This document summarizes several articles from Harvard Business Review on leadership. It discusses Daniel Goleman's concept of emotional intelligence and its five components: self-awareness, self-regulation, motivation, empathy, and social skill. It also summarizes articles on what makes an effective executive according to Peter Drucker, the differences between management and leadership outlined by John Kotter, and adapting to change through leadership described by Ronald Heifetz. Additionally, it discusses the importance of followership, revealing weaknesses as a leader, and developing authentic leadership qualities.

1. By
Faiz Subhani
Roll # MBFF14M043
MBA 3.5 5th regular
In the guidance of:
Sir Kashif Ammar sb.

2. Review of 10 best articles
of
Harvard business reviews (HBR)

3. WHAT MAKES A LEADER
BY DANIEL GOLEMAN
• This concept emotional intelligence firstly brought by Daniel
Goleman in 1995.
• Applied on businesses in 1998.
• After research on 200 global large companies.
• He found direct ties between emotional intelligence and
measurable business results.

4. BRIEF IDEA
• IQ, technical skills, analytical
mind dose matter but most
important characteristic of great
leader is emotional intelligence.
• Distinguish between good and
great leader
• Sine qua non of leadership

5. EVALUATION OF EQ.
• EQ is increasingly more important at high
levels, where differences in technical skills
are of negligible importance
Components
Self awareness
Self regulation
Motivation
Empathy
Social skill

6. SELF AWARENESS
Definition
An ability to understand your emotions derives and their effect on
others
Hallmarks
Self confident (speak accurately and openly)
Realistic self assessment (comfortable talking about their weakness
and strength)
Assess realistically, without biasness
Thirst of constructive criticism

7. SELF REGULATION
Definition
it is an ability to monitor and control our own behavior, emotions and
mood and altering them according to situation
Hallmarks
Truth worthiness and integrity (reduce political infighting)
Rife with ambiguity and change
Openness to change

8. MOTIVATION
Definition
An internal force that impacts the direction and intensity of a
persons voluntary behavior (direction focused by goals)
Hallmarks
Strong drive to achieve (pride in job ,love to learn)
Optimism (even failure)
Organizational commitment (like jobs)

9. EMPATHY
Definition
The ability to understand and share the feelings of others
(thoughtful considering of employees)
Hallmarks
Build and retain talent
Cross cultural sensitivity
Service to client and customer

10. Social skill
Definition
Any skill facilitating interaction and communication with others (managing
relations, building networks)
Hallmarks
Building and leading teams
Effectiveness in changes
Persuasiveness

11. CAN EMOTIONAL INTELLIGENCE BE
LEARNED?
Scientific inquiry strongly suggests that there is a genetic
component to emotional intelligence
Psychological and developmental research indicates that
nurture plays a role as well.
Research and practice clearly demonstrate that emotional
intelligence can be learned.

12. Methods
Emotional intelligence is born largely in the neurotransmitters
of the brain’s limbic system, Research indicates that the limbic
system learns best through motivation, extended practice, and
feedback.
Conventional training programs
Help people break their old habits

13. What Makes an Effective Executive
By Peter F. Drucker
Effectiveness is the degree to which something
is successful in producing a desired result;
success.
• Effective leader do right things at right way
(relates to output)
• No need to worry about stereotyped
qualities
• Can be learned , must be learned

14. Effective leaders practices
All effective leaders follow these 8 practices
Getting knowledge you need
Ask what need to be done?
That is not about “What do I need to do?” it is about what has
to be done
Crucial for managerial success
Helps what needed further

15. Ask what is right for organization?
Its all about what is best for enterprise and stakeholder not for
owner
First question will suggest multiple tasks
Effective executive does not splinter, concentrate on one
Converting knowledge into actions
Write an action plan
Action plan is statement of intentions rather than commitment
(should flexible)
Should compatible with mission and policies

16. Take responsibility for decisions
Ensuring who is carrying out witch decision ( giving
responsibilities)
Who must be informed
Who is going to effect by it
Take responsibility for communicating
Make sure plans and information needed are understood able
Pay equal attention to peers and superiors
Get input from all

17. Focusing opportunity rather problems
Focus more on opportunities
Problem solving is necessary but we get result onl byy exploiting
opportunities
Treat change as an opportunity
Mach best people with best opportunities

18. Organizational responsibility and accountability
Organizational accountability
Run productive meeting
Articulate meetings (announcements , delivery report)
Follow up short communications
Spelling out new work assignments
Deadlines for completing them

19. Think and say “We” not “I”
your authority comes from your organization trust in you
To get the best results always consider your organization need and
opportunities before your own

20. What Leaders Really Do
by John P. Kotter
• Leader and management are different but complementary for each other
• Leader prepare organization for change, help them cope as they struggle
through it
They do not Makes plans
They do not solve problems
They do not even organize people
These are function of management.

