Fall 2010 Group 1 Leader

8/10/2019 Fall 2010 Group 1 Leader

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WHAT MAKES A LEADER?DANIEL GOLEMAN

Group 1

Shami Aliyev

Ryan Davies

Sezen InciNgan Tran

Haley Wimberly


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INTRODUCTION

Background of Daniel Goleman

What makes a leader? & Evaluating

Emotional Intelligence (Haley) Self-awareness & Self-regulation (Ryan)

Motivation & Empathy (Shami)

Social Skills, Question & Answer (Ngan Tran)


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Background of Daniel Goleman Daniel Goleman was born in March 7, 1946

Goleman received his Ph.D. degree from

Harvard University

He is author, psychologist, and science journalist

He wrote for the New York Times about

psychology and brain sciences for 12 years He wrote more than 10 books about psychology,

education, science, and leadership


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Background (cont.)

First book: The Varieties of MeditativeExperience published in 1977 (republishes asThe Meditative Mind in 1988)

Second book: Vital Lies, Simple Truths: ThePsychology of Self Deception (1985)

His book Emotional Intelligence (1995) wason The New York Times bestseller list for 1.5

years More than 5 million copies printed all around

the world in 30 different languages


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Background (cont.)

Healing Emotions: Conversations with the Dalai Lamaon Mindfulness, Emotions, and Health (1997)

Working with Emotional Intelligence (1998)

What Makes a Leader? (1998)

The Emotional Intelligent Workplace (2001)

Primal Leadership (2001)

Destructive Emotions (2003)

Social Intelligence: The New Science of SocialRelationships (2006)

Ecological Intelligence: How Knowing the HiddenImpacts of What We Buy Can Change Everything (2009)


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Background (cont.)

Golemans developed an argument about:non-cognitive skills are important as I.Q.

For work place success : Working withEmotional Intelligence (Bantam Books, 1998)

For leadership effectiveness in PrimalLeadership (Harvard Business School Press,2001)

Most recent bestseller book is SocialIntelligence: The New Science of HumanRelationships (Bantam Books, 2006)


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Background (cont.)

Rewards:

Career Achievement award for journalismfrom American Psychological Association

Received many journalistic awards for hiswritings including 2 nominators for thePulitzer Prize for his articles in New YorkTimes

He was elected as a Fellow of the AmericanAssociation for the Advancement of Science


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What Makes a Leader?

The right stuff

Situational

Threshold capabilities

The most effective leaders all haveemotional intelligence.


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Emotional Intelligence How can you

Find it in others?

Find it in yourself? Components

Self Awareness

Self Regulation

Motivation Empathy

Social Skill


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Emotional Intelligence

Competency Models

188 companies were analyzed Identify personal capabilities

Technical Skills

Cognitive Skills Emotional Intelligence


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Results Intellect is a strong driver of outstanding

performers

Cognitive Skills are very important

Emotional Intelligence twice as important as IQand Technical Skills


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David McClellan Global Food and Beverage Company

Same finding in US, Asia and Europe

Senior Managers Emotional Intelligence

Exhibited Capabilities Did Not ExhibitCapabilities

Outperformed yearlyearnings goals by 20%

Underperformed onyearly earnings goals

by 20%


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Self-Awareness

Characteristics of a Self Aware Person (Truthful) RealisticSelf Assessment

Candidwhen admitting failure

Know their strengths & weaknesses

Ok with constructive criticism Self confidence (know when to ask for help)

Example: Mid-level employee at meeting with the

company executives.Will not just sit back and listen, she will contribute

Will give suggestions when knowledgeable about topic.

Will not over step her bounds. Very conscious of what sheknows and doesnt know.


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Self-Awareness Is Self-Awareness Wimpiness?

Sometimes managers read it that way

Dismiss possible leaders too quickly. Opposite is more likely true. Could be more effective

leaders.

People who assess themselves HONESTLY, are well

suited to do the same for an organization.


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Self-Regulation Defined Being able to manage and control your

own emotions.

Example: Team gives a bad presentation to theBoard. Boss could do 1 of 3 things:

1. Pound the table and kick over a chair in anger

2. Yell and scream at the group

3. Take a deep breath, dont over react, and thinkabout how the team can improve for next time.


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Self-RegulationWhy does Self-Regulation matter?

Leaders stay calmand deal with the everyday changes inthe workplace.

Create an environment of trust & fairness Many bad things happen in an organization because of

impulsive behavior.

People who have self-regulation are sometimes

seen as COLDand PASSIONLESS In research, not beneficial to the company to have

leaders with emotional, impulsive behavior.


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Definition- the psychological feature that arousesan organism to action toward a desired goal

How can you identify motivation of people?

