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    5 views11 pages

    Capítulo What Makes A Leader

    Uploaded by

    Ale Mo

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    © All Rights Reserved
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    of 11
    ‘ora social venture—that offers an opportunity for beinga leader, being respected, forbeing success ‘The challenges of managing oneself may seem obvious, if ‘lementary Ad the answers may seem self-evident to the point appearing nave. But managing oneself requires new and np dented things fiom the individual, and expecta fom the know ‘worker. In effect, managing oneself demands that each know ‘worker think and behave lke a chief executive officer. Fu ‘he shit rom mamnal workers who do as they ate tld to kn ‘workers who have to manage themselves profoundly challenges lal stracture, Bvery existing socey, even the most individu ‘one, takes two thing for ranted, Foy subconsciously: that. ‘ations outlive workers, and tht most people stay pu ut today the opposite is true. Knowledge workers outlive zations, and they are mobile. The need to manage oneself is fore creating a revolution in human affairs, ry ube in Jamar gp. Repro _ What Makes a Leader? by Daniel Goleman ‘veny AUSINESSPERSON KNOWS a story about a highly inteligent, highly shill executive who was promoted into a leadership posi ‘io ony to fai atte ob. And they also now a story about ome ‘one with solid—but not extracedinary~intllectual abilities and ochniealskis who was promoted int a similar postion and then soared, Suchaneddotes support the widespread belie that identifying in: lvidoals with the “right stuff" to be leaders s more at than sc. ‘ce. After all, de personal styles of superb leaders vary: Some leaders are subdued and analytical others shout their maifestos hom the mountaintops. And just as important, diferent situations ‘al for afferent types of leadership, Most mergers need a sensitive ‘wgotatorat the helm, whereas many turnarounds equie a more loxceful author, "have found, howevey, thatthe most effective leaders are alk in se crucial way. They all have a high degree of what has come tobe ‘owns emorinalneligece. I's tat IQ and technical sks are ‘welevant. They do mater, but mainly at “threshold capabilities”; "ats, they ae the entry-level requirements fr executive postions. uutmy researc, along with other recent studies, ceatly shows that ‘motional nteligence ithe ine qua non of ears. Without it 2 person can have the best traning inthe world an incisive, analytical % ‘Bis-smmen meer -reaER = Inthe course ofthe past year, my colleagues and [have focused how emotional intelligence operates at work. We have examined ‘elationship between emotional inteligence and effective perfor ance, especialy in leaders. And we have observed how emotional i teligence shows iseion the job. How can you tel if someone Evaluating Emotional intelligence ‘Most ange companies today have employed trained psychologists ta develop what ate known a “competency models” toad them in ‘entitying, training, and promoting kel tars inthe leadership fi ‘mament. The psychologists have alo developed such modes fot lower-level positions And in recent yeas, [have analyzed compe. tency models from 188 companies, most of which were large td ‘slobal and included the kes of Lucent Technologies, British At ‘ways, and Credit Sse, |i canying out this work, my objective was to determine which personal capabilities drove oustanding performance within these ‘onganizations nd to what degre they dio. grouped capabilites {nto three categories: purely technical skis ike accounting and busines planning; cognitive alte ike snalytial reasoning, and ‘competencies demonstrating emotional intelligence, such ab the bility to work with others and efectiveness in leading change ‘To create some of the competency models, psychologists asked senior managers atthe companies to identify the capabilities that ‘spied the organization’ most outstandingleaders. Tocreate other ‘models, the psychologists used objective criteria, such a Avision’ profitability, to differentiate the sta performers at senior levels within their organizations from the average ones, Those “ ‘ut angie gies; «So ter cmt ‘nmoey arom tentsg— eacing depends cTconeaskgsansnel tao lan Reema | ae gach