what makes a leader.docx
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what makes a leader.docx
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whatmakesaleader
IQandtechnicalskillsareimportant,butemotionalintelligenceisthesinequanonofleadership.
WhatMakesaLeader?
ByDanielGoleman
ItwasDanielGolemanwhofirstbroughttheterm“emotionalintelligence”toawideaudiencewithhis1995bookofthatname,anditwasGole-manwhofirstappliedtheconcepttobusinesswithhis1998HBRarticle,reprintedhere.Inhisresearchatnearly200large,globalcompanies,Golemanfoundthatwhilethequalitiestraditionallyassociatedwithleadership—suchasintelligence,toughness,determination,andvision—arerequiredforsuccess,theyareinsufficient.Trulyeffectiveleadersarealsodistinguishedbyahighdegreeofemotionalintelligence,whichincludesself-awareness,self-regulation,motivation,empathy,andsocialskill.
Thesequalitiesmaysound“soft”andunbusinesslike,butGolemanfounddirecttiesbetweenemotionalintelligenceandmeasurablebusinessre-sults.Whileemotionalintelligence’srelevancetobusinesshascontinuedtosparkdebateoverthepastsixyears,Goleman’sarticleremainsthedefinitivereferenceonthesubject,withadescriptionofeachcomponentofemotionalintelligenceandadetaileddiscussionofhowtorecognizeitinpotentialleaders,howandwhyitconnectstoperformance,andhowitcanbelearned.
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
Mostlargecompaniestodayhaveemployedtrainedpsychologiststodevelopwhatareknownas“competencymodels”toaidtheminidentifying,training,andpromotinglikelystarsintheleadershipfirmament.Thepsychologistshavealsodevelopedsuchmodelsforlower-levelpositions.Andinrecentyears,Ihaveanalyzedcompetencymodelsfrom188companies,mostofwhichwerelargeandglobalandincludedthelikesofLucentTechnologies,BritishAirways,andCreditSuisse.
Incarryingoutthiswork,myobjectivewastodeterminewhichpersonalcapabilitiesdroveoutstandingperformancewithintheseorganizations,andtowhatdegreetheydidso.Igroupedcapabilitiesintothreecategories:
purelytechnicalskillslikeaccountingandbusinessplanning;cognitiveabilitieslikeanalyticalreasoning;andcompetenciesdemonstratingemotionalintelligence,suchastheabilitytoworkwithothersandeffectivenessinleadingchange.
Tocreatesomeofthecompetencymodels,psychologistsaskedseniormanagersatthecompaniestoidentifythecapabilitiesthattypifiedtheorganization’smostoutstandingleaders.Tocreateothermodels,thepsychologistsusedobjectivecriteria,suchasadivision’sprofitability,todifferentiatethestarperformersatseniorlevelswithintheirorganizationsfromtheaverageones.Thoseindividualswerethenextensivelyinterviewedandtested,andtheircapabilitieswerecompared.Thisprocessresultedinthecreationoflistsofingredientsforhighlyeffectiveleaders.Thelistsrangedinlengthfromsevento15itemsandincludedsuchingredientsasinitiativeandstrategicvision.
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.(Seethesidebar“CanEmotionalIntelligenceBeLearned?
”)
Self-Awareness
Self-awarenessisthefirstcomponentofemotionalintelligence—whichmakessensewhenoneconsidersthattheDelphicoraclegavetheadviceto“knowthyself”thousandsofyearsago.Self-awarenessmeanshavingadeepunderstandingofone’semotions,strengths,weaknesses,needs,anddrives.Peoplewithstrongself-awarenessareneitheroverlycriticalnorunrealisticallyhopeful.Rather,theyarehonest—withthemselvesandwithothers.
Peoplewhohaveahighdegreeofselfawarenessrecognizehowtheirfeelingsaffectthem,otherpeople,andtheirjobperformance.Thus,aself-awarepersonwhoknowsthattightdeadlinesbringouttheworstinhimplanshistimecarefullyandgetshisworkdonewellinadvance.Anotherpersonwithhighself-awarenesswillbeabletoworkwithademandingclient.Shewillunderstandtheclient’simpactonhermoodsandthedeeperreasonsforherfrustration.“Theirtrivialdemandstakeusawayfromtherealworkthatneedstobedone,”shemightexplain.Andshewillgoonestepfurtherandturnherangerintosomethingconstructive.
Self-awarenessextendstoaperson’sunderstandingofhisorhervaluesandgoals.Someonewhoishighlyself-awareknowswhereheisheadedandwhy;so,forexample,hewillbeabletobefirminturningdownajobofferthatistemptingfinanciallybutdoesnotfitwithhisprinciplesorlong-termgoals.Apersonwholacksself-awarenessisapttomakedecisionsthatbringoninnerturmoilbytreadingonburiedvalues.“ThemoneylookedgoodsoIsignedon,”someonemightsaytwoyearsintoajob,“buttheworkmeanssolittletomethatI’mconstantlybored.”Thedecisionsofself-awarepeoplemeshwiththeirvalues;consequently,theyoftenfindworktobeenergizing.
Howcanonerecognizeself-awareness?
Firstandforemost,itshowsitselfascandorandanabilitytoassessoneselfrealistically.Peoplewithhighself-awarenessareabletospeakaccuratelyandopenly—althoughnotnecessarilyeffusivelyorconfessionally—abouttheiremotionsandtheimpacttheyhaveontheirwork.Forinstance,onemanagerIknowofwasskepticalaboutanewpersonal-shopperservicethathercompany,amajordepartment-storechain,wasabouttointroduce.Withoutpromptingfromherteamorherboss,sheofferedthemanexplanation:
“It’shardformetogetbehindtherolloutofthisservice,”sheadmitted,“becauseIreallywantedtoruntheproject,butIwasn’tselected.BearwithmewhileIdealwiththat.”Themanagerdidindeedexamineherfeelings;aweeklater,shewassupportingtheprojectfully.
Suchself-knowledgeoftenshowsitselfinthehiringprocess.Askacandidatetodescribeatimehegotcarriedawaybyhisfeelingsanddidsomethinghelaterregretted.Self-awar
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