From Harvard business review leadership modern profiling

2. What Makes a Leader?
 Intelligence?
 Technical Skills?
 The author of the first article, Daniel Goleman, would
argue that the most important attribute of an effective
leader is emotional intelligence.
 The other attributes, although they still matter, are
more of a prerequisite. Having a high degree of
emotional intelligence is what will make you a good
leader.

3.  Goleman has studied the people in leadership roles in
188 different companies, many of them large global
companies. Each of these companies has developed
what is known as a competency model.
 Competency models are developed by psychologist in
order to help identify, train, and promote talented
employees within a company. The models are
becoming increasingly more popular in large
organizations.

4.  Goleman has taken the models and categorized these
leaders’ personal capabilities into three groups:
1. Technical Skills - accounting and business planning.
2. Cognitive Ability - analytical reasoning.
3. Demonstrating Emotional Intelligence - being able to
work with others and effectively lead change.
 Goleman then calculated the ratio between these three
groups as they relate to excellent performance, and
emotional intelligence was shown to be twice as
important as the other groups.

5. Five Components of Emotional
Intelligence at Work
1. Self Awareness
2. Self-Regulation
3. Motivation
4. Empathy
5. Social Skills

6. Self-Awareness Definition Hallmarks
Self-Awareness The ability to recognize Self-confidence
and understand moods,
emotions, and drives, as Realistic self-
well as their effect on assessment
others
Self-deprecating sense
of humor
 A self aware person will not be overly
pessimistic or optimistic, but will be more of a
realist. Basically a self aware person will be
honest about themselves and honest with
others.

7. Self-Regulation
Self-Regulation
Definition Hallmarks
The ability to control or redirect Trustworthiness and integrity
disruptive impulses and moods
The Comfort with ambiguity
Propensity to suspend judgment -
to think before acting Openness to change
 An individual that self-regulates will not fly off the handle when an
employee makes a big mistake or does not meet expectations. Instead,
they will calmly explain why they are disappointed in the performance
and then take time to think about what can be done to prevent future
mistakes. Once they have come up with a solution they will meet with
the employee and explain the consequences of their actions and how
they plan to move forward.

8. Motivation
Motivation
Definition Hallmarks
A passion to work for reasons that Strong drive to achieve
go beyond money or status
Optimism, even in the face of
The propensity to pursue goals failure
with energy and persistence
Organizational commitment
 Motivation is one of the most important traits of an effective leader.
Good leaders are motivated not just by money or prestige, but are driven
to achieve by the fulfillment received from reaching their goals. These
people really care about their work, enjoy learning, and receive self
satisfaction in a job well done.
 Motivated people are also optimistic when faced with adversity. Not to
say they are unrealistic about things, but more that they look forward to
the challenge of turning things around and making things better.

9. Empathy
Empathy
Definition
The ability to understand the
Hallmarks
Expertise in building and
emotional makeup of other retaining talent
people
Cross-cultural sensitivity
Skill in treating people according
to their emotional reactions Service to clients and
customers
 Empathy is important for three main reasons: the increasing use of
teams; the rapid pace of globalization; and the growing need to retain
talent.
 The leader of a team must be able to understand the emotions of all of
the team members in order to help lead them to a consensus decision
or to use each member in the best way possible to complete the
project.

10. Empathy
 With the increasing globalization of the economy it is important to use
empathy when dealing with colleagues or clients of other cultures.
People who have the ability to empathize with other people will
recognize when someone may be offended and will try to neutralize the
situation. They are also usually more sensitive to other cultures in
general.
 Retaining talent in an organization is another way empathy can help
you. By using empathy in your mentoring and coaching techniques
you can really connect with your employees. Mentoring will not only
help improve performance, but will also make your employees happier
at work and less likely to leave the company.

11. Social Skill
Social Skill
Definition
Proficiency in managing
relationships and building
Hallmarks
Effectiveness in leading change
networks Persuasiveness
An ability to find common Expertise in building and leading
ground and build rapport teams
 Having social skills does not just mean being nice and agreeable,
but in the context of emotional intelligence it is the ability to use
these skills to an end. If you have a pre-existing relationship with
someone they are more likely to listen to what you have to say and
agree with you.
 If there is animosity between you and a colleague or employee
chances are they will try and fight your suggestions and/or ideas.

12. Social Skill
 Also by managing your business relationships positively you will be
more likely to know where to go when you need help and that person
will be more likely to assist you. No manager is a one person team and
needs to be able to persuade people to help or agree with them when
needed.
 These business relationships should not be limited to just your
immediate department or closely related contacts. You should try and
develop these relationships with people through out the organization
and even the industry. You never know when you will need them to
support you.

13. Can emotional intelligence be
learned?
 Although some people naturally have many of the traits of
an emotionally intelligent leader that doesn’t mean that
these traits can not be learned. Goleman does warn that
this kind of development is not something that just
happens over night. It takes a lot of work to become more
self aware, empathetic, or any of the other components of
an emotional intelligence leader.

14. Narcissistic Leaders: The Incredible
Pros, the Inevitable Cons
 Narcissistic leaders are good in that they are visionaries
that can lead their employees through times of change.
They also are not afraid to take risks in order to get the job
done. These traits could benefit a company, but they could
also cause damage if the narcissist does not have a realistic
vision of where the company should go.