fnoceaarapettmaine —* Metran-rahing chine ‘ie x ater : ata ed Ge tlewed chedy aeitateig er ‘ior Wenseoran” "pre nate nay Semomsmpuytese Sea Simmer be’ * Silat ‘ices eprornedyeny eter to one : 5 bi wn chor wthcoaniis ue of 1 skis. But we can strengthen + smn tooo eter gh pe ‘emngin wits Lins wn act, od eta om values andinpactoncthers clleauer caches. ‘ndividuals were then extensively interviewed and tested and their «capabilities were compared, This process resuted in the creation of sts of ingredients fr highly effective leaders. The lit ranged in length fom seven to items and included suc ingredients i= ‘tive and state vision. ‘When! analyzed allthis data, found dramaticresuts. Tobe re, lotllect was a diver of outstanding performance. Cognitive lls sucha big picture thinking and long-term vision were particularly ‘mportant, But whe [calculated the rato oftechnical sil, 1, and ‘motional intelligence as ingredients of excellent performance, ‘motional inteligence proved toe twiceas important a theaters for obs atall levels ‘Moreover, my analysis showed that emotional intelligence played smincreasingly important role atthe highest levels ofthe company, here differences in technical kl ar of negiibe importance. In ‘other words, the higher the rank oa person considered tobe a star eeformer, the more emotional intelligence capabilities showed up ‘asthe reason for his orher effectiveness When {comped tar pet formers with average ones in senor leadership positions, neatly 6s Understanding 5 Components onluing | + towtonin | Andree cant oe Soe | Saree compet | Slain | par me | manogtion | pexeonectnn So, |. Sigs | erent cee tomanas| oman | sahotomee Boneaing |” Setpuner | Sean tron ee | eee ene |. Simms | rete Sregne,|' sinonee Soke | setae ities, |. Stara gipgerpsimse teat “reas, | Sometime ‘mien eset ‘ela me | Tattr Sree Slee |” Conese ‘esr | ee on pares Sattrasn ctnaa | oats | mous “i eruptive : ith ae yee | managing “+ fffectveness in | Amanager wants ‘Sentecens | Stigay ans seats |" a heeonmeonit = erp ‘change ‘tomove poople | « Poomsinees | abewriene Saar |: Ste | Song nee Grams | feoorig | tances SL eaten ‘Saetcon | ocemeten vetasin. | wang = imate dono nn | «ap fae sSinetoe | "teen adem las ne . ‘levart conmrtion pees Peng ‘is company fem an + eet ‘ova ad po ag ‘ors hin charge Some br ci + Soot Sone strengthening Youre se prac feb tom ahaa srengton sec sl ; ‘rangle water on sy tah cle py ‘Syme aby tien Se wares tot poi, she ‘Slosacnhestel er when sb obs pee ong iS {hen yest past bet repos Sp nt eteraping She a bgen osevng oot sled ‘Slee and td hr eae i The five components of emotional intelligence at work nmr Seema ce onthe oat weeds pia | Yet aa ese nee meee om gan a ne petung | tacienvineg ony clef eee end ge, “atten | symm ‘sepia | tea oomeean a Pose | edness at ‘aan | raincoat the difference in their profiles was attributable to emotional liens factors rather than cognitive bes ‘hee eserchershave confirmed that emotional intelligence not oly stinguishes outstanding leaders but can also be linked t0 ‘performance. The findings ofthe late David McClelland, the ted researcher inhuman and organizational behavior, ae 8 sample, 1996 study of a global food and beverage com- sy; MeClelland found that when senior managers had acitical of emotional nteligence capabilites, tei divisions outper- vant. MeClelan’s findings interestingly, held as true inthe ‘aypanys US. divisions as ints divisions in Asa and Europe. In shor, the numbers are beginning to ell us a persuasive story nt the ink Betweena company's successand the emotionalintl- gence of its leaders And just as mportant, research s also demon ‘rating that people can f they take the right approach, develop ‘iicemotional inteligencs. (Se the sidebar “Can Emotional ntl: gence Be Learned") self-awareness Self awaretiess isthe fst component of emotional intelligence shih makes sense when one considers thatthe Delphic oracle ave ‘headvice to mow thysel? thousands of years ago, SelFawareness means having a deep understanding of one's emotions, strengths, ‘weaknesses, needs, and drives, People with strong sefawareness urereither overly crteal nor unrealistically hopeful Rather, they svehonest—ith themselves and with ober. ‘People who havea high degre of sel awarenes recognize how ‘heir felingsafet