207: CFM 5860 APRIL 2022

Q1) Solve any 5. (2 marks each)

i) What is emotional intelligence?
a) The ability to monitor one’s own & others feelings and one’s thinking
and actions
b) The ability to not get angry when provoked
c) Being able to ‘read’ other people
d) Being persistent and enthusiastic when others are Flagging
ii) What is the amygdala?
a) The brain
b) An area of the brain said to be linked to emotion
c) Something that stops us going mad
d) The area of the brain that makes us different from apes
iii) Habits form
a) Character b) Attitude
c) Ego d) Fame
iv) The book ‘5 dysfunctions of team’ is written by____
a) Daniel Goleman b) Stephen Covey
c) Patrick M. Lencioni d) John C. Maxwell

v) Building a ______ team is difficult, but not complicated.

a) Unified b) Classified
c) Moral d) Motivated
vi) Irrefutable means_____
a) Impossible to deny or disprove
b) To prove to be false
c) Erroneous
d) Overthrow by argument or proof
vii) The lower an individuals ability to lead, the lower the lid on his potential
refer to which law
a) The law of lid b) The law of influence
c) The law of process d) The law of navigation
viii) Proactive people focus more on
a) Circle of influence b) Inner circle
c) Circle of concern d) Circle of friends
i) The correct answer is (a) The ability to monitor one’s own & others feelings and one’s thinking and actions.

ii) The correct answer is (b) An area of the brain said to be linked to emotion.

iii) The correct answer is (a) Character.

iv) The correct answer is (c) Patrick M. Lencioni.

v) The correct answer is (a) Unified.

vi) The correct answer is (a) Impossible to deny or disprove.

vii) The correct answer is (a) The law of lid.

viii) The correct answer is (a) Circle of influence.

Q2) Solve any 2. (5 marks each)

a) List down dimensions of trait EI model. Explain any two of them.
b) What is meant by being proactive? How one can become more
proactive.
c) What is dysfunction 1- absence of trust? Provide suggestions to
overcome it.

a) The dimensions of the trait Emotional Intelligence (EI) model are as follows:

1. Self-awareness: This dimension refers to an individual's ability to recognize and understand their own
emotions, strengths, weaknesses, values, and motives. It involves being aware of how emotions can impact
thoughts and behaviors.

2. Self-regulation: Self-regulation is the ability to manage and control one's emotions, impulses, and
behaviors. It involves being able to adapt to changing situations, control negative emotions, and maintain a
positive outlook.

3. Motivation: Motivation in the context of EI refers to the ability to harness and direct emotions towards
achieving goals. It involves being driven, optimistic, and resilient in the face of challenges.

4. Empathy: Empathy is the ability to understand and share the emotions and perspectives of others. It
involves being attentive to others' feelings, showing compassion, and being able to communicate effectively.

5. Social skills: Social skills refer to the ability to build and maintain positive relationships, communicate
effectively, and work well in teams. It involves skills such as effective listening, conflict resolution, and
collaboration.

Two dimensions explained:

- Self-awareness: Self-awareness is the foundation of emotional intelligence. It involves being in tune with
one's own emotions, strengths, weaknesses, values, and motives. Self-aware individuals are able to accurately
recognize and understand their emotions, which helps them make better decisions and manage their behavior
effectively. By being self-aware, individuals can identify areas for personal growth and take steps to develop
their emotional intelligence.
- Empathy: Empathy is the ability to understand and share the emotions and perspectives of others. It involves
being able to put oneself in someone else's shoes and respond with compassion. Empathetic individuals are
sensitive to the needs of others, listen actively, and show genuine concern. This skill is crucial in building and
maintaining positive relationships, resolving conflicts, and fostering teamwork.

b) Being proactive means taking initiative and responsibility for one's own life and actions. It involves
actively anticipating and influencing events rather than just reacting to them. Proactive individuals focus on
what they can control and take proactive steps to achieve their goals and make positive changes in their lives.