- external factors

- people who desire to achieve

MOTIVATION


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External factors

- Big salary- Being a part of prestigious company

People who desire to achieve

- Passion for work

- Creative challenges

- Love to learn

- Display an unflagging energy to do things better

- Seem restless with status quo

- Seek to do things more than one way

- Explore new approaches


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Example: Cosmetic company manager

Story illustrates common traits of people

- people with high levels of motivation might ask to be"stretched" by their superiors

- people who are driven to do better also want a way oftracking progress - their own, their team's, and theircompany's

- people with high achievement motivation often keep

score by tracking such hard measures as profitability ormarket share

- people with low achievement motivation are often fuzzyabout results


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What happens when score is against them?

Self-regulation combines with achievementmotivation to overcome the frustration anddepression that come after a setback or failure

Example: Portfolio manager at a large investmentcompany saw an opportunity to prove she could leada turnaround

How motivation achieve a strong leadership?


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Definition- understanding and entering into another'sfeelings

What is empathy means in business?- empathy means thoughtfully considering employees

feelings-along with other factors - in the process of makingintelligent decisions

Example- two giant brokerage companies- the difference between managers of these companies

Why Empathy is important?- the increasing use of teams- the rapid pace of globalization

- the growing need to retain talent

EMPATHY


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The increasing use of teams- How a team leader has to be?

- Marketing manager example

The rapid pace of globalization- How empathy helps global understanding

- American consultant with Japanese consultant

The growing need to retain talent- what makes coaching and mentoring work best is the nature

of the relationship?

Finally, how leaders can use empathy when they make harddecisions?


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Social Skills Expertise in bu i ld ing

and maintain ing

relat ionship

Abi l ity to reach

agreement and keep

a harmon ized

relat ionsh ip w i th

others


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Recognizing Social Skills

Socially skilled people

Have wide circle of acquaintances

Find common grounds with people of all kinds

Easily building rapport

Adept at managing teams

Expert persuaders, negotiators

Know when to make emotional or rational appeal

Excellent collaborators

Spread to others passion for work

Driven to find solutions


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Recognizing Social Skills (cont.)

May appear idle at work

Chat, joke, socialize with unrelated departments

Dont limit scope of relationships

Build wide network of contacts

Tomorrow, they may need help from the people they are

just getting to know today


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Social Skills: Implications

A key leadership capability

Allow leaders to put theiremotional intelligence to work

Leaders need to manage relationship

Their task: get things done through others

Motivation, passion: must be communicated

Social skills make this possible


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Can EI Be Learned?

EI has genetic and natural origin

but no one knows exactly the

percentage of each.

EI grows together with age and itcan be improved by appropriate

training.

Classical method of training will

have no effect or even bad effect

for EI. The program must have an

emphasis on the limbic system.

Need the cooperation of clients

colleges or relatives


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Can EI Be Learned?

Nature

Genetics

Certain levels of empathy Nurture

Environment and experiences

Research shows there is an interaction between the 2

variables that help to develop a strong leader.


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Question and answer

QUESTION 1: Explain why IQ and technical skills are

important, but EI is the sine qua non of leadership.

EI is an indispensible component of leadership and one of

the key factors for success. EI has proved its strong linkage to high performance

and eminent leaders.

EI is necessary in modern organizations: more teamwork,

fast speed of globalization, and increasing importance ofhuman capital.


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Question and answer

QUESTION 2: What is EI? Can EI be learned?

EI is the ability to understand emotions and effectivelymanage relationship.

EI can be learned.

EI has genetic and natural origin but no one knows

exactly the percentage of each EI grows together with age and it can be improved by

appropriate training


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Question and answer

QUESTION 3: How to improve EI?

Look at the way you interact with people.

Be modest and give others a chance to shine.

Do a self-evaluation honestly.

Keep your emotions under control in stressful

situations. Be responsible for your actions.

Estimates how your actions will affect others before

taking action


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Article Critique

Well written, concise. Distills leadership to its mostbasic level

Useable by a wide range of readers

Clear in delivering ideas

A great contribution to management andleadership


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Expanded Researches

Confuciusasserted that ethics, fairness,incisive mindset in making decision andtaking action are important components ofleadership (Rein,2009).

Jim Collins

Great leaders focus on people and havedesire to build long-term success

Great leaders are self-effacing, quiet,reserved, even shy, a blend of personalhumility and professional will

Collins and Confucius both conclude thatgood leaders always look after the peoplearound them, and that in so doing theybenefit everyone

Confucius

Jim Collins


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Expanded Researches Platoextolled wisdom and logical

thinking of great leaders (McShane& Glinow, 2010, p. 361).

Peter Drucker

Integrity, trustworthiness, clearvision, consistency are of the mostimportance (Schermerhorn, 2009,p.451)

Plato

Peter Drucker

Documents

Fall 2010 Group 1 Leader