Strategic Management

MGT - 8503

What Makes a Leader?

Submitted To
Maj Gen Alauddin M A Wadud (Retd.)
Professor (Adjunct)
Faculty of Business Studies
Bangladesh University of Professionals

Submitted By
Group - 4

Name ID
Farjana Islam 2023032047
Md. Imdadul Huq 2023032055
Md Sumon Miah 2023032059
Tonmoy Kar 2023032065
Sadia Nowshin Oishy 2023032067
Shailee Jahan Ev18018043

Section: A
MBA Profesional (Batch-24)

September 30, 2021

Bangladesh University of Professionals

Mirpur Cantonment, Dhaka-1216
 Letter of Transmittal
Date: September 30, 2021

Maj Gen Alauddin M A Wadud (Retd.)

Professor (Adjunct)
Faculty of Business Studies (FBS)
Bangladesh University of Professionals

Subject: Submission of Term Paper of MGT- 8503: Strategic Management

Dear Sir,

It is our pleasure to submit the assignment, which has been prepared as per the
requirement of the course: MGT- 8503: Strategic Management. We have strongly
followed your instruction and a standard structure. We got the opportunity to learn
about an interesting article on ‘What Makes a Leader?’ by Daniel Goleman from
the HBRs 10 Must Read-The Essential.
Throughout the term paper preparation period, this study has provided deep in-
sight on to define the ideal leader, many would emphasize traits such as intelli-
gence, toughness, determination, and vision–the qualities traditionally associated
with leadership. Goleman found that they are insufficient. Truly effective leaders
are also distinguished by a high degree of emotional intelligence, which includes self-
awareness, self-regulation, motivation, empathy, and social skill.
We will be highly obliged if you are kind enough to accept this report and provide
your valuable judgment at your earliest convenience. It would be our immense plea-
sure if you find this report useful and informative.

Sincerely Yours

Name ID
Farjana Islam 2023032047
Md. Imdadul Huq 2023032055
Md Sumon Miah 2023032059
Tonmoy Kar 2023032065
Sadia Nowshin Oishy 2023032067
Shailee Jahan Ev18018043

i
 Acknowledgements
First and foremost, we would like to express our gratitude to the Almighty for en-
abling us to complete this report in due time.
We would like to express my sincere gratitude to our course instructor Maj Gen
Alauddin M A Wadud (Retd.); Professor (Adjunct), Faculty of Business Studies
(FBS), Bangladesh University of Professionals (BUP) for providing us with detailed
advice during the class on this paper. He gave us suggestions to make this paper as
informative and constructive as possible.
Finally, we would like to thanks the Bangladesh University of Professionals (BUP)
for having such a course requirement that helped us get a real-life understanding
of our subject matter and not binding us only in the pages of the books, but also
allowing us to learn about real-life situations. This will help us in the future steps
of our professional life.

i
Table of Contents

Table of Contents ii

List of Figures iii

1 About the Author 3

2 Introduction 7

3 Evaluating Emotional Intelligence 9

3.1 Self-Awareness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
3.2 Self-Regulation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
3.3 Motivation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
3.4 Empathy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
3.5 Social Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

4 Justification of the Article 15

5 Modern Thoughts 18

6 Conclusion 20

7 References 21

ii
List of Figures

1.1 Daniel Goleman . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

3.1 Emotional Intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . 10

3.2 Components of Emotional Intelligence . . . . . . . . . . . . . . . . . 10

iii
List of Figures List of Figures

Executive Summary
Daniel Goleman is a well-known author who wrote the best-selling book ’Emotional
Intelligence.’ He is a well-known international psychologist who has conducted ex-
tensive research on leadership traits and is regarded as a pioneer in the field of emo-
tional intelligence research. With a growing body of research indicating that EQ
(Emotional Quotient) matters far more than IQ (Intelligence Quotient) for leader-
ship positions, a management student needs to read an article on emotional intel-
ligence. The article ’What Makes a Leader?’ was selected as one of HBR’s ten
must-reads on leadership. Reading this masterpiece could not have been a better
way to begin our journey to leadership!

Most effective leaders have a high level of emotional intelligence, which includes
self-awareness, self-regulation, motivation, empathy, and social skill.

Self-Awareness: Self-awareness is defined as self-confidence, the ability to as-

sess oneself realistically, a self-deprecating sense of humor, a thirst for constructive
criticism, and the willingness to admit past failures.