To become more proactive, one can:

1. Set clear goals: Define what you want to achieve and break it down into actionable steps. Setting clear goals
provides a sense of direction and motivates you to take proactive measures to accomplish them.

2. Take initiative: Don't wait for things to happen; instead, take the initiative to make them happen. Look for
opportunities, take on new challenges, and be proactive in seeking solutions and improvements.

3. Develop a growth mindset: Embrace a growth mindset that believes in continuous learning and
improvement. See setbacks and obstacles as opportunities for growth and learning rather than as failures. This
mindset encourages proactive behavior by promoting resilience and perseverance.

4. Practice time management: Effective time management allows you to prioritize tasks, eliminate distractions,
and allocate time for activities that align with your goals. By managing your time effectively, you can be
proactive in utilizing your resources efficiently.

c) Dysfunction 1 - Absence of trust refers to a lack of trust among team members, which hinders
collaboration, open communication, and the willingness to be vulnerable with one another. To overcome this
dysfunction, the following suggestions can be helpful:

1. Lead by example: Leaders should demonstrate trustworthiness and vulnerability themselves. When leaders
model trust, it encourages team members to reciprocate and build trust among themselves.

2. Establish clear expectations: Clearly define roles, responsibilities, and expectations for each team member.
When everyone knows what is expected of them, it creates a sense of clarity and reduces ambiguity, fostering
trust.

3. Foster open communication: Encourage open and honest communication within the team. Create a
 safe and non-judgmental environment where team members feel comfortable sharing their thoughts, ideas,
and concerns.

4. Encourage collaboration and teamwork: Promote a culture of collaboration and teamwork where team
members work together towards common goals. Encourage cooperation, active listening, and support among
team members.

5. Provide opportunities for team-building: Organize team-building activities and exercises that promote trust
and camaraderie. These activities can help team members develop deeper connections and build trust outside
of work-related tasks.

6. Address conflicts and issues promptly: When conflicts or issues arise, address them promptly and openly.
Encourage respectful dialogue, active listening, and finding mutually beneficial solutions. Resolving conflicts
in a constructive manner builds trust among team members.

By implementing these suggestions, teams can start building trust, fostering a positive and supportive work
environment, and overcoming the dysfunction of the absence of trust.

Q3) Solve any 1. [10]

a) What do you mean by ‘Begin with end in mind’? Why is it important for
leading an effective life.
b) What do you mean by dysfunctions of teams? Briefly introduce five
dysfunctions of team.

a) "Begin with the end in mind" is a concept popularized by Stephen R. Covey in his book "The 7 Habits of
Highly Effective People." It refers to the practice of envisioning the desired outcome or end result before
starting any task, project, or endeavor. It involves defining your long-term goals and aspirations and aligning
your actions and decisions with those goals.

This principle is important for leading an effective life because it provides a sense of purpose and direction.
When you have a clear vision of where you want to go and what you want to achieve, it becomes easier to
make decisions and prioritize your time and efforts. It helps you stay focused on what truly matters and avoid
getting caught up in distractions or short-term gratification.

By beginning with the end in mind, you can set meaningful goals, create action plans, and make choices that
align with your values and long-term objectives. It enables you to lead a purposeful and fulfilling life, as you
are consistently moving in the direction of your vision and working towards achieving your desired outcomes.

b) Dysfunctions of teams refer to the issues or challenges that hinder the effectiveness and productivity of a
team. These dysfunctions can negatively impact communication, collaboration, trust, and overall team
performance. Patrick Lencioni, in his book "The Five Dysfunctions of a Team," highlights five common
dysfunctions:
1. Absence of trust: This dysfunction occurs when team members are reluctant to be vulnerable and open with
each other. Lack of trust leads to guarded communication, suspicion, and an unwillingness to seek help or
provide constructive feedback.

2. Fear of conflict: When team members are afraid of engaging in healthy and constructive conflict, it results
in artificial harmony. This dysfunction prevents the team from openly discussing ideas, resolving conflicts,
and making better decisions.

