What makes a leader? GOLEMAN, DANIEL (1998), WHAT MAKES A

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What makes a leader?

• Goleman, Daniel (1998), What Makes a Leader,
  Harvard Business Review, November-
• December, 93-102.

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Daniel Goleman, Ph.D

• Born in California, 1946
• Education-Amherst College, Harvard
• Author and expert on EQ
• Lecturer, psychologist, researcher,
• reporter, visiting faculty member at
• Harvard.
• Awards (Pulitzer Prize)
• http//www.danielgoleman.info

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NYT Best Seller

• The New York Times bestselling
• Over 5 million copies in nearly 30 languages
• Best selling in Europe, Asia, and Latin America

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Discussion Outline

• Defining/understanding Emotional Intelligence
• Components of emotional intelligence
• How is it related to performance
• Can emotional intelligence be learned
• Evaluation/Critique of the article
• Leadership-beyond the article

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Five Components of Emotional Intelligence
EQ
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Self-Management Skills
The ability to relate to others
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Performance and Emotional Intelligence

• Goleman observed that emotional intelligence is
  twice as important as technical skills and IQ for
  jobs at all levels
• Importance of emotional intelligence increases as
  job levels advance
• EI distinguishes outstanding leaders and strong
  performers
• When comparing average performers with senior
  leaders, 90 of the differences were related to
  emotional intelligence
• Leaders with high emotional intelligence score
  positively impacts the company performance

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Can Emotional Intelligence Be Learned?

• Leaders-Born or Made?
• Leaders are borned with the traits/quality
• Is a learned behavior
• We know that EI
• increases with age
• is a learned behavior
• can be used to train leaders
• Limbic system (feeling, impulses and drives)
• Noecortex system (concepts, logic)

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Training the Limbic System

• Keys to learning

• Techniques

• Self Motivation
• Recognition
• Practice
• Continuous feedback
• Time and focus
• Breaking habits

• Practice scenarios
• Enlist a coach
• Tape yourself
• Mimic others
• Go overseas?

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A Few Criticisms

• Unfounded claims that have no empirical backing,
  such as EI having a higher predictive validity
  for performance in the work place than
  traditional measures of intelligence. There is no
  evidence to suggest this.
• Matthews, G., Zeidner, M., Roberts, R. (2002).
  Emotional Intelligence Science Myth.
  Cambridge, Massachusetts The MIT Press.
• Dr. Cary Cherniss neither argues against nor
  supports Golemans model, but states some of its
  history in his paper, Emotional Intelligence
  What it is and Why it Matters
• Graduate professor of Applied and Professional
  Psychology at Rutgers University in New Jersey
• Steve Hein compiles Critical Review of Daniel
  Goleman
• http//eqi.org/gole.htmTable of Contents, page 3

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Leadership-Beyond This Article

• Various Leadership Models
• Leadership is a function of
• L f(Individual, Followers, Situation)
• The power of the like factor
• Openness, vision, and gestalt approach

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Discussion Questions

• IQ and technical skills are important, but
  emotional intelligence is the sine qua non of
  leadership. Explain.
• What is emotional intelligence? Can emotional
  intelligence be learned? How?
• Rate your emotional intelligence on a four-point
  scale (4excellent, 3good, 2fair, 1poor) for
  each of the five components? How can you improve
  your rating or emotional intelligence? Explain.