What makes a leader?
GOLEMAN, DANIEL (1998), “WHAT MAKES A
LEADER,” HARVARD BUSINESS REVIEW, NOVEMBER DECEMBER, 93-102.
Daniel Goleman, Ph.D
 Born in California, 1946
 Education-Amherst College, Harvard
 Author and expert on EQ
 Lecturer, psychologist, researcher,
reporter, visiting faculty member at
Harvard.
 Awards (Pulitzer Prize)
 http://www.danielgoleman.info
NYT Best Seller
 The New York Times bestselling
 Over 5 million copies in nearly 30
languages
 Best selling in Europe, Asia, and Latin
America
Discussion Outline
 Defining/understanding Emotional Intelligence
 Components of emotional intelligence
 How is it related to performance
 Can emotional intelligence be learned
 Evaluation/Critique of the article
 Leadership-beyond the article
Five Components of Emotional Intelligence
SelfRegulation
SelfAwareness
Social skill
EQ
Motivation
Empathy
SelfManagement
Skills
The ability to
relate to
others
Performance and Emotional Intelligence
 Goleman observed that emotional intelligence is twice as
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


important as technical skills and IQ for jobs at all levels
Importance of emotional intelligence increases as job levels
advance
EI distinguishes outstanding leaders and strong performers
When comparing average performers with senior leaders,
90% of the differences were related to emotional
intelligence
Leaders with high emotional intelligence score positively
impacts the company performance
Can Emotional Intelligence Be Learned?
 Leaders Born or Made?
 Leaders are borned with the traits/quality
 Is a learned behavior
 We know that EI…
 increases with age
 is a learned behavior
 can be used train leaders
 Limbic system (feeling, impulses and drives)
 Noecortex system (concepts, logic)
Training the Limbic System
Keys to learning
Techniques
 Self Motivation
 Practice scenarios
 Recognition
 Enlist a coach
 Practice
 Tape yourself
 Continuous feedback
 Mimic others
 Time and focus
 Go overseas?
 Breaking habits
A Few Criticisms
 Unfounded claims that have no empirical backing, such as EI having
a higher predictive validity for performance in the work place than
traditional measures of intelligence. There is no evidence to suggest
this.
 Matthews, G., Zeidner, M., & Roberts, R. (2002). Emotional
Intelligence: Science & Myth. Cambridge, Massachusetts: The
MIT Press.
 Dr. Cary Cherniss neither argues against nor supports Goleman’s
model, but states some of its history in his paper, Emotional
Intelligence: What it is and Why it Matters
 Graduate professor of Applied and Professional Psychology at
Rutgers University in New Jersey
 Steve Hein compiles Critical Review of Daniel Goleman

http://eqi.org/gole.htm#Table of Contents, page 3
Leadership-Beyond This Article
 Various Leadership Models
 Leadership is a function of…
 L = f(Individual, Followers, Situation)
 The power of the “like” factor
 Openness, vision, and gestalt approach
Discussion Questions
“IQ and technical skills are important, but
emotional intelligence is the sine qua non of
leadership.” Explain.
2. What is emotional intelligence? Can emotional
intelligence be learned? How?
3. Rate your emotional intelligence on a four-point
scale (4=excellent, 3=good, 2=fair, 1=poor) for
each of the five components? How can you
improve your rating or emotional intelligence?
Explain.
1.