This document discusses the qualities of effective leadership and emotional intelligence. It provides examples of leadership prerequisites like IQ, technical skills, and emotional intelligence. Followers want excitement, importance, significance, and to work towards a cause within a feeling of community. The document then examines components of emotional intelligence like self-awareness, self-regulation, motivation, empathy, and social skills. It provides cases to evaluate these components and emphasizes that emotional intelligence can be learned through motivation, extensive practice, and openness to feedback.

2. What makes you a Leader?

3. What do Followers want?
Excitement
Importance
Significance
Working for a Cause
Feeling of Community
Someone to Drive
Challenge

4. What are leadership Pre-requisites?
IQ
Tech Skills
Emotional
Intelligence
One way of looking at it !!

5. Based on a study "When senior managers have a critical mass of EI
capabilities their divisions outperformed yearly earning goals by 20%.”
The Study
Followers are promoted to leaders if they have good IQ and sufficient
Technical Knowledge.

7. Emotional Intelligence
Self Regulation
Motivation
Self
Awareness
Social Skill
Empathy
Self Management Relationship Management

8. How do we Proceed?
Cases Explanation Evaluation

9. Cases Explanation Evaluation
Which one of the two is right?
A person turning down a job offer that is tempting financially but doesn’t fit with his principles or
long-term goals.
A person took the job saying “The money looked good so I signed on”.
Self Awareness

10. Cases Explanation Evaluation
Which one of the two is right?
A person blames the situations or circumstances, or gives false examples to justify that he has done
the job.
In a performance review meeting, a person is comfortable speaking about his weaknesses and
limitations.
Self Awareness

11. Cases Explanation Evaluation
Self Awareness
A midlevel employee was invited to sit in on a strategy meeting with her company’s top executives.
Although she was the most junior person in the room, she didn’t sit there quietly, listening in
awestruck or fearful silence. She knew she had to head for clear logic and the skill to present ideas
persuasively, and she offered cogent suggestions about the company’s strategy. At the same time, she
didn’t wander into territory where she knew she was weak.

12. Cases Explanation Evaluation
Self Awareness
o Understanding of his strengths, weaknesses, drives, impact on others, values and goals
o Understanding deeper reasons for frustration - turning it into something constructive

13. Cases Explanation Evaluation
Self Awareness
o Realistic self-assessment: Ability to speak openly and accurately about your emotions
o Self-deprecating sense of humor
o Demonstrating a thirst for constructive criticism
o Self-confidence: Playing to your strengths

14. Cases Explanation Evaluation
Who is right?
Two giant brokerage firms merged, which eventually created a lot of redundant jobs.
Manager 1 – Called his team and gave them a gloomy speech that emphasized the number of people
who would be fired soon.
Manager 2 – Called his team and expressed his worry and confusion, and promised to keep them
informed and to treat them fairly.
Empathy

15. A marketing manager at a large firm was appointed to lead a troubled team. The team was
overloaded with work and always missing deadlines. Tensions were high among the team members.
Making changes in processes was not enough to bring them on track, to make them an effective part
of the organization. She, held one-on-one sessions with everyone in the team to understand what was
frustrating them, how they rated their colleagues and if they felt they were being ignored. She then
encouraged people to speak more openly about their frustrations while at the same time helped
them raise constructive complaints during meetings.
Result – Heightened collaboration, more business.
Cases Explanation Evaluation
Empathy

16. Cases Explanation Evaluation
Empathy
What?
o Considering employees' feelings/other factors in decision making.
Why?
o Increasing team sizes
o Cope up with globalization
o Retaining talent

17. Cases Explanation Evaluation
Empathy
o Understand the viewpoint of members in your team
o Indulgence in coaching and mentoring
o When to push for better performance and when to hold back

18. Cases Explanation Evaluation
What is the right thing to do?
An executive just watched his team present a botched analysis to the company’s board of directors.
Reaction 1: He picked his words carefully and acknowledged the team’s poor performance during the
meeting. He went back and considered the reasons of for the failure – lack of effort? Any other
mitigating factors? His role in the debacle? He then called the team together, explained them the
consequences and shared his feelings about it. He then presented his analysis and proposed a well-
considered solution.
Reaction 2: He pounded over the table in anger and kicked over a chair. He started screaming at the
group about how bad the analysis was.
Self Regulation

19. Cases Explanation Evaluation
Self Regulation
How?
o Don't be a prisoner to your feelings - control and channelize them in useful ways
Why?
o Environment of trust and fairness
o Politics and infighting is reduced
o Productivity increased
o Pulls talent and improves retention

20. Cases Explanation Evaluation
Self Regulation
o Propensity (Naturally inclined) for reflection and thoughtfulness
o Comfort with ambiguity and change
o Integrity - ability to say NO to impulsive urges

21. Cases Explanation Evaluation
What is the right thing to do?
A manager at a large investment company. After several successful years, her fund tumbled for three
consecutive quarters, leading three large clients to shift their business elsewhere.
Option 1: Blame the circumstances or blame herself for not being good enough.
Option 2: Take this as an opportunity to prove that she can lead a turnaround.
Motivation

22. A cosmetics company manager was frustrated that he had to wait two weeks to get sales results from
people in the field.
He worked on an automated phone system that would beep each of his salespeople at 5 pm every
day. An automated message then prompted them to punch in their numbers – no. of calls, no. of sales
for that day.
Cases Explanation Evaluation
Motivation

23. Cases Explanation Evaluation
Motivation
Driven to achieve more than their own and everyone else's expectations!!

24. Cases Explanation Evaluation
Motivation
o Seek creative challenges
o Love to learn
o Take pride in a job well done
o Energy to do things better each time - restless with status quo
o Explore new approaches to their work
o Raising performance bar
o Keep track of performance
o Optimistic in low times - self regulation meets motivation, overcome the frustration due to failure
o Commitment to organization/ passion to work

25. An executive in the strategy department of a global computer manufacturer. By 1993, he was
convinced that the company’s future lay with the internet. Over the course of time, he found people
and used his social skill to stitch together a virtual community. He then used this team to put up a
corporate website – among the 1st put by any major company. On his own, without any budget, he
signed the company to participate in an annual internet industry convention. He gathered people
from across various units in the organization to represent the organization at this event.
Management took notice of this and put this executive in charge of the company’s 1st internet
division.
Morale – To get there, the executive ignored conventional boundaries while forging and maintaining
connections with people in every corner of the organization.
Cases Explanation Evaluation
Social Skill

26. Cases Explanation Evaluation
Social Skill
Leader's task is to get work done through people. Social skills makes it possible.
Friendliness with purpose - moving the team in a direction you desire
o Agreement on a new strategy/procedure
o Enthusiasm about a new product

27. Social Skill
o Wide circle of acquaintances
o Knack for building rapport - finding common ground with all kinds of people
o Belief in the fact that nothing important can be done alone
o Interaction with people who are not directly related to their area of work
Cases Explanation Evaluation

28. Where do you stand?

29. Can You Learn?
Emotional Intelligence
No, there are no lessons on Khan Academy.!!
If you wish to learn, do you have the..
o Motivation to change?
o Will to practice extensively?
o Courage to take feedback positively?
The Mantra - Break old behavioral habits and make new ones.
o Have someone point out when you are not doing something right
o Observe people who do it right and try to imitate them
o Record own videos and see what was wrong