15. Pros of Narcissism
 Great Vision – Narcissistic leaders are gifted with being
able to see what could be, not just what is. Their ability to
see the big picture and take their companies to new places
is probably their greatest strength. To paraphrase George
Benard Shaw, some people see things as they are and ask
why; narcissists see things that never were and ask why not.
 Scores of Followers – Being a visionary doesn’t get you very
far unless you have people who believe in your vision and
want to see it realized. If all it took to succeed was the
ability to have visions than I’m sure we would have many
more CEO’s that wore tie-dyes and Birkenstocks to work
instead of suites and ties. Luckily for narcissists, their
natural charisma and way with words tend to attract a
following.

16. Cons oftoNarcissism narcissist to ignore
Sensitive Criticism – This causes
emotion in general. Because they don’t like receiving
negative feed back, they tend to isolate themselves.
Narcissists see criticism as an attack on their image and
visions; therefore are very defensive when they feel they
are being critiqued
 Poor Listeners – Being overly sensitive to criticism can
cause a leader to not really listen to the person trying to
give them constructive criticism. They may even try to
defend ignoring others because after all, they didn’t get
where they were by listening to others. Even if this is
true, a leader should still listen to the people around
them.

17. Consofof Narcissism factory overseasnarcissistic
Lack Empathy –Deciding to move a
the company might cause some leaders stress, but for
or downsize
leaders these are easy decisions. They are able to detach themselves
from the lives they are changing and just consider the business
aspect of a decision. This can make them extremely unpopular not
just around the office, but also by the general public.
 Distaste for Mentoring - Because narcissist tend to be very
independent they usually do not like to mentor. They feel like they
made it to the top on their own, and that you should do the same.
Their lack of empathy also makes it hard for them to connect with
their subordinates.
 An intense Desire to Compete – Many managers desire to be the best
at what they do; narcissistic leaders have to be the best at what they
do. Their intense drive to be the best and always “win” can cause
them to make enemies of people who may not be of any threat to
their position or status.

18. Leadership That Gets Results
 As a leader you are expected to produce results from
the people you lead. There are many different ways
that leaders go about achieving this goal. Some
demand results and are very direct, while others try to
teach and develop there employees. The main point is
that what ever you do, it must produce the desired
results.

19. The Six Leadership Styles at a Glance
Coercive Authoritative Affiliative Democratic Pacesetting Coaching
The leader's Demands immediate Mobilizes people Creates harmony and Forges consensus Sets high standards Develops people for
mode of compliance toward a vision builds emotional through participation for performance the future
operating bonds
The style in a "Do what I tell you." "Come with me." "People come first." "What do you think?" "Do as I do, now." "Try this."
phrase
Underlying Drive to achieve, Self-confidence, Empathy, building Collaboration, team Conscientiousness, Developing others,
emotional initiative, self-control empathy, change relationships, leadership, drive to achieve, empathy, self-
intelligence catalyst communication communication initiative awareness
competencies
When the style In a crisis, to kick When changes To heal rifts in a To build buy-in or To get quick results To help an employee
works best start a turnaround, or require a new vision, team or to motivate consensus, or to get from a highly improve performance
with problem or when a clear people during input from valuable motivated and or develop long-term
employees direction is needed. stressful employees competent team strengths
circumstances
Overall impact Negative Most strongly Positive Positive Negative Positive
on climate positive

20. Getting the Attention You Need
 In today’s information technology packed world it is increasingly
difficult to grab the attention of employees. With the amount of
information that is thrown at employees each day it can be understood
why they can sometimes be distracted. Think about the number of
emails and phone calls any given employee receives in a day, not to
mention all the distractions that come along with a smart phone. So
how do you get your employees to focus in on the goals of the
company?
 One way to grab their attention is to get your people engaged in their
work. Try asking for their input when a decision is going to affect
them. This way they will feel like their views matter and will be more
willing to pay attention.
 You can also use competition as a way to grab your employees’
attention. For instance, try offering an award to the employee that has
the best numbers in a given amount of time. Hopefully this will cause
them to try harder and pay more attention to their work.

21. The Successor’s Dilemma
 This is a situation that can arise when a manager that is going to leave
the company has to train their successor before they go. This can cause
a lot of tension between the two managers and sometimes lead to very
hostile work environment.
 Any one watch the office? A great example of the successor’s dilemma
can be seen on one of this season’s episodes. Deangelo Vickers is hired
to replace Michael Scott as Regional Manager of Dunder Mifflin. At
first they got along great, but the more things Deangelo wanted to
change the more Michael resented him for it.
 One way to help ease the tension is to try not to fight too many battles
before you take over completely. You must know when to tactfully pull
back so that you do not risk jeopardizing your career. After all you are
the one that will be in control eventually, just be patient and try to
make the best of it.

22. Why Should Anyone be Led by
You?
 People want to be lead by people that inspire them.
The authors of this article have come up with four ways
for you to become an inspiring leader.
1. Selectively show your weaknesses
2. Rely heavily on intuition to gauge the appropriate
timing and course of action
3. Manage employees with tough empathy
4. Reveal your differences