them, ober peopl, and thet job performance ‘hus selfaware person who knows that ight deadlines bring out the worst in him plans istime carefully and gts is work done well Imadvance. Another person with high self aareness willbe able to ‘wor witha demanding cent. She wll understand the cients im: ‘ct on her moods andthe deeper reason for her frustration. “The on ats Ports Have OEAAED ler at born or made Sta {nt ett onaon igo, po bn cra Let emai oemmp dot ae sty ar et erate bh i pore a theres pert sngorert anotnl ligne, Byron ‘ewiopmen rsnen star rae plo aes sel ‘rhc prae i ee bow, enone any Scrooge ona, (ne things cern: Emotional itligenc inreases with age hare ean ‘dshoned word fo the phenomenon: matry. Yt even ith matry. ‘Scone peopl il eed waning toons tr mana nage ‘outa, arte may traning programs tat ond obi ease sHalsnclog entionalitlignce ae amt tie and many The problem: Tay acs onthe wrong bat ofthe eh. tational inligance born agen the neurcraamitor of the ris limbic tem, which goons feetng, pues, and drives Research ac ‘ates that he ib syste learns beat ugh motion etendd pra tie ae eedback Compare thi with he ing ering that gars n nthe neacortex, which governs anajcal apa techs bly. The aeooron [utp concepts end ges the part ofthe ran that gues ot howto \eeacomputt or mak sais calby reading book. Net surpisngly but stake the aroha rain retety mos ring progae ed at enhancing emotional allgerce. When such pagar tae ao ‘ec, a octal aproseh my rserch wihthe Comsorton for Reseach on Emotional ireligecein Organizations has show hey ean even a 8 agave mpact on peopl performance, ‘oenhanceemctona inligence, organization mus refocus the rang toincudo the inbi sytem. They maa help pople ea old Befavont hats ander now ones Tht nt nl aes eh orem thane ‘veonl ning programs caso regres annua approach, ‘magne an exact whe though ob lw on empty by her eleagues Part ofthat dick shows se san ay to ean ae erst people nd doesn py coe tention to what hey resyng. othe reer, ‘ecu needs tobe motted to change, nd ten she ree practen and ‘wobec om others inthe company. Aealeague or conch oud be apped th orciive know when she has been ebsered ftir stn. She ‘nl then het reply the een are gv a eto respence that ‘naval er aby absorb wha terse saying. And the mene le decd tober cei excites whose lan mmc ‘uh parsstene ang practic, such process can lad to sting results unr aha Wal stot encive we sagt o improves empathy spec. sively tread peoples eating a ao thle pespecthves lore “nigh ques the eects suberiates were ered of working “iin Popeven went fr ast dead ews fromfir, Nt isha hen Srl confor wit tesfacs He wet homens "amy bat they nl conned wa had heard at work. Whe i non ay hen soc ok mech wt they, oo, were gh ‘eo. liste hlp ofa coach, the exeive went to work to itn hi n= iy ough race an each. Hs stop waste ake cation to reg eeu whore dé not speak he ngage hile ere, he on lv eats to te lama aris oper 0 people wh wes Sift fom hn. When he ered ome, Rured By his week abroad "i orciive atk cose osha Ri for parts a the ay. several "nas awe, erkique hom he ested people with nwa fern t= ctves. Ath se time, be cancel wed onthe ob nacre as Sppeanies to practin“earg” eas tha red ro hs Fal the ‘cue had mel videotape in meting an asked toe ho wore lor and within to cq ait to ukomledge ad understand the lcangsot ther ask vera morhs bathe execute emetoa ate ligoce it ulmate vie andthe provement was raft nhs oe pormance on ho. Te important to enphasie that bug one emotional itligence ‘anno not-appenvitht ner dei ar concated lr A Diet ‘Seminar won't nln can on by ato manuals much Rarer to Icuntoempahae—to trate empty aural sponses pple thon isto become apt at ereon ara. Bt ca done. "Nth- ing grat wat ever achieved without enthusiasm” wrote Faiph Waldo Emerson. your gol sto become 3a adr, hese words an Seve as 2 _nndepact nyu develop hgh eatin lignes. trivia demands take us away from the rel work that needs to done” she might explain. And she wil go one step further and ‘ranger into something constructive SelPawareness extends toa persons understanding of is or ‘aluesand gals Someone whos highly ef are knows where! ‘sheaded and why;s0 for example, he willbe able tobe im in tant {ng down job offer thats tempting fnancialy but does not it hisprinciples orlng term goals. person who lacks