Self-Regulation: a proclivity for reflection and thoughtfulness, comfort with

ambiguity and change, and integrity—the ability to say no to impulsive urges.

Motivation: Great leaders are driven by a deeply ingrained desire to succeed

for the sake of succeeding (not external factors). They enjoy their jobs for the sake
of the work itself, and they have an insatiable appetite for exceeding goals and keep-
ing score (their own, their team’s, and the company’s). Their positive attitude is
contagious and inspires others to do the same.

Seek out challenges, enjoy learning, and take great pride in a job well done; un-
wavering energy to do things better, restless with the status quo, persistent with
their questions about why things are done one way rather than another; eager to
explore new approaches to their work.

Highly motivated people have a strong sense of optimism, even when they fail.

Empathy: Empathy is the thoughtful consideration of employees’ feelings in

the decision-making process, along with other factors. Recognize and comprehend

1
List of Figures List of Figures

everyone at the table’s points of view, and treat people based on their emotional
responses.

Social Skills: Friendship with a purpose; managing relationships to move peo-

ple in desired directions are examples of social skills (eg. an agreement on a new
strategy or enthusiasm about a new product)

Socially skilled people do not arbitrarily limit the scope of their relationship.
They form broad bonds because they know they may need help from people they
are only getting to know today someday.

A leader’s job is to get things done by delegating authority to others.

2
Chapter 1

About the Author

Daniel Goleman is the best-selling author of Emotional Intelligence, as well as nu-

merous other works on emotional and social intelligence, leadership, and education.
He is also a psychologist, former science journalist for the New York Times, and co-
director of the Consortium for Research on Emotional Intelligence in Organizations.
He frequently delivers lectures to professional audiences.
Daniel Goleman (born March 7, 1946) is a science journalist and author. He re-
ported on the brain and behavioral sciences for The New York Times for twelve
years. His 1995 book Emotional Intelligence spent a year and a half on The New
York Times Best Seller list, was a best-seller in many countries, and is now available
in 40 languages worldwide. Aside from books on emotional intelligence, Goleman
has written books on self-deception, creativity, transparency, meditation, social and
emotional learning, and the ecological crisis, and the Dalai Lama’s future vision.
Daniel Goleman grew up in a Jewish family in Stockton, California, the son of Fay
Goleman (née Weinberg; 1910–2010), professor of sociology at the University of the
Pacific, and Irving Goleman (1898–1961), a humanities professor at Stockton Col-
lege (now San Joaquin Delta College). Alvin M. Weinberg, his mother’s brother,
was a nuclear physicist.
Goleman studied in India with the help of a pre-doctoral fellowship from Harvard
and a post-doctoral grant from the Social Science Research Council. While in India,
he met spiritual teacher Neem Karoli Baba, who was also the guru of Ram Dass,
Krishna Das, and Larry Brilliant. He based his first book on his travels in India and
Sri Lanka.

3
 Chapter 1. About the Author

Figure 1.1: Daniel Goleman

Daniel has a bachelor’s degree from Amherst College and a Ph.D. in clinical
psychology and personality development from Harvard, where he also taught. He
co-founded Yale University’s Child Studies Center’s Collaborative for Academic, So-
cial, and Emotional Learning.
During the early stages of his career, Daniel traveled extensively to India to pursue
his interests in Asian traditions and meditation, which inspired his first book, The
Meditative Mind and formed lifelong friendships with other thinkers, writers, and
researchers in the field of contemplative science. Altered Traits: Science Reveals
How Meditation Changes Your Mind, Brain, and Body is Dr. Goleman’s most re-
cent book, written by a long-time colleague and friend neuroscientist Richard J.
Davidson.
Daniel’s work as a science journalist inspired him to write his seminal book, Emo-
tional Intelligence: Why It Can Matter More Than IQ. Goleman defines EI as having
four components: self-awareness, self-management, social awareness, and relation-
ship management.
He co-created an Emotional Intelligence Coaching Certification with Key Step Me-
dia, as well as a facilitated online learning experience for developing EI with Ever-
wise/Key Step Media. He has published a series of primers, each focusing on one of
the twelve competencies in the Emotional and Social Intelligence Leadership compe-
tency model he developed with Richard Boyatzis, which includes contributions from
over a dozen experts in applying EI competencies to leadership and organizational
settings.