21. Distinctions in management and leadership
Management Leadership
Involves organizing and
staffing making decisions
about business
involves planning and
budgeting
Provides control and
solves problems
Leadership is having a
vision sharing that vision
and inspiring others to
support your vision while
creating their own.
Involves direction setting.
Involve aligning employes
21

22. Similarities
Both involve in
deciding what
needs to be done.
Creating network
of people to
achieve the goals.
Ensuring about
the work done.
22

23. Deductive
Setting targets
Establish plans to achieve goals
Allocate resources
Inductive
Develop vision
Strategies to change
Originality
Planning and BudgetingVs Direction Setting
Planning and Budgeting Direction Setting

24. Organizing and Staffing Vs Aligning People
Creating Organizational
Structure
Setting of Jobs to Achieve
Plan
Staffing the Jobs with
Qualified People
Design Challenge
Communicating New
Direction to People
People are those who
Understand the Vision
Credibility
Communication Challenge
More empowerment
Organizing and Staffing Aligning People

25. Controlling and Problem Solving Vs Motivating
Monitoring Result vs Plan
Formally Network by mean
of Reports and Meeting etc.
Low Motivation
Keep Moving People in Right
Direction
Informally Network
High Motivation
Controlling and Problem
Solving
Motivating

26. For successful organization
Both leadership and management is important
These organization do not wait for leaders to come along…
They actively seek out people with Leadership Potential

27. The Work of Leadership
by Ronald A. Heifetz and Donald L. Laurie
Adaptive work involves unfamiliar roles, responsibilities, values and ways of
working
Leader work not for the comfort of follower, real leader mobile people to do
adaptive work to cope challenges
Traditional management strategies are useful for technical problems, but
where beliefs and values come into play technical fixes to excarnate the
problem than leadership strategies are useful
Needs collective effort of employees

28. Ensuring adaptive work in employees
following are some six principles too make employees cope with
adaptive challenges
Get on the balcony
Its like same as we standing outside field of basketball ground
and watching the condition of ground and weakness and strengths
of each player and mechanism
Emerging patterns
High level prospective

29. Identify adaptive work challenges
Next step is to identify the adaptive challenges to the
organization
Solutions to adaptive challenges reside not in executive suite
but in the collective intelligence of employees at all levels
Regulate distress
Use stress to motivate
Inspire change without disabling people
Balancing between to much and enough

30. Marinating discipline attention
refers to keep your eye and your employee eyes on goal
Leader has to counteract distraction that prevents people from
adaptive issues
Give the work back to the people
it refers to the encourage risk taking in employees
Getting people assume greater responsibility
Develop collective self confidence

31. Protect leadership voices from below.
Don’t silence whistle-blowers, creative deviants, and others
exposing contradictions within your company.Their perspectives
can provoke fresh thinking. Ask, “What is this guy really talking
about? Have we missed something?”

32. Why Should Anyone Be Led byYou?
by Robert Goffee and Gareth Jones
 Leadership is based on followers
 Because executive could not do anything without followers
 Main issue is to get followers
 Than a question arises why should any one led by you? In mind of leaders
 You of course needs vision, energy, strategic direction but needs
Show you are human
Rely on intuitions
Be different
Manage employee with tough empathy

33. Explanation
Reveal your weakness
Nobody wants to work with a perfect leader ,he doesn’t appear
to need help
You’ll build collaboration and solidarity between you and your
followers, and underscore your approachability.
Don’t expose a weakness that others see as fatal.
Pick a flaw that others consider a strength, e.g., workaholism.