3. Lack of commitment: When team members do not fully buy into the team's decisions or goals, there is a
lack of commitment. This dysfunction leads to ambiguity, hesitation, and a lack of accountability for results.

4. Avoidance of accountability: When team members are reluctant to hold each other accountable for their
actions, tasks, and behaviors, it creates a culture of low standards. This dysfunction hinders performance and
inhibits the achievement of team goals.

5. Inattention to results: When individual egos, personal goals, or departmental priorities take precedence over
collective team goals, there is an inattention to results. This dysfunction prevents the team from achieving its
full potential and undermines overall success.

These dysfunctions can be addressed by fostering a culture of trust, promoting open and healthy conflict,
establishing clear goals and expectations, fostering accountability, and focusing on collective results rather
than individual agendas. By addressing these dysfunctions, teams can enhance their effectiveness,
collaboration, and overall performance.

Q4) Solve any 1. [10]

a) Explain the concept of hedgehog? How hedgehog mentality diffrenciate
from the fox mentality?
b) What is level 5 leadership? How can an organization encourage the growth
of level 5 leaders?

a) The concept of the hedgehog and fox mentality was introduced by philosopher Isaiah Berlin in his essay
"The Hedgehog and the Fox." In the context of leadership and decision-making, the hedgehog represents a
focused and specialized approach, while the fox represents a more flexible and adaptable mindset.

The hedgehog mentality refers to individuals who have a singular, focused vision or area of expertise. They
possess deep knowledge and mastery in a specific domain and are committed to pursuing that area with
unwavering dedication. Hedgehogs simplify the complexities of the world into a single organizing principle or
concept. They rely on their specialized knowledge and expertise to make decisions and navigate challenges.
On the other hand, the fox mentality represents individuals who are versatile and adaptable. They draw on a
broad range of knowledge and skills, embracing complexity and multiple perspectives. Foxes are comfortable
with ambiguity and are adept at integrating diverse ideas and approaches. They navigate through a variety of
situations by using their adaptability and agility to respond effectively.

While hedgehogs excel in their focused domain, they may struggle when faced with unfamiliar situations or
challenges outside their expertise. Foxes, with their versatility, can navigate various scenarios and are more
comfortable embracing change. Both mentalities have their strengths and weaknesses, and effective leadership
can incorporate elements of both.

b) Level 5 leadership is a concept introduced by Jim Collins in his book "Good to Great." It describes the
highest level of leadership that drives sustained success and greatness in organizations. Level 5 leaders
possess a unique combination of personal humility and professional will.

Level 5 leaders are humble individuals who put the organization's success and the team's interests before their
own. They demonstrate a strong sense of personal humility, giving credit to others and downplaying their own
contributions. At the same time, they possess an unwavering professional will to achieve the organization's
goals, displaying a fierce resolve and determination.

To encourage the growth of Level 5 leaders, organizations can take the following steps:

1. Foster a culture of humility: Create an environment that values and promotes humility, where leaders are
encouraged to acknowledge their limitations, seek feedback, and learn from others. Recognize and reward
humility as a desirable leadership trait.

2. Develop leadership development programs: Implement leadership development programs that focus not
only on technical skills but also on personal development and character-building. Provide opportunities for
leaders to reflect on their strengths and weaknesses, develop self-awareness, and cultivate humility and
resilience.

3. Encourage mentoring and coaching: Establish mentoring and coaching programs that pair emerging leaders
with experienced Level 5 leaders. This allows aspiring leaders to learn from seasoned professionals and
benefit from their wisdom and guidance.

4. Promote a long-term perspective: Level 5 leaders prioritize long-term success over short-term gains.
Organizations can encourage this mindset by aligning performance metrics and incentives with long-term
goals, emphasizing sustainable growth, and discouraging excessive focus on immediate results.

5. Value and support leadership succession: Develop a clear succession plan and invest in identifying and
grooming potential Level 5 leaders from within the organization. Provide opportunities for leadership roles
and encourage aspiring leaders to take on challenging assignments that foster growth and development.
By implementing these strategies, organizations can create an environment that encourages the growth and
development of Level 5 leaders, ultimately driving sustained success and greatness.

