What makes a leader

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What makes a leader

  1. 1. What Makes a Leader? Intelligence? Technical Skills? The author of the first article, Daniel Goleman, would argue that the most important attribute of an effective leader is emotional intelligence. The other attributes, although they still matter, are more of a prerequisite. Having a high degree of emotional intelligence is what will make you a good leader.
  2. 2.  Goleman has studied the people in leadership roles in 188 different companies, many of them large global companies. Each of these companies has developed what is known as a competency model. Competency models are developed by psychologist in order to help identify, train, and promote talented employees within a company. The models are becoming increasingly more popular in large organizations.
  3. 3.  Goleman has taken the models and categorized these leaders’ personal capabilities into three groups: 1. Technical Skills - accounting and business planning. 2. Cognitive Ability - analytical reasoning. 3. Demonstrating Emotional Intelligence - being able to work with others and effectively lead change. Goleman then calculated the ratio between these three groups as they relate to excellent performance, and emotional intelligence was shown to be twice as important as the other groups.
  4. 4. Five Components of EmotionalIntelligence at Work 1. Self Awareness 2. Self-Regulation 3. Motivation 4. Empathy 5. Social Skills
  5. 5. Self-Awareness Definition Hallmarks Self-Awareness The ability to recognize Self-confidence and understand moods, emotions, and drives, as Realistic self- well as their effect on assessment others Self-deprecating sense of humor  A self aware person will not be overly pessimistic or optimistic, but will be more of a realist. Basically a self aware person will be honest about themselves and honest with others.
  6. 6. Self-Regulation Self-Regulation Definition Hallmarks The ability to control or redirect Trustworthiness and integrity disruptive impulses and moods The Comfort with ambiguity Propensity to suspend judgment - to think before acting Openness to change  An individual that self-regulates will not fly off the handle when an employee makes a big mistake or does not meet expectations. Instead, they will calmly explain why they are disappointed in the performance and then take time to think about what can be done to prevent future mistakes. Once they have come up with a solution they will meet with the employee and explain the consequences of their actions and how they plan to move forward.
  7. 7. Motivation Motivation Definition Hallmarks A passion to work for reasons that Strong drive to achieve go beyond money or status Optimism, even in the face of The propensity to pursue goals failure with energy and persistence Organizational commitment  Motivation is one of the most important traits of an effective leader. Good leaders are motivated not just by money or prestige, but are driven to achieve by the fulfillment received from reaching their goals. These people really care about their work, enjoy learning, and receive self satisfaction in a job well done.  Motivated people are also optimistic when faced with adversity. Not to say they are unrealistic about things, but more that they look forward to the challenge of turning things around and making things better.
  8. 8. Empathy Empathy Definition The ability to understand the Hallmarks Expertise in building and emotional makeup of other retaining talent people Cross-cultural sensitivity Skill in treating people according to their emotional reactions Service to clients and customers  Empathy is important for three main reasons: the increasing use of teams; the rapid pace of globalization; and the growing need to retain talent.  The leader of a team must be able to understand the emotions of all of the team members in order to help lead them to a consensus decision or to use each member in the best way possible to complete the project.
  9. 9. Empathy With the increasing globalization of the economy it is important to use empathy when dealing with colleagues or clients of other cultures. People who have the ability to empathize with other people will recognize when someone may be offended and will try to neutralize the situation. They are also usually more sensitive to other cultures in general. Retaining talent in an organization is another way empathy can help you. By using empathy in your mentoring and coaching techniques you can really connect with your employees. Mentoring will not only help improve performance, but will also make your employees happier at work and less likely to leave the company.
  10. 10. Social Skill Social Skill Definition Proficiency in managing relationships and building Hallmarks Effectiveness in leading change networks Persuasiveness An ability to find common Expertise in building and leading ground and build rapport teams  Having social skills does not just mean being nice and agreeable, but in the context of emotional intelligence it is the ability to use these skills to an end. If you have a pre-existing relationship with someone they are more likely to listen to what you have to say and agree with you.  If there is animosity between you and a colleague or employee chances are they will try and fight your suggestions and/or ideas.
  11. 11. Social Skill Also by managing your business relationships positively you will be more likely to know where to go when you need help and that person will be more likely to assist you. No manager is a one person team and needs to be able to persuade people to help or agree with them when needed. These business relationships should not be limited to just your immediate department or closely related contacts. You should try and develop these relationships with people through out the organization and even the industry. You never know when you will need them to support you.
  12. 12. Can emotional intelligence belearned? Although some people naturally have many of the traits of an emotionally intelligent leader that doesn’t mean that these traits can not be learned. Goleman does warn that this kind of development is not something that just happens over night. It takes a lot of work to become more self aware, empathetic, or any of the other components of an emotional intelligence leader.
  13. 13. Narcissistic Leaders: The IncrediblePros, the Inevitable Cons Narcissistic leaders are good in that they are visionaries that can lead their employees through times of change. They also are not afraid to take risks in order to get the job done. These traits could benefit a company, but they could also cause damage if the narcissist does not have a realistic vision of where the company should go.
