what makes a leader.docx
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what makes a leader.docx
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whatmakesaleader
WhatMakesaLeader?
ByDanielGoleman
Whatdistinguishestheoutstandingleaderfromthemerelyadequate?
Emotionalintelligence—apowerfulcombinationofself-managementskillsandtheabilitytoworkwithothers.
TheIdeainBrief
Asktodefinetheidealleader,manywouldemphasizetraitssuchasintelligence,toughness,determination,andvision.Oftenleftoffthelistaresofter,morepersonalqualities—butrecentstudiesindicatethattheyarealsoessential.Althoughacertaindegreeofanalyticalandtechnicalskillisaminimumrequirementforsuccess,whatiscalled“emotionalintelligence”maybethekeyattributethatdistinguishesoutstandingperformersfromthosewhoaremerelyadequate.Forexample,ina1996studyofaglobalfoodandbeveragecompany,whereseniormanagershadacertaincriticalmassofemotionalintelligence,theirdivisionsoutperformedyearlyearningsgoalsby20%.Divisionleaderswithoutthatcriticalmassunderperformedbyalmostthesameamount.
TheIdeaatWork
Therearefivecomponentstoemotionalintelligence:
self-awareness,self-regulation,motivation,empathy,andsocialskill.Allfivetraitssounddesirabletojustabouteveryone.Butorganizationstoooftenimplicitlydiscouragetheirpeoplefromdevelopingthem.
Self-managementskills
1.Self-awareness.Emotionalintelligencebeginswiththistrait.Peoplewithahighdegreeofself-awarenessknowtheirweaknessesandaren’tafraidtotalkaboutthem.Someonewhounderstandsthatheworkspoorlyundertightdeadlines,forexample,willworkhardtoplanhistimecarefully,andwilllethiscolleaguesknowwhy.Manyexecutiveslookingforpotentialleadersmistakesuchcandorfor“wimpiness.”
2.Self-regulation.Thisattributeflowsfromself-awareness,butrunsinadifferentdirection.Peoplewiththistraitareabletocontroltheirimpulsesorevenchannelthemforgoodpurposes.
3.Motivation.Apassionforachievementforitsownsake—notsimplytheabilitytorespondtowhateverincentivesacompanyoffers—isthekindofmotivationthatisessentialforleadership.Theabilitytorelatetoothers
4.Empathy.Inadditiontoself-managementskills,emotionalintelligencerequiresafacilityfordealingwithothers.Andthatstartswithempathy—takingintoaccountthefeelingsofotherswhenmakingdecisions—asopposedtotakingoneveryone’stroubles.
5.Socialskill.Alltheprecedingtraitsculminateinthisfifthone:
theabilitytobuildrapportwithothers,togetthemtocooperate,tomovetheminadirectionyoudesire.Managerswhosimplytrytobesociable—whilelackingtheothercomponentsofemotionalintelligence—arelikelytofail.Socialskill,bycontrast,isfriendlinesswithapurpose.
Canyouboostyouremotionalintelligence?
Absolutely—butnotwithtraditionaltrainingprogramsthattargettherationalpartofthebrain.Extendedpractice,feedbackfromcolleagues,andyourownenthusiasmformakingthechangeareessentialtobecominganeffectiveleader.
IQandtechnicalskillsareimportant,butemotionalintelligenceisthesinequanonofleadership.
WhatMakesaLeader?
bydanielgoleman
DanielGolemanistheauthorofEmotionalIntelligence(Bantam,1995)andWorkingwithEmotionalIntelligence(Bantam,1998).HeiscochairmanoftheConsortiumforResearchonEmotionalIntelligenceinOrganizations,whichisbasedatRutgersUniversity’sGraduateSchoolofAppliedandProfessionalPsychologyinPiscataway,NewJersey.HecanbereachedatGoleman@.
Everybusinesspersonknowsastoryaboutahighlyintelligent,highlyskilledexecutivewhowaspromotedintoaleadershippositiononlytofailatthejob.Andtheyalsoknowastoryaboutsomeonewithsolid-butnotextraordinary–intellectualabilitiesandtechnicalskillswhowaspromotedintoasimilarpositionandthensoared.
Suchanecdotessupportthewidespreadbeliefthatidentifyingindividualswiththe“rightstuff”tobeleadersismoreartthanscience.Afterall,thepersonalstylesofsuperbleadersvary:
someleadersaresubduedandanalytical;othersshouttheirmanifestosfromthemountaintops.Andjustasimportant,differentsituationscallfordifferenttypesofleadership.Mostmergersneedasensitivenegotiatoratthehelm,whereasmanyturnaroundsrequireamoreforcefulauthority.
Ihavefound,however,thatthemosteffectiveleadersarealikeinonecrucialway:
theyallhaveahighdegreeofwhathascometobeknownasemotionalintelligence.It’snotthatIQandtechnicalskillsareirrelevant.Theydomatter,butmainlyas“thresholdcapabilities”;thatis,theyaretheentry-levelrequirementsforexecutivepositions.Butmyresearch,alongwithotherrecentstudies,clearlyshowsthatemotionalintelligenceisthesinequanonofleadership.Withoutit,apersoncanhavethebesttrainingintheworld,anincisive,analyticalmind,andanendlesssupplyofsmartideas,buthestillwon’tmakeagreatleader.