4
 Chapter 1. About the Author

Awards
Goleman has received numerous awards,

• Career Achievement award for journalism from the American Psychological

Association.

• Fellow of the American Association for the Advancement of Science in recog-

nition of his efforts to communicate the behavioral sciences to the public.

Publishing History
Books

• 1977: The Varieties of the Meditative Experience, Irvington Publishers. Re-

published in 1988 as The Meditative Mind: The Varieties of Meditative Ex-
perience, Tarcher/Penguin. ISBN 978-0-87477-833-5

• 1995: Emotional Intelligence: Why It Can Matter More Than IQ, Bantam
Books.

• 1998: Working with Emotional Intelligence, Bantam Books. ISBN 978-

1856135016

• 2001: Primal Leadership: Unleashing the Power of Emotional Intelligence,

with Richard Boyatzis and Annie McKee, Harvard Business Review Press.

• 2006: Social Intelligence: Beyond IQ, Beyond Emotional Intelligence, Bantam

Books.

• 2013: Focus: The Hidden Driver of Excellence, Harper Collins Publishers.

• 2015: A Force for Good: The Dalai Lama’s Vision for Our World, Bantam
Books.

• 2017: Altered Traits: Science Reveals How Meditation Changes Your Mind,
Brain, and Body, with Richard Davidson, Avery.

Daniel Goleman Quotes

• martphones and social media expand our universe. We can connect with others
or collect information easier and faster than ever

• if your emotional abilities aren’t in hand, if you don’t have self-awareness,

if you are not able to manage your distressing emotions, if you can’t have
empathy and have effective relationships, then no matter how smart you are,
you are not going to get very far.

5
 Chapter 1. About the Author

• scheduling downtime as part of your routine is hard but worth it, personally,
even professionally.

• I think the smartest thing for people to do to manage very distressing emotions
is to take a medication if it helps, but don’t do only that. You also need to
train your mind.

• When I say manage emotions, I only mean the distressing, incapacitating

emotions. Feeling emotions is what makes life rich. You need your passions.

• In a high-IQ job pool, soft skills like discipline, drive, and empathy mark those
who emerge as outstanding.

• People tend to become more emotionally intelligent as they age and mature.

• In politics, readily dismissing inconvenient people can easily extend to dismiss-

ing inconvenient truths about them.

• I don’t think the focus is in itself ever a bad thing. But focus of the wrong
kind, or managed poorly, can be.

• We need to re-create boundaries. When you carry a digital gadget that creates
a virtual link to the office, you need to create a virtual boundary that didn’t
exist before.

6
Chapter 2

Introduction

Superb leaders have very different approaches to leading a team, a division, or a

company. Some are quiet and analytical, while others are outgoing and follow their
instincts. And different situations necessitate different types of leadership. Most
mergers require a sensitive negotiator at the helm, whereas many turnarounds re-
quire a more forceful type of authority. Psychologist and author Daniel Goleman, on
the other hand, has discovered that effective leaders are all alike in one crucial way:
they all have a high level of what has come to be known as emotional intelligence.
Indeed, Goleman’s research at nearly 200 large, global corporations revealed that
emotional intelligence—particularly at the highest levels of a company—is a must
for leadership. Without it, even if a person has excellent training, an incisive mind,
and an endless supply of good ideas, he will not be a great leader. Self-awareness,
self-regulation, motivation, empathy, and social skill are all components of emotional
intelligence. However, demonstrating emotional intelligence at work does not simply
imply being able to control your anger or get along with others. Rather, it means
understanding your own and other people’s emotional makeup well enough to move
people in the direction of achieving your company’s goals. In this article, the author
discusses each component of emotional intelligence and demonstrates through ex-
amples how to recognize it in potential leaders, how and why it leads to measurable
business results, and how it can be learned. It takes time and, most importantly,
commitment. However, the benefits of having well-developed emotional intelligence,
both for the individual and the organization, make the effort worthwhile.
The Harvard Business Review chose his article ‘What Makes a Leader’ as one of
the 10 ‘must-read’ articles.
In this article, the author Daniel Goleman briefed about four domains of emotional
intelligence, and that article marches us through each one. The first is self-awareness,
and self-awareness is an impressive set of abilities because first of all it’s invisible

7
 Chapter 2. Introduction

to people, it’s subtle, and it’s also highly underrated. Self-awareness is essential for
the other three domains.
The second is self-management, if you don’t know what’s going on inside yourself,
you will be very poor at managing others. It’s about having the ability to control
your own emotions, so they don’t block your ability to think well, to create, to inno-
vate, to stay fixed on a goal, and the drive to achieve. Those are self-management
skills.
Empathy is the third, and it again requires good self-awareness. There’s a lot of
research even at the level of brain function that shows that people who are low in
self-awareness are not able to attune to other people, not able to read them.
The fourth domain in emotional intelligence is social skills. This last is about man-
aging relationships, and it involves the most apparent leadership skills – things like
persuasion, influence, communication, elaboration, teamwork.