  14. 14. Pros of Narcissism Great Vision – Narcissistic leaders are gifted with being able to see what could be, not just what is. Their ability to see the big picture and take their companies to new places is probably their greatest strength. To paraphrase George Benard Shaw, some people see things as they are and ask why; narcissists see things that never were and ask why not. Scores of Followers – Being a visionary doesn’t get you very far unless you have people who believe in your vision and want to see it realized. If all it took to succeed was the ability to have visions than I’m sure we would have many more CEO’s that wore tie-dyes and Birkenstocks to work instead of suites and ties. Luckily for narcissists, their natural charisma and way with words tend to attract a following.
  15. 15. Cons oftoNarcissism narcissist to ignore Sensitive Criticism – This causes emotion in general. Because they don’t like receiving negative feed back, they tend to isolate themselves. Narcissists see criticism as an attack on their image and visions; therefore are very defensive when they feel they are being critiqued  Poor Listeners – Being overly sensitive to criticism can cause a leader to not really listen to the person trying to give them constructive criticism. They may even try to defend ignoring others because after all, they didn’t get where they were by listening to others. Even if this is true, a leader should still listen to the people around them.
  16. 16. Consofof Narcissism factory overseasnarcissistic Lack Empathy –Deciding to move a the company might cause some leaders stress, but for or downsize leaders these are easy decisions. They are able to detach themselves from the lives they are changing and just consider the business aspect of a decision. This can make them extremely unpopular not just around the office, but also by the general public.  Distaste for Mentoring - Because narcissist tend to be very independent they usually do not like to mentor. They feel like they made it to the top on their own, and that you should do the same. Their lack of empathy also makes it hard for them to connect with their subordinates.  An intense Desire to Compete – Many managers desire to be the best at what they do; narcissistic leaders have to be the best at what they do. Their intense drive to be the best and always “win” can cause them to make enemies of people who may not be of any threat to their position or status.
  17. 17. Leadership That Gets Results As a leader you are expected to produce results from the people you lead. There are many different ways that leaders go about achieving this goal. Some demand results and are very direct, while others try to teach and develop there employees. The main point is that what ever you do, it must produce the desired results.
  18. 18. The Six Leadership Styles at a Glance Coercive Authoritative Affiliative Democratic Pacesetting CoachingThe leaders Demands immediate Mobilizes people Creates harmony and Forges consensus Sets high standards Develops people formode of compliance toward a vision builds emotional through participation for performance the futureoperating bondsThe style in a "Do what I tell you." "Come with me." "People come first." "What do you think?" "Do as I do, now." "Try this."phraseUnderlying Drive to achieve, Self-confidence, Empathy, building Collaboration, team Conscientiousness, Developing others,emotional initiative, self-control empathy, change relationships, leadership, drive to achieve, empathy, self-intelligence catalyst communication communication initiative awarenesscompetenciesWhen the style In a crisis, to kick When changes To heal rifts in a To build buy-in or To get quick results To help an employeeworks best start a turnaround, or require a new vision, team or to motivate consensus, or to get from a highly improve performance with problem or when a clear people during input from valuable motivated and or develop long-term employees direction is needed. stressful employees competent team strengths circumstancesOverall impact Negative Most strongly Positive Positive Negative Positiveon climate positive
  19. 19. Getting the Attention You Need In today’s information technology packed world it is increasingly difficult to grab the attention of employees. With the amount of information that is thrown at employees each day it can be understood why they can sometimes be distracted. Think about the number of emails and phone calls any given employee receives in a day, not to mention all the distractions that come along with a smart phone. So how do you get your employees to focus in on the goals of the company? One way to grab their attention is to get your people engaged in their work. Try asking for their input when a decision is going to affect them. This way they will feel like their views matter and will be more willing to pay attention. You can also use competition as a way to grab your employees’ attention. For instance, try offering an award to the employee that has the best numbers in a given amount of time. Hopefully this will cause them to try harder and pay more attention to their work.
  20. 20. The Successor’s Dilemma This is a situation that can arise when a manager that is going to leave the company has to train their successor before they go. This can cause a lot of tension between the two managers and sometimes lead to very hostile work environment. Any one watch the office? A great example of the successor’s dilemma can be seen on one of this season’s episodes. Deangelo Vickers is hired to replace Michael Scott as Regional Manager of Dunder Mifflin. At first they got along great, but the more things Deangelo wanted to change the more Michael resented him for it. One way to help ease the tension is to try not to fight too many battles before you take over completely. You must know when to tactfully pull back so that you do not risk jeopardizing your career. After all you are the one that will be in control eventually, just be patient and try to make the best of it.
  21. 21. Why Should Anyone be Led byYou? People want to be lead by people that inspire them. The authors of this article have come up with four ways for you to become an inspiring leader. 1. Selectively show your weaknesses 2. Rely heavily on intuition to gauge the appropriate timing and course of action 3. Manage employees with tough empathy 4. Reveal your differences

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