set {is apt to make decisions that bring on inner turmoil by treading buried values, "The money looked good so signed on? som: ‘ight say two years intoajob, "but the work means solite tome t ‘mconstantly bored” The decisions of elf aware people mesh with thelr values; consequently, they often find work tobe enerping, How can onerecopnize self awareness First and foremost it shows !tuefas candor and an abit to assess oneself realistically, People high self awareness areableto speak accurately and openy—altiough ot necessarily effusively or confesionally-about thei emotions and the impact they have on thelr work. For instance, one manage know ‘of was skeptical about anew personal-shopper service thither om any. a major departmentstore chain, wassbout olathe Without Prompting fom her team orherbos, cheofeed them en explanation ‘shard formeto get behind the rollout of hisservice” she admitd, “because relly wanted to run the project, but was selected, Beat ‘with me while deal with that The manager dined examine he feeings a week late, she was supporting the projec uly. Such selknowldge often shows self the iting process. Ask ‘candidate todesenibea tie he got caried away by is felines and dd Something he ater rereted Self aarecandldsteswilbe frank nad iting to faiture—andwilloften tele ales with asile.One oth hallmarks ofselfavareness self deprcitng sense af himoe. Seifawarenesscanalsobe denied during performance eviews Seif aware people know~and are comfortable talking about thet Uiitations and strengths, and they often demonstrat a this for onstrutve criticism, By conteast, people with low self-awareness intercetthemesag that they ned tolnproveasatineatorssignof fale. selfawate people can also be recognized by ther secon lon They havea rn rasp other capblities and are les ikly Jost themselves upto fil by, for example, overstretching on as- ‘uments. They know oo, when to ask fr elp And the sks they \skon the job are calculated. They won ask fora challenge tht, \ioyknow they att handle alone. They play to their strengths "Consider the actions ofa midleve employee who was invited to si inom a strategy meeting with her company’ topexceutves. Al ‘gh she was the mos Junior person inthe rom, she didnot it ote quel stening in awestruck or fafa silence. She knew she Joa head for clea ogc andthe sl to present ideas persuasively, sintshe offered cogent suggestions about the company's strate At ‘esame tne, her self-awareness topped her from wanderinginto \crtony where she knew she was weak ‘Despite the value of having self-aware people in the workplace, sy tesarch indicates that senor exeeutves don't often give self ‘arenes the credit it deserves when they lok fr potential lead ‘sc Many exeeutivesmistake candor about feeling for“wimpiness” ‘ad fal give due respect to employees who openly acknowledge \Woirshortcomings. Such people are too readily dismissed as “not eg enough to lead others. Infact, the opposites true. In the ist place, people generally a wite and respect candor. Furthermore, leader are constantly re “led to make judgment calls tht requiea candid assessment of “pails thet own and thase of eters. Do we have the manage ent expertise to acquire a competitor? Can we launch a new prod: ‘ct within sb months? People who assess themselves honestythat ‘seaware people—are well suited odothe same rte oganiza "ons they min. Self-Regulation logical impulses drive our emotions. We cannot do away with ‘hem but we an domuch to manage them. Selfregulation which ‘slike an ongoing ine conversation, isthe component of emotional Ineligence that freesusfrombeing prisoners fou Feelings People n ‘engaged in such a conversation feel bad moods and emotion pulses ust s everyone else does, but they Find ways to conto th and evento channel them in useful ways, ‘opound on thetablein anger or kick overa chai He could lea and scream at the group. Or he might maintain a grim sence, gla ingat everyone before stalking of. ‘But ihe had agit for self regulation, he would choose a diferent ‘approach. He would pick his words caefly, acknowieding th team’ poor performance without rushing tat hasty judgment. He ‘would then stepbackto considertheeasons forthe fare re they personal~a lock of effort? Are there any mitigating factors? What | vas his ole n the debacle? After considering