34. Become a sensor
Rely on your intuitions
Detecting what’s going on without others’ spelling it out
Practice tough empathy
Real leaders empathize fiercely with their followers
care intensely about their people’s work.
They’re also empathetically “tough.”This means giving people
not necessarily what they want , but what they need to achieve
their best.

35. Dare to be different
Capitalizing on what’s unique about yourself lets you signal your
separateness as a leader, and motivates others to perform better.
Followers push themselves more if their leader is just a little aloof

36. Crucibles of Leadership
byWarren G. Bennis and Robert J.Thomas
Extraordinary leaders learn and become stronger through
experiencing negative events
What enables one leader to inspire confidence, loyalty, and hard
work, while other with equal vision and intelligence stumble?
Such transformative events are called crucibles which make a
leader more committed to his work
Crucibles are intense, often traumatic—and always unplanned.

37. Explanations
Crucible experiences
Crucibles force leaders into deep self-reflection, where they
examine their values, question their assumptions, and hone their
judgment.

38. Shapes of crucibles
Some are violent, life-threatening events
Others are more prosaic episodes of self-doubt.
But whatever the crucible’s nature, the people we spoke with
were able, like Harman, to create a narrative around it, a story of
how they were challenged, met the challenge, and became
better leaders.

39. The Essentials of Leadership
Engage others in shared meaning.
A distinctive, compelling voice
Integrity
Adaptive capacity.

40. Level 5 Leadership TheTriumph of Humility
and Fierce Resolve
by Jim Collins
Level 5 leader
An individual who blends extreme personal humility with
intense professional will
Good-to-great organization transformations don’t happen without
Level 5 leadership
It also include getting the right people on the bus (and the wrong
people off the bus) and creating a culture of discipline

41. Explanation
HUMILITY + WILL = LEVEL 5
How do Level 5 leaders manifest humility?They routinely credit
others, external factors, and good luck for their companies’
success. But when results are poor, they blame themselves.
They also act quietly, calmly, and determinedly—relying on
inspired standards, not inspiring charisma, to motivate.
Inspired standards demonstrate Level 5 leaders’ unwavering will

42. The Level 5 Hierarchy
Level 1 (Highly Capable Individual)
Makes productive contributions through talent, knowledge,
skills, and good work habits.
Level 2 (Contributing Team Member)
Contributes to the achievement of group objectives; works
effectively with others in a group setting.
Level 3 (Competent Manager)
Organizes people and resources toward the effective and
efficient pursuit of predetermined objectives.

43. Level 4 (Effective Leader)
Catalyses commitment to and vigorous pursuit of a clear and
compelling vision; stimulates the group to high performance
standards
Level 5 Executive
Builds enduring greatness through a paradoxical combination of
personal humility plus professional will.
Level 5 requires the capabilities of all the lower levels, plus the
special characteristics of Level 5.

44. Growing to level 5 leadership
Grow Level 5 seeds by practicing these goodto-great disciplines of Level 5
leaders
First who
Attend to people first, strategy second. Get the right people on the bus
and the wrong people off— then figure out where to drive it.
Stockdale paradox
Deal with the brutal facts of your current reality—while maintaining
absolute faith that you’ll prevail.

45. Buildup-breakthrough flywheel
Keep pushing your organizational “flywheel.”With consistent
effort, momentum increases until—bang!—the wheel hits the
breakthrough point.
The hedgehog concept
Think of your company as three intersecting circles: what it can
be best at, how its economics work best, and what ignites its
people’s passions. Eliminate everything else.

46. SevenTransformations of Leadership
by David Rooke andWilliam R.Torbert
Leaders are made, not born.
transformational leaders—those who spearhead changes that
elevate profitability, expand market share, and change the rules
of the game in their industry
Recognize that great leaders are differentiated not by their
personality or philosophy but by their action logic

47. Other types prove potent change agents.
In particular, Strategists believe that every aspect of their
organization is open to discussion and
Types of action logics
Opportunist
Focus on personal win and controlling external environment
Good in emergencies and in pursuing sales.
Few people want to follow them for the long term.