Q5) Solve any 1. [10]

a) “Absence of trust among team members is basic reason for failure of
team” - do you agree with this? What organization can do to build trust
among team members.
b) Explain in details the signs for identifying flywheel and doom loop.

a) The statement "Absence of trust among team members is the basic reason for the failure of a team" is a
strong claim, and while it may not be the sole reason for team failure, it certainly plays a significant role. Trust
is the foundation of effective teamwork and collaboration. When trust is absent, it creates a negative and
dysfunctional environment within the team, leading to poor communication, lack of cooperation, and reduced
productivity. Trust is crucial for building strong relationships, fostering open dialogue, and promoting
psychological safety within the team.

To build trust among team members, organizations can take several steps:

1. Lead by example: Leaders should demonstrate trustworthiness and transparency in their actions and
decisions. When team members see leaders consistently behaving in a trustworthy manner, it sets the tone for
trust to develop among the team.

2. Foster open communication: Encourage and facilitate open and honest communication within the team.
Create opportunities for team members to express their thoughts, ideas, and concerns without fear of judgment
or retribution.

3. Establish clear expectations: Clearly define roles, responsibilities, and expectations for each team member.
When everyone understands their individual and collective responsibilities, it reduces confusion and promotes
trust.

4. Encourage collaboration and teamwork: Promote a culture of collaboration and teamwork where team
members work together towards common goals. Encourage cooperation, active listening, and support among
team members.

5. Provide opportunities for team-building: Organize team-building activities and exercises that promote trust
and camaraderie. These activities can help team members develop deeper connections and build trust outside
of work-related tasks.

6. Recognize and appreciate contributions: Acknowledge and appreciate the contributions and efforts of team
members. Recognizing individual achievements and highlighting the value each member brings to the team
helps build trust and a sense of belonging.
b) Flywheel and doom loop are two contrasting concepts introduced by Jim Collins in his book "Good to
Great" to describe the momentum and trajectory of organizations.

Flywheel: The flywheel represents positive momentum and success. It signifies a continuous cycle of effort
and improvement that gradually builds momentum and leads to significant results over time. Organizations in
a flywheel state experience incremental progress and positive feedback loops that reinforce their success. The
signs of a flywheel include:

1. Consistent growth: The organization demonstrates consistent and sustained growth over an extended period.

2. Alignment of efforts: There is a clear alignment of goals, strategies, and actions across different functions
and levels of the organization.

3. Positive reinforcement: Small wins and achievements contribute to the organization's positive momentum,
reinforcing the belief in the chosen strategies and approach.

4. Continuous improvement: The organization prioritizes a culture of continuous improvement, constantly

refining processes, and striving for excellence.

Doom Loop: The doom loop represents a negative cycle of decline or stagnation. Organizations in a doom
loop struggle to gain traction and may experience persistent challenges and setbacks. The signs of a doom
loop include:

1. Declining performance: The organization experiences a decline in key performance metrics and struggles to
achieve desired results.

2. Reactive decision-making: There is a tendency to react hastily to external pressures or internal crises
without a clear strategic direction.

3. Lack of innovation: The organization fails to adapt to changing market conditions, resulting in a loss of
competitive advantage.

4. Erosion of trust: Trust within the organization diminishes, leading to reduced collaboration, communication
breakdowns, and low morale.