these questions, he ‘mould call the team together, lay out the incidents consequences, and offer his fetings about it He would then present his analysis of the problem anda well-consdered solution. ‘Why does selregulation matter so mich for leaders? First of al, ‘people who are in control of thelt feelings and impulses~that is, ‘People who are reasonableare able to create an environment of trust and faimes, in such an environment, politics and fighting are sharply reduced and productivity is high, Talented people flock to the oganiration and aren't tempted to leave And self-regulation thas trickle-down effect. No one want to be known asa hothead \winen the bos known for her calm approach. Fewer bad moods at "hetop mean fewer throughout the organization, Second, self-regulation is important for competitive reasons. ‘Everyone knows that business today i rife with ambigulty and change. Companies merge and break apart regulary. Technology transforms work at dizzying pace, People who have mastered thelt ‘emotions ae able o roll with the changes. When anew program announced, they don't panic instead, they areableto suspend judg ‘ment, seek out information, and listen to the executives as they ‘plain the new program. As the initiative moves forward, these eopleare able to move witht, ™ seme they even lead th way. Consider the case of a man- sos atalarge manufacturing company. Like her colleagues, she had. Sool certain sftrare program fr five years. The progam drove Jn she collected and reported data nd how she thought bout the “pany rategy. One day, senior executives announced that a mogram was to be installed that would recall change how in- ton was gathered and assessed within the organization. While ‘ny peoplefnthe company complained biter about how disup- Ivete change woul be, the manager mulled over the reasons for new program and was convinced of ls potential to improve Mormanee, She eagery attended training sessions~some of her ages tefused to do so~and was eventually promoted to run cral divisions, prt because she used the ew technology 50 ete | want push the importance of self-tegulstontoleadership even ‘ther nd make the case tat it enhances integrity, whichis not only ‘eseonal virtue loan organizational strengrh. Many ofthe bad ings that happenin companies are function ofimpuisve behav. vople rarely plan to exaggerate profits, pad expense accounts, dip ‘to the til or abuse power for sesh ends. Instead an opportunity nesensitself and people with ow impulse contrast sy yes By contrast, consider the behavior ofthe senior executive ata lange food company. The executive was scrupulously honest is relations orth local distributors. He would routinely lay out his corttracturein detail, thereby giving the distributors als un- ‘erstanding ofthe company's pricing. This approach meant the ex ‘cutive cul’ always dive 3 hard bargain. Now, on ocrasion he Felt the ure to increase profits by witholding information about the company’s cost, But he challenged that impulse—he save that it ‘made more sense in thelongrun to counteract it His emotional sef= regulation paid off in strong, lasting relationships wit disibutrs that benefited the company more than any short-term financial ‘ans would bave, “Thesigs of emotional se regulation, therefore, ae easy tosee:a propensity for election and thoughtfulness; comfort with ambigi ityand ching; and integrty-an abit to sy no to impulsive urges. * ‘ike seiPawarenes, self-regulation often does not gets due ‘People who can maste their emotions ae sometimes seen 2 col fish~ther considered responses are taken as lack of pasion, Peo= ple with fiery temperaments are frequently thought ofa “cassie” Jeaders—their outbursts are considered hallmarks of charisma and power. But when sich people make it tothe op their impulsiveness ‘often works against them. n my esearch, extreme displays of nega tive emotion have never emerged as driver of good leadership. Motivation there sonetra hat vitally ll effective leaders have, tis motva- ‘ton. They ae driven to achieve beyond expectations~ thei own and everyone else's. The key word heres achive Plenty of people are ‘motivated by external factors, such a2 big salary o the stats tht ‘comes from having an impressive tle or being pat of prestigious company. By contrast, those with leadership