48. Diplomat
Focused on gaining control on their own behavior
Ignore conflicts
Conform to group
Can’t provide painful feedback or make the hard decisions
needed
Expert
Focus on continues improvement
Perfecting knowledge
Good individual contributor.
Lacks emotional intelligence

49. Achiever
Team orientation
Open to feedback
Concerned with meeting goals
Well suited to managerial work.
Individualist
Operates in unconventional ways
Ignores rules he/she regards as irrelevant
Irritates colleagues and bosses by ignoring key organizational
processes

50. Strategist
Focus on organization constrains and perception
Generates transformations over the short and long term.
Deals with conflict comfortably
Alchemist
Generates social transformations
Ability to reinvent themselves and their org in historic significant
ways
Leads society wide change

51. Changing your action logic type
Expert to Achiever
Focus more on delivering results than on perfecting your knowledge
Become aware of differences between your assumptions and those of
others
Participate in training programs on topics such as effective delegation and
leading high-performing teams
Achiever to Individualist
Instead of accepting goals as givens to be achieved
Reflect on the worth of the goals themselves, with the aim of improving
future goals Use annual leadership development planning to thoughtfully
set the highest-impact goals

52. Individualist to Strategist
Engage in peer-to-peer development
Establish mutual mentoring with members of your professional
network (board members, top managers, industry leaders) who
can challenge your assumptions and practices, as well as those of
your company and industry.

53. DiscoveringYour Authentic Leadership
by Bill George, Peter Sims, Andrew N. McLean,
and Diana Mayer
We all have the capacity to inspire and empower others.
we must first be willing to devote ourselves to our personal
growth and development as leaders.
You can learn from others’ experiences, but there is no way you
can be successful when you are trying to be like them.

54. You can learn from others’ experiences, but there is no way you
can be successful when you are trying to be like them.
several CEOs, indicated that they had a tremendous desire to
become authentic leaders and wanted to know how
Learning fromYour Life Story
leadership begins with understanding the story of your life
It provides the context for your experiences, and through it, you
can find the inspiration to make an impact in the world.
Attempting to make sense of them to find your place in the
world.

55. KnowingYour Authentic Self
It refers to self-awareness.
Often their drive enables them to be professionally successful
for a while, but they are unable to sustain that success.
As they age, they may find something is missing in their lives
and realize they are holding back from being the person they
want to be. Knowing their authentic selves requires the courage
and honesty to open up and examine their experiences.

56. PracticingYourValues and Principles
Values that form the basis for authentic leadership are derived
from your beliefs and convictions
You will not know what your true values are until they are tested
under pressure.
Leadership principles are values translated into action.
BalancingYour Extrinsic and Intrinsic Motivations
To understand what drives them.
many leaders are propelled to achieve by measuring their
success against the outside world’s parameters.

57. on the other hand, are derived from their sense of the meaning
of their life
BuildingYour SupportTeam
Leaders cannot succeed on their own; even the most outwardly
confident executives need support and advice
Without strong relationships to provide perspective, it is very
easy to lose your way.
Authentic leaders build extraordinary support teams to help
them stay on course.

58. IntegratingYour Life by Staying Grounded
Integrating their lives is one of the greatest challenges leaders
face.To lead a balanced life, you need to bring together all of its
constituent elements—work, family, community, and friends—so
that you can be the same person in each environment.
Differ home and professional life
Empowering People to Lead
key to a successful organization is having empowered leaders at all
levels, including those who have no direct reports.They not only
inspire those around them, they empower those individuals to step
up and lead.

59. In Praise of the Incomplete Leader
by Deborah Ancona,ThomasW. Malone,
Wanda J. Orlikowski, and Peter M. Senge
No one is perfect leader
Concentrate on honing their strengths and find others who can
make up for their limitations.

60. Its myth of the complete leader: the flawless being at the top
who’s got it all figured out
Accept that you’re human, with strengths and weaknesses.
Understand the four leadership capabilities organizations need.
Sense making—interpreting developments in the business
environment
Relating—building trusting relationships
Visioning—communicating a compelling image of the future
Inventing—coming up with new ways of doing things

61. Sense making
Constantly understanding changes in the business environment
interpreting their ramifications for your industry and company
Relating
Building trusting relationships
balancing advocacy (explaining your viewpoints) with inquiry
(listening to understand others’ viewpoints)
cultivating networks of supportive confidants

62. Visioning
Creating credible and compelling images of a desired future
that people in the organization want to create together
Inventing
Creating new ways of approaching tasks or overcoming seemingly
insurmountable problems to turn visions into reality