It is essential for organizations to recognize the signs of a doom loop and take proactive measures to reverse
the negative trajectory by reassessing strategies, fostering innovation, rebuilding trust, and aligning efforts
towards a positive flywheel state.
 207: CFM 5946 OCT 2022

Q1) Explain any 5 terms in brief : [10]

a) Who is author of the book title ‘Good to Great’?
i) Patrick M. Lencioni
ii) Jim Collins
iii) Stephen R.Covey
iv) Daniel Goleman
b) Leadership is about advancing others, not about advancing yourself.
The critical question is this: Are you making things better for the people
who follow you?
i) Law of addition
ii) Law of the respect
iii) Law of the lid
iv) Law of the connection
c) As per this book, there is a common misperception among people who
aren’t leaders that leadership is all about position, perks, and power. But
the reality is that leadership requires ______.
i) Qualification
ii) Sacrifice
iii) Potential
iv) References
d) Listen to people sincerely
i) Think win-win
ii) Put first things first
iii) Seek first to understand, then to be understood
iv) Begin with the end in mind
e) In which scenario in a team, a poor performers feel pressure to improve
i) When they get proper guidance
ii) When the boss is strict
iii) When a team holds one another accountable
iv) When there are training sessions

f) The book Emotional Intelligence is about

i) How success is determined more by emotional stability than IQ
ii) Why some people are better at sensing emotions compared to others
iii) How intelligence can be measured by how happy or sad people
generally are
iv) ‘Emotional intelligence’ and ‘intelligence Quotient’ both the terms
are same
g) A culture of discipline involves ______
i) People who adhere to a consistent system
ii) Gives people freedom and responsibility within the framework of
that system
iii) Both (i) and (ii)
iv) Neither (i) nor (ii)
h) The professional benefit of ‘emotional intelligence’ are
i) Effective leadership skills and improved communication
ii) Less workplace conflict and better problem solving skills
iii) Both (i) and (ii)
iv) Neither (i) nor (ii)

a) The author of the book "Good to Great" is ii) Jim Collins. The book explores why some companies make
the leap from being good to becoming truly great and sustained success stories.

b) The quote provided aligns with the concept of the iii) Law of the lid. It emphasizes that leadership is not
about personal advancement but about making a positive impact on the people who follow you.

c) According to the book, the correct answer is ii) Sacrifice. The book challenges the common misconception
that leadership is solely about position, perks, and power, highlighting that true leadership requires sacrifice
and a focus on serving others.

d) The statement "Listen to people sincerely" aligns with the iii) Seek first to understand, then to be
understood habit from Stephen R. Covey's book "The 7 Habits of Highly Effective People." It emphasizes the
importance of active listening and empathetic understanding in effective communication.

e) The correct answer is iii) When a team holds one another accountable. When team members hold each other
accountable, it creates a culture of performance and improvement. Poor performers feel the pressure to
improve because they are expected to meet the standards set by the team.

f) The book "Emotional Intelligence" is primarily about i) How success is determined more by emotional
stability than IQ. It explores the concept of emotional intelligence and its impact on personal and professional
success, arguing that emotional intelligence plays a significant role in achieving desired outcomes.

g) The culture of discipline involves iii) Both (i) and (ii). A culture of discipline is characterized by people
adhering to a consistent system and having the freedom and responsibility within that framework. It combines
a structured approach with individual empowerment.

h) The professional benefits of "emotional intelligence" are iii) Both (i) and (ii). Emotional intelligence
enhances effective leadership skills, improved communication, reduced workplace conflict, and better
problem-solving skills. It positively impacts various aspects of professional interactions and performance.

Q2) Answer any two of the following : [10]

a) What is meant by ‘absence of trust’? How do team members behave if
there is absence of trust?
b) Explain the Anatomy of an Emotional Hijacking.
c) In the book Good to Great what is meant by ‘First who... then what’.
Explain it with appropriate examples.
a) "Absence of trust" refers to the lack of trust and confidence among team members. It means that team
members do not feel safe or comfortable relying on each other, sharing their thoughts and ideas, or being
vulnerable. In an environment of absence of trust, team members may hesitate to collaborate, communicate
openly, or take risks. They may be guarded and reluctant to show their true selves or express their opinions.

Behaviors exhibited in the absence of trust include:

1. Guarded communication: Team members may withhold information, ideas, or feedback, fearing that others
will use it against them or that they will be judged negatively.