8
Chapter 3

Evaluating Emotional Intelligence

Daniel Goleman’s best-selling book published in 1995 popularized the term ”Emo-
tional Intelligence.” However, it was not until 1998 that the psychologist applied
this conceptual phrase to business in the HBR review. Even though the concept ap-
peared to be associated with a ”soft skills” category, Goleman established a direct
link between measurable business skills and emotional intelligence. According to his
research, the most competent leaders all demonstrate a high level of emotional intel-
ligence. But what exactly is emotional intelligence? It consists of five components:
self-awareness, self-regulation, motivation, empathy, and social skill.
When the author analyzed the data on 188 companies, he discovered that emotional
intelligence was twice as important as other skills for jobs at all levels. As one moves
up the corporate ladder, technical skills become less important, and emotional in-
telligence becomes more important. When the author compared star performers to
average ones in senior positions, he discovered that emotional intelligence factors
accounted for roughly 90% of the difference in their profiles, rather than cognitive
abilities. The author cites the late David McClelland’s research to support the claim
that emotional intelligence not only distinguishes outstanding leaders but can also
be linked to high performance.

• Self-awareness: Self-awareness may be summed in Socrates’ precept, “Nosce

te Ipsum” meaning know thyself. Having self-awareness means understanding
one’s feelings, emotions, and effects upon others.

• Self-regulation: According to Goleman, this component is the one that,

“frees us from being prisoners of our feelings.” It represents our ability to
handle and control impulses and moods.

• Motivation: Motivation, in this case, is tied with achievement rather than

driven by external rewards such as money or status.

9
 Chapter 3. Evaluating Emotional Intelligence

• Empathy: The third is empathy, which, once again, necessitates self-awareness.

There is a lot of research, even at the level of brain function, that shows that
people with low self-awareness are unable to adjust to or read other people.

• Social Skills: Social skills are the fourth domain of emotional intelligence.
This last one is about relationship management, and it involves the most visible
leadership skills, such as persuasion, influence, communication, elaboration,
and teamwork.

Figure 3.1: Emotional Intelligence

Figure 3.2: Components of Emotional Intelligence

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3.1. Self-Awareness Chapter 3. Evaluating Emotional Intelligence

3.1 Self-Awareness
The following section of the article will go over the five components of emotional
intelligence. The first component discussed in the article is ’self-awareness.’ Self-
awareness entails being aware of one’s emotions, strengths, weaknesses, drives,
values, and goals, as well as their impact on others. The author mentions self-
confidence, realistic self-assessment, a self-deprecating sense of humor, and a thirst
for constructive criticism as indicators of self-awareness. According to the author’s
research, senior executives rarely give self-awareness the credit it deserves when se-
lecting a candidate for a leadership position.
In the domain of self-awareness, Goleman identifies three types of compassion. The
first is cognitive empathy, he claims. “This is about understanding how the other
person thinks. Leaders who are good at this can express themselves in a way that
has an impact on others and effectively reaches out to them.
Managers who are capable of cognitive empathy see their reports perform better
than expected. Interestingly, executives with true cognitive understanding perform
better in foreign assignments because they can ‘get’ the other culture and respond
to people in a way that they can understand.”
Self-confidence is another indicator of self-awareness. They are confident in their
abilities and are less likely to set themselves up for failure by overstretching on as-
signments, for example. They also know when to seek assistance. Furthermore, the
risks they take on the job are calculated. They will not accept a challenge that they
know they cannot handle on their own. They’ll play to their advantage.

