Sandip Timsina (09525)
The article ‘What makes a leader?” written by Daniel Goleman advocates emotionalintelligence which includes self-awareness, self-regulation, motivation, empathy,and social skill distinguishes leaders from others. He argues that the qualitiestraditionally associated with leadership such as intelligence, toughness, technicalskills are relevant only in the capacity of entry-level requirements. His suggestionsare backed by his extensive research and other studies and empirical evidences.His research focused on which personal capabilities drop outstanding performancein organization. He says when he calculated the ratio of technical skills, IQ andemotional intelligence as ingredients of excellent performance; emotionalintelligence proved to be twice as important as the others for jobs at all levels. Inthe article he discusses how the individual determinants of the emotionalintelligence play a crucial role on leadership and strong performance.
The main issue of the article is the role of emotional intelligence in distinguishing aleader from ordinary people. The article proposes how emotional intelligence is themost important determinant of leadership Daniel Goleman meticulously dissectsindividual elements of emotional intelligence giving examples of situations whereanyone ordinary and a leader works.
The determinants of leadership have been a highly debated subject. Majority of researchers, experts believe that the qualities of leader include intelligence, visions,technical know how. There was a kind of consensus on these qualities until DanielGoleman determined to challenge it with the evidences of his research findings. The pre-requisites such as intelligence, vision cannot be ruled out but real-lifeexamples of a executive with mediocre IQ and technical skills have becomesuccessful leaders are abundant. At the same time people with high IQ andtechnical skills have failed miserably in leadership position. This leads us to doubtthe consideration of IQ, technical skills as the major pre-requisite of the leadership.An individual with the caliber of a leader has a clear understanding of his/herstrengths, weakness, needs and drives. They know their potential and are prettyclear on how to do things and what they can and to what extent. Thus they are self-aware and hence are hones \t with themselves and with others. Goleman points thatthese people are neither overly critical nor unrealistically hopeful. It gives them theunderstanding of their potential performance in a given job. Those with little no self-awareness usually take decisions hastily. Self-aware candidates are also frank evenwhen they are to disclose their weaknesses and accept their failure. Inorganizations the people who accept and confess their failures, weaknesses areoften tagged as being weak and “not tough enough”.On the other hand, there is a discipline self-exercised by all individuals and theseself-regulatory disciplines guide their reaction. They strictly adhere to their self-discipline, some are lenient while others are self-regulatory framework itself is weakto make their behavior and reactions conscientious. In a given situation which isadverse, some people will panic, involve in blame-game and backlash their sub-ordinate while others are careful, controlled picking right words and body languagethat is not intimidating yet highly expressive. A self-regulated boss commands self-regulated sub-ordinates making the work environment highly productive and alsodiluting rivalry, commands commitment and responsible behavior. These qualities
Article Critiquing: What Makes a leader?