2. Lack of collaboration: When trust is absent, team members are less likely to collaborate and work together
effectively. They may prefer to work in isolation or prioritize their own interests over the team's goals.

3. Micromanagement: In the absence of trust, team members may feel the need to micromanage and control
tasks and decisions to ensure things are done correctly, as they lack confidence in the abilities and reliability
of others.

4. Lack of transparency: Team members may be secretive and avoid sharing information or resources that
could benefit the team as a whole. They may be reluctant to ask for help or admit their weaknesses.

To build trust within a team, it is crucial to establish open communication, promote transparency, encourage
vulnerability, and foster an environment where team members feel safe to take risks, make mistakes, and learn
from each other.

b) The Anatomy of an Emotional Hijacking refers to the physiological and psychological response triggered
by an intense emotional experience. It is a concept explained in Daniel Goleman's book "Emotional
Intelligence." During an emotional hijacking, the amygdala, a part of the brain responsible for emotional
processing, overrides the rational thinking centers, such as the prefrontal cortex. This can lead to impulsive,
irrational behavior and a loss of control over one's emotions.

The process of an emotional hijacking typically involves the following stages:

1. Triggering event: An external event or internal thought pattern activates a strong emotional response. This
could be something perceived as a threat, a personal insult, or a sudden surge of fear or anger.

2. Activation of the amygdala: The triggered emotional response activates the amygdala, which sends signals
throughout the body, preparing it for a fight-or-flight response.
3. Physiological changes: The body undergoes various physiological changes, including increased heart rate,
rapid breathing, elevated blood pressure, and heightened senses. These changes prepare the body for
immediate action.

4. Loss of rationality: The amygdala's activation suppresses the rational thinking centers of the brain,
inhibiting logical reasoning and clear decision-making. Emotions take control, and individuals may act
impulsively or irrationally.

5. Emotional response: The individual experiences intense emotions associated with the hijacking, such as
anger, fear, or overwhelming sadness. These emotions may influence behavior and communication in a way
that is disproportionate or inappropriate for the situation.

To manage emotional hijackings, it is important to develop emotional intelligence skills, such as self-
awareness, self-regulation, and empathy. By recognizing triggers, understanding emotional patterns, and
practicing techniques to regulate emotions, individuals can mitigate the impact of emotional hijackings and
make more balanced, rational decisions.

c) "First who... then what" is a concept discussed in Jim Collins' book "Good to Great." It emphasizes the
importance of focusing on getting the right people on board before determining the direction and strategy for
the organization. The idea is that having the right people in key positions is crucial for long-term success.

In the context of "First who... then what," the "who" refers to the individuals and their capabilities, values, and
character. It emphasizes

that organizations should prioritize hiring and retaining talented individuals who align with the organization's
values and have the potential to contribute to its success.

Once the right people are in place, the organization can then work collectively to determine the "what" - the
vision, goals, and strategies. This approach recognizes that great organizations are built by great people who
are aligned and committed to a common purpose.

An example of "First who... then what" is seen in the hiring process of successful companies. They prioritize
finding individuals who not only possess the necessary skills and experience but also demonstrate the right
values, attitudes, and cultural fit. By selecting the right people from the start, organizations can create a strong
foundation for future growth and success.

Q3) a) Explain 7 habits of highly effective people. [10]

OR
b) Draw the Flywheel and label it appropriately. [10]
a) The 7 Habits of Highly Effective People is a popular book written by Stephen R. Covey. It presents a
holistic and principle-centered approach to personal and professional effectiveness. The habits described in the
book are:

1. Be Proactive: Take responsibility for your life and actions. Focus on what you can control and influence,
rather than being reactive to external circumstances.

2. Begin with the End in Mind: Define your vision, values, and long-term goals. Start with a clear
understanding of where you want to go in life, and then align your actions and decisions accordingly.

3. Put First Things First: Prioritize your time and energy on activities that align with your values and goals.
Focus on important tasks rather than being consumed by urgent but less significant matters.