3.2 Self-Regulation
The second component discussed in the article is ’self-regulation’. Controlling or
redirecting disruptive emotions and impulses is what self-regulation entails. The ar-
ticle mentions trustworthiness, integrity, and comfort with ambiguity and change as
indicators of self-regulation. According to the author, people who are in control of
their emotions and impulses can foster a climate of trust and fairness. Self-regulation
is also essential in a competitive work environment that is constantly changing.
As in the case of self-awareness, the author mentions that self-regulation is un-
dervalued when evaluating a candidate for a position of leadership. The author
sarcastically states that people with fiery temperaments are regarded as ”classic”
leaders, and their outbursts are regarded as proof of their charisma and power. The
author emphasizes that in his research, an extreme display of emotion has never

11
3.3. Motivation Chapter 3. Evaluating Emotional Intelligence

been identified as a driver of good leadership.

Why is self-regulation so important for leaders? To begin with, people who are in
control of their emotions and impulses—that is, reasonable people—can foster an
environment of trust and fairness. Politics and infighting are greatly reduced in
such an environment, and productivity is high. Talented individuals flock to the
organization and are not enticed to leave.
Second, for competitive reasons, self-regulation is essential. Every one understands
that today’s business environment is fraught with ambiguity and change. Compa-
nies merge and disband regularly. Work is being transformed at an alarming rate by
technology. People who have mastered their emotions can adapt to change. They do
not panic when a new program is announced; instead, they can suspend judgment,
seek information, and listen to executives as they explain the new program. These
people can move with the initiative as it progresses.
Self-regulation, like self-awareness, is frequently undervalued. People who can con-
trol their emotions are sometimes perceived as cold fish because their measured
responses are misinterpreted as a lack of passion. People with fiery personalities are
frequently regarded as ”classic” leaders, with their outbursts regarded as hallmarks
of charisma and power. However, when such people reach the top, their impulsive-
ness frequently works against them.

3.3 Motivation
The article then moves on to the third component of emotional intelligence, motiva-
tion. Motivation, according to the author, is defined as a desire to succeed solely for
the sake of success. Passion for work, new challenges, unwavering energy to improve,
and optimism in the face of failure are just a few examples of motivation indicators.
When the author says that self-control combined with achievement motivation can
overcome the frustration and depression that follows a failure, he offers an interest-
ing perspective. According to the author, motivation has a trickle-down effect, as
motivated leaders can easily inspire others to do the same.
Motivation is a characteristic shared by nearly all successful leaders. They are driven
to exceed all expectations, both their own and others. The word ”achieve” is crucial
here. External factors, such as a large salary or the status that comes with having
an impressive title or working for a prestigious company, motivate many people.
Those with leadership potential, on the other hand, are driven by a deep desire to
succeed for the sake of succeeding.

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3.4. Empathy Chapter 3. Evaluating Emotional Intelligence

It’s not difficult to see how and why a desire to succeed translates into effective lead-
ership. If one person raises the bar for the organization, others will do the same.
Similarly, a desire to achieve goals and a desire to keep score can be contagious.
Leaders who possess these characteristics can often assemble a team of managers
who share their characteristics. And, of course, leadership requires optimism and
organizational commitment—imagine running a business without them.

3.4 Empathy
Empathy is the next element of emotional intelligence. Empathy simply means
taking into account the feelings of others, particularly when making decisions. Ex-
pertise in attracting and retaining talent, ability to develop others, and sensitivity
to cross-cultural differences are all indicators of empathy, according to the article.
According to the author, empathy is important in today’s world for at least three
reasons: more work is done in teams, globalization is accelerating, and there is a
growing need to retain talent.
Empathy is the most easily recognized of all the dimensions of emotional intelligence.
We’ve all felt the empathy of a caring teacher or friend, and we’ve all been struck
by the lack of empathy in a cold coach or boss. However, we rarely hear people
praised, let alone rewarded, for their empathy in the workplace. For at least three
reasons, empathy is becoming increasingly important as a component of leadership
today: the growing use of teams, the rapid pace of globalization, and the growing
need to retain talent.
In what may sound like a cliche, but empathy isn’t well-regarded in the business
world. People wonder how leaders can make difficult decisions while ”feeling” for
all those who will be affected. Leaders with empathy, on the other hand, do more
than sympathize with those around them: they use their knowledge to improve their
companies in subtle but significant ways.

