What makes a leader?

1. What makes a leader? Goleman, Daniel (1998), “What Makes a Leader,” Harvard Business Review, November- December, 93-102.

2. DanielGoleman, 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

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

4. 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

5. Five Components of Emotional Intelligence EQ

6. Self-Management Skills The ability to relate to others

7. 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

8. 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)

9. 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?

10. 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 Goleman’s 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.htm#Table of Contents, page 3

11. 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

12. 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 (4=excellent, 3=good, 2=fair, 1=poor) for each of the five components? How can you improve your rating or emotional intelligence? Explain.