4. Think Win-Win: Seek mutually beneficial solutions and interactions. Embrace a collaborative mindset
where everyone can benefit and work towards shared success.

5. Seek First to Understand, Then to be Understood: Practice empathetic listening and strive to understand
others before expressing your own thoughts and opinions. Create an atmosphere of trust and respect through
effective communication.

6. Synergize: Value and leverage the diversity and strengths of others. Foster teamwork and cooperation to
achieve outcomes that are greater than what individuals can accomplish alone.

7. Sharpen the Saw: Continuously invest in self-renewal and personal growth. Balance and enhance your
physical, mental, emotional, and spiritual well-being to maintain effectiveness and sustain long-term success.

These seven habits provide a framework for personal and interpersonal effectiveness, guiding individuals
towards living a more purposeful, proactive, and balanced life.

b) As a text-based AI, I am unable to draw visual images. However, I can describe the concept of the Flywheel
and how it can be labeled.

The Flywheel is a metaphor used by Jim Collins in his book "Good to Great" to describe the process of
building momentum and achieving sustained success. The Flywheel represents a continuous cycle of effort
and improvement that gradually builds momentum over time.

When drawing the Flywheel, you can label it as follows:

1. Start with an image of a circular shape representing the Flywheel.

2. Label the top part of the Flywheel as "Inputs" or "Effort." This represents the consistent and persistent
efforts made by individuals and the organization.

3. Label the right side of the Flywheel as "Progress" or "Results." This represents the positive outcomes and
progress achieved through the cumulative effects of the efforts.

4. Label the bottom part of the Flywheel as "Feedback" or "Learning." This represents the feedback and
learning gained from the progress and results achieved. It signifies the importance of continuous improvement
and adapting based on feedback.

5. Label the left side of the Flywheel as "Momentum" or "Success." This represents the building momentum
and success that occurs as the Flywheel keeps turning due to the consistent efforts, progress, and feedback
loop.

The key idea of the Flywheel concept is that small, consistent efforts and improvements accumulate over time,
creating a self-reinforcing loop that generates significant momentum and success for individuals or
organizations.

Q4) a) What is the meaning of the term ‘Emotional Intelligence’. Why emotional
intelligence is important in all walks of the life. [10]
OR
b) ‘Good is enemy of Great’ - discuss this statement considering the content
of the chapter ‘Good to Great’.

a) The term "Emotional Intelligence" refers to the ability to recognize, understand, manage, and express
emotions effectively, both in oneself and in others. It involves being aware of one's emotions, empathizing
with others, and using emotions intelligently to guide behavior and decision-making.

Emotional intelligence is important in all walks of life because it plays a significant role in personal and
interpersonal effectiveness. Here are a few reasons why emotional intelligence is important:

1. Self-awareness: Emotional intelligence helps individuals understand their own emotions, strengths,
weaknesses, and triggers. This self-awareness allows for better self-regulation and the ability to manage
emotions effectively.

2. Emotional management: Emotional intelligence helps individuals regulate their emotions in various
situations. It enables them to handle stress, conflicts, and challenges more effectively, leading to improved
resilience and well-being.
3. Empathy and relationships: Emotional intelligence enhances the ability to understand and empathize with
others' emotions. It promotes effective communication, collaboration, and building strong relationships, both
personally and professionally.

4. Leadership and influence: Emotional intelligence is crucial for effective leadership. Leaders with high
emotional intelligence can inspire, motivate, and influence others positively. They create a supportive and
engaging work environment that fosters productivity and teamwork.

5. Decision-making: Emotions are an inherent part of decision-making. Emotional intelligence helps

individuals make more balanced, rational decisions by considering both logical reasoning and emotional
factors. It reduces impulsive and biased decision-making.

b) The statement "Good is the enemy of Great" is a key concept discussed in Jim Collins' book "Good to
Great." It highlights the idea that settling for being good or mediocre prevents individuals or organizations
from achieving greatness.

In the book, Collins identifies companies that made the transition from being good companies to achieving
sustained greatness. He argues that many organizations and individuals become complacent with being good
enough and fail to push themselves further to attain greatness.

