4 mins read
What Makes a Leader?
Emotional intelligence (EI) is the key ingredient for successful leadership, even more important than technical skills or IQ. While these are necessary baseline qualifications, leaders with high EI are more likely to thrive.
Key points:
- Traditional leadership qualities have limitations: Stories prove intelligence and skills don’t guarantee success.
- Different situations require different styles: Effective leaders adapt their approach.
- EI is the common thread: High EI leaders consistently outperform others.
- EI components matter most: Self-awareness, self-regulation, motivation, empathy, and social skill contribute to effective leadership.
- Further exploration: The article delves deeper into each component of EI and how to identify it in yourself and others.
From Daniel Goleman Artical understanding EI’S Components
Self-Awareness
- Self-aware people understand their emotions, strengths, weaknesses, needs, and drives.
- They are honest with themselves and others.
- They can recognize how their feelings affect them, others, and their job performance.
- Examples of self-awareness include being able to admit mistakes, being comfortable with feedback, and being realistic about one’s capabilities.
Self-Regulation
- Self-regulation is the ability to control one’s emotions and impulses.
- People with good self-regulation can avoid making impulsive decisions or saying things they later regret.
- They are able to stay calm and collected under pressure.
- Self-regulation helps leaders create a positive and productive work environment.
Motivation
- Motivated people are driven to achieve beyond expectations.
- They are passionate about their work and enjoy challenges.
- They are constantly looking for ways to improve and set high standards for themselves and others.
- Motivated people are optimistic and resilient, even in the face of setbacks.
Empathy
- Empathy is the ability to understand and share the feelings of others.
- Empathetic leaders consider the feelings of their employees when making decisions.
- They are able to build rapport and trust with others.
- Empathy is especially important in today’s diverse and global workforce.
Social Skill
- Social skill is the ability to build and manage relationships with others.
- Socially skilled people are good communicators, persuaders, and collaborators.
- They are able to build networks and find common ground with people from different backgrounds.
Social skill is essential for leaders who need to get things done through others.
Overall, the article argues that emotional intelligence is a crucial component of effective leadership. While traditional skills like IQ and technical ability are important, emotional intelligence allows leaders to connect with others, build trust, and inspire them to achieve great things.
| EI Component | Definition | Hallmarks | Definition |
| Self-awareness | Knowing one’s emotions, strengths, weaknesses, drives, values, and goals—and their impact on others | Self-confidence Realistic selfassessment Self-deprecating sense of humor Thirst for constructive criticism | A manager knows tight deadlines bring out the worst in him. So he plans his time to get work don |
| Self-regulation | Controlling or redirecting disruptive emotions and impulses | Trustworthiness Integrity Comfort with ambiguity and change | When a team botches a presentation, its leader resists the urge to scream. Instead, she considers possible reasons for the failure, explains the consequences to her team, and explores solutions with them |
| Motivation | Being driven to achieve for the sake of achievement | A passion for the work itself and for new challenges Unflagging energy to improve Optimism in the face of failure | A portfolio manager at an investment company sees his fund tumble for three consecutive quarters. Major clients defect. Instead of blaming external circumstances, she decides to learn from the experience—and engineers a turnaround. |
| Empathy | Considering others’ feelings, especially when making decisions | Expertise in attracting and retaining talent Ability to develop others Sensitivity to cross-cultura | An American consultant and her team pitch a project to a potential client in Japan. Her team interprets the client’s silence as disapproval, and prepares to leave. The consultant reads the client’s body language and senses interest. She continues the meeting, and her team gets the job. |
| Social Skill | Managing relationships to move people in desired directions | Effectiveness in leading change Persuasiveness Extensive networking Expertise in building and leading teams | A manager wants his company to adopt a better Internet strategy. He finds kindred spirits and assembles a de facto team to create a prototype Web site. He persuades allies in other divisions to fund the company’s participation in a relevant convention. His company forms an Internet division—and puts him in charge of it. |
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