What makes a leader


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What makes a leader

  1. 1. What Makes A Leader? Presented by William M. Kapambwe At MBA ED Lecture University of Lusaka Monday, 7 th February, 2011
  2. 2. Outline 1.0 Introduction :
  3. 3. 1.0 Introduction <ul><li>Superb leaders have very different ways of directing a team, a division, or a company. Some are subdued and analytical; others are charismatic and go with their gut. </li></ul><ul><li>And different situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm, whereas many turnarounds require amore forceful kind of authority. </li></ul><ul><li>Psychologist and noted author Daniel Goleman ahs found, however, that effective leaders are alike in one crucial way: they all have a high degree of what has come to be known as emotional intelligence. </li></ul><ul><li>In fact Goleman’s research at nearly 200 large, global companies revealed that emotional intelligence-especially at the highest levels of a company-is the sine qua non for leadership. </li></ul>
  4. 4. Introduction <ul><li>Without it, a person can have first class training, an incisive mind, and an endless supply of good ideas, but he still won’t make a great leader. </li></ul><ul><li>The components of emotional intelligence: - self awareness, self-regulation, motivation, empathy and social skill – can sound unbusinesslike. </li></ul><ul><li>Exhibiting emotional intelligence at the workplace does not mean simply controlling your anger or getting along with people. Rather, it means understanding your own and other people’s emotional makeup well enough to move people in the direction of accomplishing your company’s goals. </li></ul><ul><li>The presentation discusses each component of emotional intelligence and shows through examples how to recognize it, how its can be learned and how to measure it. </li></ul>
  5. 5. 2.0 Self-Awareness <ul><li>Self awareness means having a deep understanding of one’s emotions, strengths, weaknesses, needs, and drives. </li></ul><ul><li>Self-aware persons are honest with themselves and with others. </li></ul><ul><li>People who have a high degree of self awareness recognize how their feelings affect them, other people, and their job performance. </li></ul><ul><li>Someone who is highly self aware knows where he is headed and why; understanding of one’s values and goals. </li></ul><ul><li>Self aware people have candor and an ability to assess themselves realistically. Speak accurately and openly. </li></ul><ul><li>Express their emotions. </li></ul><ul><li>Self aware people are frank in admitting their failure(self deprecating sense of humor) </li></ul><ul><li>Self aware people have a thirst for constructive criticism. </li></ul><ul><li>Self aware people are self confident </li></ul>
  6. 6. 3.0 Self Regulation <ul><li>Self regulation frees us from being prisoners of </li></ul><ul><li>our feelings. </li></ul><ul><li>Ability to control feelings. </li></ul><ul><li>People who have mastered their emotions are </li></ul><ul><li>able to roll with the changes. They don’t panic. </li></ul><ul><li>Self aware people create an environment of </li></ul><ul><li>trust and fairness. </li></ul><ul><li>Self regulation enhances integrity. </li></ul><ul><li>Signs for self regulation are propensity for </li></ul><ul><li>reflection and thoughtfulness; comfort with </li></ul><ul><li>ambiguity and change; and integrity-the ability </li></ul><ul><li>to say no to impulsive urges. </li></ul><ul><li>Self aware persons are considerate in their </li></ul><ul><li>actions and language. They are not impulsive. </li></ul><ul><li>Negative displays of emotion have never </li></ul><ul><li>emerged as a driver of good leadership. </li></ul>
  7. 7. 4.0 Motivation <ul><li>Motivation provides the drive to achieve beyond expectations – their own and everyone else’s. </li></ul><ul><li>Not driven by external rewardsn and not external rewards. </li></ul><ul><li>Motivated people have passion for work; seek creative challenges; love to learn; and take pride in ajob well done. </li></ul><ul><li>Display unflagging energy to do things better. </li></ul><ul><li>Restless with the status quo. </li></ul><ul><li>Persistent with their questions about why things are done one way rather than another. </li></ul><ul><li>They are eager to explore new approaches to their work. </li></ul><ul><li>Peopel driven to do better want a way of tracking progress-their own, their team’s and their organisations’. </li></ul><ul><li>Motivated people remain optimistic and use experiences as learning opportunities. </li></ul><ul><li>Motivated persons are committed to the organisation. </li></ul><ul><li>Optimisim and organisational commitment are fundamental to leadership. </li></ul>
  8. 8. 5.0 Empathy <ul><li>Empathy easily recognized in people; sensitive teacher, guide or friend. Rather than insensitive and unfeeling boss. </li></ul><ul><li>Empathy means thoughtfully considering employees’ feelings- along with other factors – in the process of making intelligent decisions. </li></ul><ul><li>Empathy is important today because of the increased use of teams, the rapid pace of globalization and the growing need to retain talent. </li></ul><ul><li>A team’s leader must be able to sense and understand the viewpoints of everyone around the table. </li></ul><ul><li>Sensitive to body language and other people’s feelings, views and frustrations. </li></ul><ul><li>Coaching and mentoring requires empathy. Outstanding coaches and mentors create good relationships and get into the heads of the people they are helping. </li></ul><ul><li>They sense how to give effective feedback; they know when to push for performance and when to hold back; hence they motivate and demonstrate empathy. </li></ul><ul><li>Leaders who are empathetic not only sympathize but use employees knowledge to improve their companies in subtle but important ways. </li></ul>
  9. 9. 6.0 Social Skill <ul><li>While the first three aspects of emotional intelligence are self –management skills, the last two are empathy and social skill, concern a person’s ability to manage relationships with others. </li></ul><ul><li>Social skill is friendliness with a purpose: moving people in the direction you desire, whether that’s agreement on a new marketing strategy or enthusiasm about anew product. </li></ul><ul><li>Socially skilled people tend to have a wide circle of acquaintances, and they have a knack for finding common ground with people of all kinds- a knack for building rapport. </li></ul><ul><li>Have networks in place for implementing actions. </li></ul><ul><li>Socially skilled people are adept at managing teams-that’s their empathy at work. </li></ul><ul><li>They are expert persuaders-they know when an appeal to reason will work better. </li></ul><ul><li>They are excellent collaborators. </li></ul><ul><li>They build bonds widely because they know that in these fluid times, they may need help someday from people they are just getting to know today. </li></ul><ul><li>Social skill is necessary because leaders need to manage relationships effectively; No leader is an island. </li></ul>
  10. 12. 9.0
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