Sandip Timsina (09525) Synopsis The article ‘What makes a leader?

” written by Daniel Goleman advocates emotional intelligence which includes self-awareness, self-regulation, motivation, empathy, and social skill distinguishes leaders from others. He argues that the qualities traditionally associated with leadership such as intelligence, toughness, technical skills are relevant only in the capacity of entry-level requirements. His suggestions are backed by his extensive research and other studies and empirical evidences. His research focused on which personal capabilities drop outstanding performance in organization. He says when he calculated the ratio of technical skills, IQ and emotional intelligence as ingredients of excellent performance; emotional intelligence proved to be twice as important as the others for jobs at all levels. In the article he discusses how the individual determinants of the emotional intelligence play a crucial role on leadership and strong performance. Issues The main issue of the article is the role of emotional intelligence in distinguishing a leader from ordinary people. The article proposes how emotional intelligence is the most important determinant of leadership Daniel Goleman meticulously dissects individual elements of emotional intelligence giving examples of situations where anyone ordinary and a leader works. Analysis 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 Daniel Goleman determined to challenge it with the evidences of his research findings. The pre-requisites such as intelligence, vision cannot be ruled out but real-life examples of a executive with mediocre IQ and technical skills have become successful leaders are abundant. At the same time people with high IQ and technical skills have failed miserably in leadership position. This leads us to doubt the 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/her strengths, weakness, needs and drives. They know their potential and are pretty clear on how to do things and what they can and to what extent. Thus they are selfaware and hence are hones \t with themselves and with others. Goleman points that these people are neither overly critical nor unrealistically hopeful. It gives them the understanding of their potential performance in a given job. Those with little no selfawareness usually take decisions hastily. Self-aware candidates are also frank even when they are to disclose their weaknesses and accept their failure. In organizations the people who accept and confess their failures, weaknesses are often tagged as being weak and “not tough enough”. On the other hand, there is a discipline self-exercised by all individuals and these self-regulatory disciplines guide their reaction. They strictly adhere to their selfdiscipline, some are lenient while others are self-regulatory framework itself is weak to make their behavior and reactions conscientious. In a given situation which is adverse, some people will panic, involve in blame-game and backlash their subordinate while others are careful, controlled picking right words and body language that is not intimidating yet highly expressive. A self-regulated boss commands selfregulated sub-ordinates making the work environment highly productive and also diluting rivalry, commands commitment and responsible behavior. These qualities 1 | Article Critiquing: What Makes a leader?

Sandip Timsina (09525) and influence may not be expected of all individuals with high IQ, technical skills and vision. A person with the qualities of leadership understands that his goals cannot be achieved alone by himself, he knows the importance of his team and would rather inspire than indulge in blame-games. Goleman argues that selfregulation enhances integrity giving no room for unethical conducts. The other difference maker between a leader and an ordinary individual is the motivation. Individuals have different drives for working; some associate their achievement to money, some with power and some for recognition. Goleman suggests that people with leadership potential are motivated by a deeply embedded desire to achieve for the sake of achievement. These people have little value for external rewards and they strive for excellence, they have a passion for their work and they do not associate it with external outcomes but to a deep rooted personal need and take satisfaction in that. They take work as a passion and their performance bar is always rising. These people are optimistic, learn from their mistakes rather than getting discouraged and are always improvising. They have internal locus of control and failure polishes them further and they are always ready to put in more efforts to succeed. Leaders are always aware of the impact of their decisions, statements upon other and they plan accordingly. Whether its their choice of words, body language and structure of statements they are considerate and selfless. They are more aware of others feeling, they believe in being just and in balance. They do not make decisions on a whim but thoughtfully consider others feelings and they make intelligent decisions. Their statements are not harsh, cold and piercing but rather emotional, convincing and considerate. They thus boost the morale of their team due to which their sub-ordinates are highly committed. They listen to all competing view points so that none of the others feel ignored or marginalized and are always trying to reach consensus. They encourage people to bring what they feel. Hence they retain people and win their confidence. People with leadership potential are adept at managing relationship with others. They are liked by their peers, their seniors appreciate them while their subordinates look up to them. They are helpful and inspire and energize others. However their nature of being friendly is not for no reason, they befriend people, take others into confidence so that they can motivate these people to move in the direction they want. This want however is not selfish; it is not for their personal achievement but for what they think is right and what they think is best. The people of all age group, backgrounds, and culture find them jolly and enjoy their company. They always have something common with all people. This capacity lies in their ability to manage their own emotions backed by their confidence in what they believe. They are viewed as great team player, highly supportive executive and innovative subordinates. They are people with great capacity to persuade others. They literally are like magnets to which other people come pulled but they come by choice not by coercion. Emotional intelligence can be learned, it can be learned/developed by trainings, mentoring, feedback mechanisms, peers evaluation and by fostering competitive environment. Conclusion Goleman’s emphasis on emotional intelligence as the major determinant of leadership ability in an individual certainly has valid reasons. He however misses in his article if emotional intelligence is sufficient enough as a leadership potential. 2 | Article Critiquing: What Makes a leader?

Sandip Timsina (09525) The article does not say anything on whether people with high emotional intelligence but with less than mediocre visionary skills, intelligence and knowledge can be effective leaders or not. No doubt that people who have high score in emotional intelligence backed by knowledge, visionary skills can be good leaders but emotional intelligence still is something that is scrutinized in organizations. For example people are criticized for accepting their failures and weakness for being rather shameless and irresponsible while when they speak of their strengths they might be called arrogant and over confident. Self regulated people are tagged to be stone hearted, cold and unappreciative. When an individual fails to acknowledge others achievement or fails to acknowledge as expected he is called cold and thankless. As for empathy people argue that when managers, decision makers, policy makers think too much about others they fail to make strong decisions, effective strategies. We have ourselves seen people who despite being helpful, jolly and friendly are tagged as gossip mongers and cheaters. Unless organizations have culture that makes it easy to distinguish between emotional intelligence and real nuisance, it has very grim chance to find a leader. Goleman suggests that emotional intelligence is by far major determinant of leadership and it can be developed. However Goleman remains mum on how emotional intelligence can be developed.

3 | Article Critiquing: What Makes a leader?

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