3.5 Social Skills

’Social skill’ is the fifth and last component of emotional intelligence. The ability
to manage relationships to move people in the desired direction is referred to as a
social skill. The author offers an intriguing perspective on social skill when he states
that social skill is friendliness with a purpose. Effectiveness in leading change, per-

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3.5. Social Skills Chapter 3. Evaluating Emotional Intelligence

suasiveness, extensive networking, and expertise in building and leading teams are
all indicators of social skills. According to the author, social skill is the culmination
of other aspects of emotional intelligence. According to the author, socially skilled
people do not limit their scope of relationships to their domain of work; rather, they
are fluid in terms of expanding the boundaries of their network.
The first three components of emotional intelligence are self-management skills. The
last two, empathy and social skill, are related to a person’s ability to manage in-
terpersonal relationships. Social skill, as a component of emotional intelligence, is
not as straightforward as it appears. Although people with high levels of social
skills are rarely mean-spirited, it’s not just a matter of friendliness. Rather, social
skill is friendliness with a goal: moving people in the direction you want them to
go, whether that’s agreement on a new marketing strategy or excitement for a new
product.
Socially skilled people tend to have a large circle of friends and a knack for find-
ing common ground with people of all types—a knack for building rapport. That
doesn’t mean they socialize all the time; it just means they work under the assump-
tion that nothing worthwhile is accomplished alone. When the time comes to act,
such people have a network in place.
Socially adept people have a large circle of friends and a talent for finding common
ground with people of all types—a talent for building rapport. That doesn’t mean
they never socialize; it simply means they work under the assumption that nothing
worthwhile is ever accomplished alone. When the time comes to act, these individ-
uals have a network in place.

14
Chapter 4

Justification of the Article

Daniel Goleman’s article ”What Makes a Leader?” was a fascinating examination of

the characteristics that define a leader. The article investigates the relationship be-
tween emotional intelligence and effective leadership performance in organizations.
His article delves into each component of emotional intelligence and describes how
to recognize these traits and their manifestations in the workplace.
According to Goleman, for leaders to be successful, they must have basic intelligence
as well as job-related knowledge. He summarizes that although intellect is a driver
of outstanding performance, emotional intelligence plays an increasingly important
role as a person reaches the highest levels of an organization. Goleman asserted
that a successful leader does not need to have the highest IQ or come from an Ivy
League school; all he or she needs is the ”right stuff.” While many managers can
achieve success through their leadership, it takes more than just natural wit to do so.
According to Goleman, many psychological analysts have worked to develop what
is known as a ”competency model.” The competency model determines which per-
sonality traits drive exceptional performance in an organization and to what extent.
Goleman’s concept is similar to the Myers-Briggs Type Indicator, which is used by
managers today. Using the Myers-Brigg method to hire and understand your em-
ployees is a great way to ensure your success as a manager. The primary advantages
of this analysis are that it enables a manager to understand how their employee(s)
direct and obtain energy, take in information, make decisions, and organize their
external world. This test and its analysis are then used to match employees to their
best-suited departments or, if already hired, to assist managers in working with their
employees to maximize profit and success in the company.

15
 Chapter 4. Justification of the Article

What it takes to be a leader and why emotional intelligence is important –

Effective Leaders: It is said that the most effective leaders, not only in business
but in all fields, share similar characteristics. One of the most common charac-
teristics of an outstanding leader is achieved rather than gifted: self-regulation.
Controlling or redirecting disruptive impulses and moods is what this is all about.
Sharing Their Vision: ”Communication with those they lead is critical, and they
recognize that without communication, their effectiveness as a leader is greatly di-
minished.” - Jonathan Shugart
Lead by Example: In today’s world, most people will disregard leaders who rely
on words rather than actions.
Integrity: Are they consistent in what they believe in and what they stand for,
and do not yield to outside influence or pressure?
Communicate Effectively: Along with Sharing Their Vision, a well-respected
leader must be able to communicate effectively.
Making Tough Decisions: ”One of the most important characteristics of a great
leader is the ability to make difficult decisions and to do so decisively; if the leader
hesitates, they can cause significant damage to the organization.” - Luke Sample
Recognize Success: Not just company success, but individual success as well.
Work without recognition, it is said, is a sure way to alienate the workforce.
Empower Others: No one can do everything on their own. Great leaders recognize
the potential and talent in others and use it to allow them to thrive in the workplace
and become respected in their position to take the company to the next level.
Motivate and Inspire: While motivation should come from within, sometimes
simply getting that spark lit inside of someone is all that is required to achieve
greatness.
Social Skill: This is a critical component of successful management. Developing
rapport with others to influence them. It was useful to Goleman when he had a
large circle of acquaintances and was able to find common ground with people of all
kinds.
Emotional Intelligence: This includes self-awareness, self-regulation, motivation,
empathy, and social skill. While these may appear to be unprofessional, Goleman
discovered direct links between emotional intelligence and measurable business re-
sults. He discovered that truly effective leaders are distinguished by a high level of
emotional intelligence.
It is critical to emphasize that developing one’s emotional intelligence cannot and
will not happen without a genuine desire and concerted effort. A brief seminar will
not help, nor will purchase a how-to manual. It is much more difficult to learn to