potential ae motivated ‘by adeply embedded desire to achieve forthe sake of achievement you are ooking for leaders, how can you identify people wih are motivated by the drive to achleve rather than by external r= wards? The fist sign isa passion fr the work iselsuch people Seek ot creative challenges, love to lam, and take grat pride ina job well done, They also display an unflagging energy to do things beter. People wit such energy often seem restless withthe status ‘quo. They re persistent wit their questions about why things até done one way rather than another; they are eager to explore new ap roaches to thei work ‘Acosmetics company manager, for example, was frustrated that head towaittwo wees to get sales results from peoplein the Rd. e finaly tracked down an astomated phone system that would ‘beep each of his salespeople at 5pm everyday. An automated mes- ‘sage then prompted them to punch in their nambershow many calls and sales they had made that day. The system shortened the feahacktime on sbles results from weeks to hous. ‘That story Musrates two other commen ais of peope who are driven to achieve. They are forever raising the performance bat and * ‘hy lke to keep score. Take the prformance ba ist. Ding pe lormanee reviews people with high levels of motivation might aa \obe “stretched” by their superiors Ofcourse, an employee who ‘ombines self awareness with internal motivation will recognize er lmits—but she wot settle for objectives that Seem to easy to su ‘And it follows naturaly that people who are driven to do beter uso want a way of tracking progress~their own, their teams, and ‘eircompany’s. Whereas people with ow achievement motivation sw often fuzy about results those with hgh achievement motiva- "ion often keep scoreby tracking such hard measures as profitability "nate share. now ofa money manager who stars and ends his, “ayn the internet, gauging the performance of his stock fund wains four industry set benchmarks. nterestingly, people with high motivation remain optimistic ‘vom when the Score i against them. n such eases, self-regulation | ‘snbines with achievement motivation to overcome the fistrtion | vind depression that come after a setback flute. Take the csc of sivanother prtelio manager a lage investment company. Aer ‘veral successful yeas, her fund tumbled fr three consecutive ates leading three lage institutional clients to shift ther busi sess elsewhere Some executives would have blamed the nosedive on circum: |unces outside their contol ethers might have sen the sethack 3¢ ‘vidence of personal failure. This portfolio manager, however, Saw ' opportunity to prove she could lead a turnaround. Two Years Inter, wen she was promoted ta very senior level inthe company, Ine described the experience a the bes thing that ever bappened ‘ome; Hesmed so mich rom i" Executives trying to recognie high eels of chievement mot- ‘ation in her people can look for one last piece of evidence: om tment tothe organization. When people love their jobs for the work itsel, they often feel committed tothe organizations that inake that work possible Committed employees are likely to stay with an organization even winen they are pursued by headhunters ‘waving money. 1s not difficult to understand how and why a motivation to achieve ransltes into strong leadership, Ifyou st the ‘ar high or yours, you wil do the same forthe organization wt you are n'a position todo so. Likewise, a drive to surpass gels an interest in keeping score can be contagious, Leaders with ‘waits canoftenbulda team of managers around them withthe same traits. And of cours, optimism and organizational commitment are fundamental to leadership—just ty to imagine runing a company without them. Empathy Of all the dimensions of emotional intelligence, empathy Is the most easily recognized. We have all felt the empathy ofa sensitive teacher ot friend we havealtbeen struckby its absenceinanunfee- ingcoach orboss. But when itcomesto business, we ately eat peo- le praised, let alone rewarded, for their empathy. The very word ‘seems unbusinessite, out of place amid the tough realities ofthe marketplace. ‘But empathy doesnt mean akind of“ OK, you're OK" mushi- ness Fora leader, that i, it doesnt mean adopting other people's

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