What Makes a Leader?

We all need time to be alone,

to think ….

to dream…

to wonder

What Makes a Leader?

DANIEL GOLEMAN

SUPERB LEADERS HAVE very different ways of directing a team, a division, or a company. Some are subdued and analytical; others are charismatic and go with their gut. And different situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm, whereas many turnarounds require a more forceful kind of authority.

            Psychologist and noted author Daniel Goleman has found, however, that effective leaders are alike in one crucial way: they all have a high degree of what has come to be known as emotional intelligence. In fact, Goleman’s research at nearly 200 large, global companies revealed that emotional - especially at the highest levels of a company-is the sine qua non for leadership. Without it, a person can have first - class training, and incisive mind and an endless supply of good ideas, but he still won’t make a great leader.

            The components of emotional intelligence – self-awareness, self-regulation, motivation, empathy, and social skill-can sound unbusinesslike. But exhibiting emotional intelligence at the work place does not mean simply controlling your anger or getting along with people. Rather, it means understanding your own and other people’s emotional makeup well enough to move people in the direction of accomplishing your company’s goals.

  

The Five Components of Emotional Intelligence at work

                                                Definition                               Hallmarks

Self-Awareness	The ability to recognize and understand your moods, emotions, and drives, as well as their effect on others	Self-confidence Realistic self-assessment Self-deprecating sense of humor
Self-Regulation	The ability to control or redirect disruptive impulses and moods The propensity to suspend judgment – to think before acting	Trustworthiness and integrity Comfort with ambiguity Openness to change
Motivation	A passion to work for reasons that go beyond money or status A propensity to pursue goals with energy and persistence	Strong drive to achieve Optimism, even in the face of failure Organzational commitment
Empathy	The ability to understand the emotional makeup of other people Skill in treating people according to their emotional reactions	Expertise in building and retaining talent Cross-cultural sensitivity Service to clients and customers
Social Skill	Proficiency in managing relationships and building networks An ability to find common ground and build rapport	Effectiveness in leading change Persuasiveness Expertise in building and leading teams

           

EMOTIONAL INTELLIGENCE

Leadership Competencies

1. SELF-AWARENESS

• Emotional self-awareness. Leaders high in emotional self-awareness are attuned to their inner signals, recognizing how their feelings affect them and their job performance.

• Accurate self-assessment. Leaders with high self-awareness typically know their limitations and strengths and exhibit a sense of humor about themselves.

• Self-confidence. Knowing their abilities with accuracy allows leaders to play to their strengths.

2. SELF-MANAGEMENT

• Self-control. Manage their disturbing emotions and impulses, a hallmark of self-control is the leader who stays calm and clear-headed under high stress or during a crisis.

• Transparency. Leaders who are transparent live their values. Such leaders openly admit mistakes or faults, and confrom unethical behavior in others rather than turn a blind eye.

• Adaptability. Leaders who are adaptable can juggle multiple demands without losing their focus or energy, and are comfortable with the inevitable ambiguities of organizational life.

• Achievement. Leaders with strength in achievement have high personal standards that drive them to constantly seek performance improvements – both for themselves and those they lead.

• Initiative. They seize opportunities – or create them rather than simply waiting.

• Optimism. A leader who is optimistic can roll with the punches, seeing an opportunity rather than a threat in a setback. “glass half-full” outlook

3. SOCIAL AWARENESS

• Empathy. Such leaders listen attentively and can grasp the other person’s perspective. Empathy makes a leader able to get along will with people of diverse backgrounds or from other cultures.

• Organizational awareness. Able to detect crucial social networks, power relationships, unspoken rules that operate among people there. Service. Such leaders monitor customer or client satisfaction carefully to ensure they are getting what they need.

4. RELATIONSHIP MANAGEMENT

• Inspiration. Leaders who inspire both create resonance and move people with a compelling vision or shared mission. Such leaders embody what they ask of others. They offer a sense of common purpose beyond the day-to –day tasks, making work exciting.

• Influence. Leaders adept in influence are persuasive and engaging when they address a group.

• Developing others. Such leaders can give timely and constructive feedback and are natural mentors or coaches.

• Change catalyst. Leaders who can catalyze change are able to recognize the need for the change, challenge the status quo, and champion the new order. They also find practical ways to overcome barriers to change.

•  Conflict management. They surface the conflict, acknowledge the feelings and views of all sides, and then redirect the energy toward a shared ideal.

• Teamwork and collaboration. Leaders who are able team players generate an atmosphere of friendly collegiality. They spend time forging and cementing close relationships beyond mere work obligations.