy, and social skills. Research showed that leaders with higher emotional intelligence consistently outperformed goals, while those with lower emotional intelligence underperformed. Overall, the document analyzes how emotional intelligence is key to effective leadership.

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Divyesh Dixit
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278 views34 pages

What Makes A Leader?: Daniel Goleman

Daniel Goleman is a psychologist and science journalist who has written extensively about emotional intelligence. This document discusses Goleman's background and research on what makes a leader according to emotional intelligence. It covers the five main components of emotional intelligence: self-awareness, self-regulation, motivation, empathy, and social skills. Research showed that leaders with higher emotional intelligence consistently outperformed goals, while those with lower emotional intelligence underperformed. Overall, the document analyzes how emotional intelligence is key to effective leadership.

Uploaded by

Divyesh Dixit
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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WHAT MAKES A LEADER?

DANIEL GOLEMAN
Group 1
Shami Aliyev
Ryan Davies
Sezen Inci
Ngan Tran
Haley Wimberly

INTRODUCTION
Background of Daniel Goleman
What makes a leader? & Evaluating

Emotional Intelligence (Haley)


Self-awareness & Self-regulation (Ryan)
Motivation & Empathy (Shami)
Social Skills, Question & Answer (Ngan Tran)

Background of Daniel Goleman


Daniel Goleman was born in March 7, 1946
Goleman received his Ph.D. degree from

Harvard University
He is author, psychologist, and science journalist
He wrote for the New York Times about

psychology and brain sciences for 12 years


He wrote more than 10 books about psychology,

education, science, and leadership

Background (cont.)
First book: The Varieties of Meditative

Experience published in 1977 (republishes as


The Meditative Mind in 1988)
Second book: Vital Lies, Simple Truths: The
Psychology of Self Deception (1985)
His book Emotional Intelligence (1995) was
on The New York Times bestseller list for 1.5
years
More than 5 million copies printed all around
the world in 30 different languages

Background (cont.)
Healing Emotions: Conversations with the Dalai Lama
on Mindfulness, Emotions, and Health (1997)
Working with Emotional Intelligence (1998)
What Makes a Leader? (1998)

The Emotional Intelligent Workplace (2001)


Primal Leadership (2001)
Destructive Emotions (2003)
Social Intelligence: The New Science of Social

Relationships (2006)
Ecological Intelligence: How Knowing the Hidden
Impacts of What We Buy Can Change Everything (2009)

Background (cont.)
Golemans developed an argument about:

non-cognitive skills are important as I.Q.


For work place success : Working with
Emotional Intelligence (Bantam Books, 1998)
For leadership effectiveness in Primal
Leadership (Harvard Business School Press,
2001)
Most recent bestseller book is Social
Intelligence: The New Science of Human
Relationships (Bantam Books, 2006)

Background (cont.)
Rewards:
Career Achievement award for journalism

from American Psychological Association


Received many journalistic awards for his
writings including 2 nominators for the
Pulitzer Prize for his articles in New York
Times
He was elected as a Fellow of the American
Association for the Advancement of Science

What Makes a Leader?


The right stuff
Situational
Threshold capabilities
The most effective leaders all have

emotional intelligence.

Emotional Intelligence
How can you
Find it in others?
Find it in yourself?
Components
Self Awareness
Self Regulation
Motivation
Empathy
Social Skill

Emotional Intelligence
Competency Models
188 companies were analyzed
Identify personal capabilities
Technical Skills
Cognitive Skills
Emotional Intelligence

Results
Intellect is a strong driver of outstanding

performers
Cognitive Skills are very important
Emotional Intelligence twice as important as IQ
and Technical Skills

David McClellan
Global Food and Beverage Company
Senior Managers Emotional Intelligence
Exhibited Capabilities
Outperformed yearly
earnings goals by 20%

Did Not Exhibit


Capabilities
Underperformed on
yearly earnings goals
by 20%

Same finding in US, Asia and Europe

Self-Awareness

Characteristics of a Self Aware Person (Truthful)


Realistic Self Assessment
Candid when admitting failure
Know their strengths & weaknesses
Ok with constructive criticism
Self confidence (know when to ask for help)

Example: Mid-level employee at meeting with the

company executives.
Will not just sit back and listen, she will contribute
Will give suggestions when knowledgeable about topic.
Will not over step her bounds. Very conscious of what she

knows and doesnt know.

Self-Awareness
Is Self-Awareness Wimpiness?
Sometimes managers read it that way
Dismiss possible leaders too quickly.
Opposite is more likely true. Could be more effective
leaders.
People who assess themselves HONESTLY, are well

suited to do the same for an organization.