The content of the chapter "Good to Great" explores how companies that were initially good but became great
had several common characteristics. These companies displayed a combination of disciplined people,
disciplined thought, and disciplined action. They had visionary leaders, a focus on building a strong
organizational culture, and a commitment to continuous improvement.

The statement implies that being good can lead to a sense of satisfaction and contentment, making individuals
or organizations reluctant to take risks, innovate, and challenge the status quo. By settling for being good, they
miss out on the opportunity to strive for excellence and achieve greatness.

To move from good to great, individuals and organizations need to embrace a growth mindset, continuously
improve, challenge themselves, and pursue excellence. They must be willing to disrupt their own success, be
open to change, and constantly seek ways to improve and innovate. Only by pushing beyond the comfort of
being good can they unleash their full potential and achieve greatness.

Q5) a) Explain any 5 laws from ‘21 Irrefutable Laws of Leadership’. [10]
OR
b) Explain ‘5 dysfunctions of a team’ and how to overcome them. [10]

a) Here are five laws from John C. Maxwell's "21 Irrefutable Laws of Leadership":
1. The Law of the Lid: This law states that a person's leadership ability determines their level of effectiveness.
Your leadership skills set a limit on your potential. To become more effective, you must work on improving
your leadership abilities.

2. The Law of Influence: Leadership is not about a title or position; it's about influence. This law emphasizes
that leadership is based on the ability to positively influence others. The more influence you have, the more
effective your leadership will be.

3. The Law of Process: Leadership development is a continuous process that requires time, effort, and
dedication. This law highlights the importance of personal growth, learning from experiences, and investing in
your leadership skills over time.

4. The Law of Navigation: Successful leaders chart a course and navigate through challenges and obstacles to
reach their desired destination. This law emphasizes the need for leaders to have a clear vision, a strategic
plan, and the ability to make necessary adjustments along the way.

5. The Law of Solid Ground: Trust is the foundation of leadership. This law emphasizes the importance of
building trust and credibility with others. Leaders must demonstrate integrity, honesty, and consistency to
establish a solid foundation of trust.

b) "The Five Dysfunctions of a Team" is a book written by Patrick Lencioni. It explores the common pitfalls
that hinder team performance and offers strategies to overcome them. The five dysfunctions are:

1. Absence of Trust: This dysfunction occurs when team members are reluctant to be vulnerable and open
with one another. Trust is essential for effective teamwork. Overcoming this dysfunction involves creating an
environment of psychological safety, encouraging open communication, and building trust through shared
experiences and vulnerability.

2. Fear of Conflict: When team members avoid healthy and productive conflict, it leads to artificial harmony
and compromises the quality of decisions. Overcoming this dysfunction involves fostering an environment
where conflicts are seen as opportunities for growth and learning, promoting constructive dialogue, and
ensuring that differing opinions are respected and heard.

3. Lack of Commitment: Without buy-in and commitment from team members, the team's decisions and plans
lack clarity and focus. Overcoming this dysfunction requires creating clarity around goals, roles, and
expectations, and ensuring that all team members have the opportunity to provide input and express their
commitment.

4. Avoidance of Accountability: When team members are not held accountable for their actions and
commitments, it leads to low performance and missed deadlines. Overcoming this dysfunction involves
establishing clear performance standards, holding individuals accountable for their responsibilities, and
fostering a culture where feedback is welcomed and used for growth.
5. Inattention to Results: When team members prioritize individual goals over team goals, it hinders collective
success. Overcoming this dysfunction involves aligning individual and team goals, emphasizing the
importance of collective achievements, and fostering a culture of collaboration and shared responsibility for
results.

To overcome these dysfunctions, teams should focus on building trust, promoting open and honest
communication, clarifying goals and expectations, fostering a culture of accountability, and emphasizing the
importance of collective success over individual achievements. Effective leadership plays a crucial role in
addressing these dysfunctions and creating a high-performing team.