Inthecourseofthepastyear,mycolleaguesandIhavefocusedonhowemotionalintelligenceoperatesatwork.Wehaveexaminedtherelationshipbetweenemotionalintelligenceandeffectiveperformance,especiallyinleaders.Andwehaveobservedhowemotionalintelligenceshowsitselfonthejob.Howcanyoutellifsomeonehashighemotionalintelligence,forexample,andhowcanyourecognizeitinyourself?
Inthefollowingpages,we’llexplorethesequestions,takingeachofthecomponentsofemotionalintelligence–self-awareness,self-regulation,motivation,empathy,andsocialskill–inturn.
EvaluatingEmotionalIntelligence
Effectiveleadersarealikeinonecrucialway:
theyallhaveahighdegreeofemotionalintelligence.
Mostlargecompaniestodayhaveemployedtrainedpsychologiststodevelopwhatareknownas“competencymodels”toaidtheminidentifying,training,andpromotinglikelystarsintheleadershipfirmament.Thepsychologistshavealsodevelopedsuchmodelsforlower-levelpositions.Andinrecentyears,Ihaveanalyzedcompetencymodelsfrom188companies,mostofwhichwerelargeandglobalandincludedthelikesofLucentTechnologies,BritishAirways,andCreditSuisse.
Incarryingoutthiswork,myobjectivewastodeterminewhichpersonalcapabilitiesdroveoutstandingperformancewithintheseorganizations,andtowhatdegreetheydidso.Igroupedcapabilitiesintothreecategories:
purelytechnicalskillslikeaccountingandbusinessplanning;cognitiveabilitieslikeanalyticalreasoning;andcompetenciesdemonstratingemotionalintelligencesuchastheabilitytoworkwithothersandeffectivenessinleadingchange.
Tocreatesomeofthecompetencymodels,psychologistsaskedseniormanagersatthecompaniestoidentifythecapabilitiesthattypifiedtheorganization’smostoutstandingleaders.Tocreateothermodels,thepsychologistsusedobjectivecriteriasuchasadivision’sprofitabilitytodifferentiatethestarperformersatseniorlevelswithintheirorganizationsfromtheaverageones.Thoseindividualswerethenextensivelyinterviewedandtested,andtheircapabilitieswerecompared.Thisprocessresultedinthecreationoflistsofingredientsforhighlyeffectiveleaders.Thelistsrangedinlengthfrom7to15itemsandincludedsuchingredientsasinitiativeandstrategicvision.
WhenIanalyzedallthisdata,Ifounddramaticresults.Tobesure,intellectwasadriverofoutstandingperformance.Cognitiveskillssuchasbig-picturethinkingandlong-termvisionwereparticularlyimportant.ButwhenIcalculatedtheratiooftechnicalskills,IQ,andemotionalintelligenceasingredientsofexcellentperformance,emotionalintelligenceprovedtobetwiceasimportantastheothersforjobsatalllevels.
Moreover,myanalysisshowedthatemotionalintelligenceplayedanincreasinglyimportantroleatthehighestlevelsofthecompany,wheredifferencesintechnicalskillsareofnegligibleimportance.Inotherwords,thehighertherankofapersonconsideredtobeastarperformer,themoreemotionalintelligencecapabilitiesshowedupasthereasonforhisorhereffectiveness.WhenIcomparedstarperformerswithaverageonesinseniorleadershippositions,nearly90%ofthedifferenceintheirprofileswasattributabletoemotionalintelligencefactorsratherthancognitiveabilities.
Otherresearchershaveconfirmedthatemotionalintelligencenotonlydistinguishesoutstandingleadersbutcanalsobelinkedtostrongperformance.ThefindingsofthelateDavidMcClelland,therenownedresearcherinhumanandorganizationalbehavior,areagoodexample.Ina1996studyofaglobalfoodandbeveragecompany,McClellandfoundthatwhenseniormanagershadacriticalmassofemotionalintelligencecapabilities,theirdivisionsoutperformedyearlyearningsgoalsby20%.Meanwhile,divisionleaderswithoutthatcriticalmassunderperformedbyalmostthesameamount.McClelland’sfindings,interestingly,heldastrueinthecompany’sU.S.divisionsasinitsdivisionsinAsiaandEurope.
Inshort,thenumbersarebeginningtotellusapersuasivestoryaboutthelinkbetweenacompany’ssuccessandtheemotionalintelligenceofitsleaders.Andjustasimportant,researchisalsodemonstratingthatpeoplecan,iftheytaketherightapproach,developtheiremotionalintelligence.(Seetheinsert“CanEmotionalIntelligenceBeLearned?
”)
The Five Components of Emotional Intelligence at Work
definitions
hallmarks
Self-Awareness
theabilitytorecognizeandunderstandyourmoods,emotions,anddrives,as
wellastheireffectonothers
self-confidence
realisticself-assessment
self-deprecatingsenseofhumor
Self-Regulation
theabilitytocontrolorredirectdisruptiveimpulsesandmoods
thepropensitytosuspendjudgment–tothinkbeforeacting
trustworthiness
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