16
 Chapter 4. Justification of the Article

empathize—to internalize empathy as a natural response to people—than it is to

become proficient at regression analysis. But it is doable. ”Nothing great was ever
achieved without enthusiasm,” Ralph Waldo Emerson wrote. If you want to be a
true leader, these words can serve as a guidepost in your efforts to develop high
emotional intelligence.

17
Chapter 5

Modern Thoughts

The modern leadership style which solely embraces the thoughts of integrating emo-
tional intelligence from Daniel Goleman’s “What Makes A Leader” is ‘The Affiliative
Leadership Style’. It shows that ‘Affiliative leaders are masters at building a sense
of belonging.’
The affiliative leadership style is distinguished by a focus on the emotional needs of
employees rather than on the achievement of goals. Affiliative leaders can establish
remarkable loyalty, liaison, and community among people by creating harmony in
the workplace and supporting employees during difficult times.
Building strong relationships, affiliative leaders always strive to recognize employees
as people and make them feel important to build trust and improve communication.
It fosters a positive team environment, which eventually influences company perfor-
mance.
An affiliative leadership style is an excellent tool for building team resonance, but
it is typically used by leaders when a company is dealing with trust issues, poor
communication, or low morale. Although less effective as a performance driver, the
affiliative style can be a useful tool for resolving people’s issues because it has a very
positive influence on a team’s climate.
Surprisingly, affiliative leaders value downtime because they see it as an opportunity
to build emotional capital that can be used in times of stress. Leaders who demon-
strate the affiliative leadership style strive to make others feel valued and respected
by focusing on their needs and feelings. Their enormous empathy is underlying
competence that always puts people first.
Affiliative leaders tend to encourage risk-taking and innovation by avoiding impos-
ing unnecessary limitations and restrictions. Allowing employees to decide how to
complete tasks encourages people’s inventiveness and self-belief.

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 Chapter 5. Modern Thoughts

However, the affiliative leadership style should not be used exclusively. Simply
praising employees without providing constructive feedback may result in poor re-
sults and mediocrity. That is why, when combined with the authoritative leadership
style, this leadership style is most effective.
How To Become An Effective Leader:

• Develop strong personal bonds.

• Recognize people in employees.

• Pay attention to people’s needs and feelings.

• Make time for in-depth discussions.

• Recognize your employees.

• Encourage risk-taking.

• Bring about resonance and harmony.

• Don’t be concerned if you experience downtime.

• Don’t impose rigid rules.

• Allow people to be free.

• Provide abundant positive feedback; foster a sense of belonging.

• Don’t take credit for your employees’ efforts.

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Chapter 6

Conclusion

Leadership is present in all aspects of life around the world. Good leadership is
required for that specific thing to succeed. An effective leader is a necessary com-
ponent of any business that wishes to succeed. “Leading is the use of influence to
motivate employees to achieve organizational objectives.” Leading entails developing
a shared culture and values, communicating goals to employees throughout the or-
ganization, and instilling in employees a desire to perform at a high level.” A leader
possesses a variety of personal characteristics that contribute to their effectiveness.
One of the most important characteristics of an effective leader is the ability to mo-
tivate others. Motivation can be defined as various internal and external factors that
stimulate desire and energy in people to be continually interested and committed
to a job, role, or subject, or to make an effort to achieve a goal. It is the result of
the interaction of conscious and unconscious factors such as the intensity of desire
or need, the incentive or reward value, and the expectations of the individual and
his or her peers. The advantages of employing such motivational strategies include
increased staff morale and quality.
The author concludes the article by stating that emotional intelligence components
were once thought to be ‘nice to have in business leaders, but they are now a well-
established fact that they are ‘need to have,’ and learning emotional intelligence has
never been more worthwhile than now.
The article is an engaging read that compels the reader to reflect on various aspects
of emotional intelligence.

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Chapter 7

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