Self-Regulation

Defined Being able to manage and control your


own emotions.

Example: Team gives a bad presentation to the


Board. Boss could do 1 of 3 things:
Pound the table and kick over a chair in anger
2. Yell and scream at the group
3. Take a deep breath, dont over react, and think
about how the team can improve for next time.
1.

Self-Regulation
Why does Self-Regulation matter?
Leaders stay calm and deal with the everyday changes in

the workplace.
Create an environment of trust & fairness
Many bad things happen in an organization because of
impulsive behavior.

People who have self-regulation are sometimes

seen as COLD and PASSIONLESS


In research, not beneficial to the company to have
leaders with emotional, impulsive behavior.

MOTIVATION
Definition - the psychological feature that arouses

an organism to action toward a desired goal

How can you identify motivation of people?


- external factors
- people who desire to achieve

External factors

- Big salary
- Being a part of prestigious company
People who desire to achieve

Passion for work


Creative challenges
Love to learn
Display an unflagging energy to do things better
Seem restless with status quo
Seek to do things more than one way
Explore new approaches

Example: Cosmetic company manager

Story illustrates common traits of people

- people with high levels of motivation might ask to be


"stretched" by their superiors
- people who are driven to do better also want a way of
tracking progress - their own, their team's, and their
company's
- people with high achievement motivation often keep
score by tracking such hard measures as profitability or
market share
- people with low achievement motivation are often fuzzy
about results

What happens when score is against them?


Self-regulation combines with achievement

motivation to overcome the frustration and


depression that come after a setback or failure
Example: Portfolio manager at a large investment
company saw an opportunity to prove she could lead
a turnaround
How motivation achieve a strong leadership?

EMPATHY
Definition- understanding and entering into another's

feelings
What is empathy means in business?

- empathy means thoughtfully considering employees


feelings-along with other factors - in the process of making
intelligent decisions
Example- two giant brokerage companies

- the difference between managers of these companies


Why Empathy is important?
- the increasing use of teams

- the rapid pace of globalization


- the growing need to retain talent

The increasing use of teams


- How a team leader has to be?
- Marketing manager example
The rapid pace of globalization
- How empathy helps global understanding
- American consultant with Japanese consultant
The growing need to retain talent
- what makes coaching and mentoring work best is the nature
of the relationship?
Finally, how leaders can use empathy when they make hard
decisions?

Social Skills

Expertise in building
and maintaining
relationship
Ability to reach
agreement and keep
a harmonized
relationship with
others

Recognizing Social Skills


Socially skilled people
Have wide circle of acquaintances
Find common grounds with people of all kinds
Easily building rapport

Adept at managing teams


Expert persuaders, negotiators
Know when to make emotional or rational appeal

Excellent collaborators
Spread to others passion for work
Driven to find solutions

Recognizing Social Skills (cont.)


May appear idle at work
Chat, joke, socialize with unrelated departments
Dont limit scope of relationships
Build wide network of contacts
Tomorrow, they may need help from the people they are
just getting to know today

Social Skills: Implications

Leaders need to manage relationship

Their task: get things done through others


Motivation, passion: must be communicated
Social skills make this possible
A key leadership capability
Allow leaders to put their
emotional intelligence to work

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 clients


colleges or relatives

Can EI Be Learned?
Nature
Genetics
Certain levels of empathy
Nurture
Environment and experiences
Research shows there is an interaction between the 2

variables that help to develop a strong leader.

Question and answer


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.

Question and 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.
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

Question and 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

Article Critique
Well written, concise. Distills leadership to its most

basic level
Useable by a wide range of readers
Clear in delivering ideas

A great contribution to management and

leadership

Expanded Researches
Confucius asserted that ethics, fairness,
incisive mindset in making decision and
taking action are important components of
leadership (Rein,2009).
Jim Collins
Great leaders focus on people and have
desire to build long-term success

Confucius

Great leaders are self-effacing, quiet,


reserved, even shy, a blend of personal

humility and professional will


Collins and Confucius both conclude that
good leaders always look after the people
around them, and that in so doing they
benefit everyone
Jim Collins

Expanded Researches
Plato extolled wisdom and logical

thinking of great leaders (McShane


& Glinow, 2010, p. 361).

Plato

Peter Drucker
Integrity, trustworthiness, clear

vision, consistency are of the most


importance (Schermerhorn, 2009,
p.451)
Peter Drucker

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