When we ask ourselves what a good leader is, most of us will immediately think of someone with highly intellectual capacities, technically proficient, and somewhat charismatic. In his research, American psychologist and Professor, Daniel Goleman, discovered that although, a high IQ and technical capabilities do matter, these are far from being sufficient. After carrying out his study in nearly large companies, he found out that what really counts is emotional intelligence.
But it was only in that the psychologist applied this conceptual phrase to business in the HBR review. According to his research, the most competent leaders all present a high degree of emotional intelligence.
But what exactly comprises emotional intelligence? It basically includes the following five components: self-awareness, self-regulation, motivation, empathy and finally, social skill. A brief presentation on each one of those. Motivation, in this case, is tied with achievement rather than driven by external rewards such as money or status. The ability to establish and maintain healthy relationships, and build functional networks. Emotional intelligence has to do with capacity, not a fixed capacity, and it tends to grow.
There are many proven methodologies. So, the good news is yes it can be enhanced. Not all management will see the value in developing emotional intelligence in its leaders and its teams, says Goleman. Some will fail to see the correlation between working and emotional intelligence. Another area Goleman tackles in the new collection is the art of the review, and how good leaders get it just right. An even more intelligent critique is to help them understand how they can get better, what they can do to practice, how you can help them get it right next time around.
Goleman also tackles in his book the area of how negative moods can impact business results. This is where we think creatively; this is where we make the right decisions, this is where we plan well, this is where innovation occurs. The correlator, of course, is positive. Good leaders know that, and they know that the primary job of leadership is to help people stay in the brain state, where they can work at their best.
Goleman says good leaders know this, but I ask him to what extent emotional intelligence is now an accepted concept in management thinking, some twenty-five years after he published his bestseller Emotional Intelligence — Why it can matter more than IQ.
But I think the future gets this. Effective Leaders - It is said that the most effective leaders not only in business but in every field share the same similar traits. One that is most common which is often found in an outstanding leader is achieved instead of gifted: self-regulation. This is controlling or redirecting disruptive impulses and moods.
Sharing Their Vision - "Communication with those they are leading is key and they understand that without communication their effectiveness as a leader would be greatly diminished. Lead By Example - In the current landscape, most will ignore leaders who rely on words instead of deeds. Demonstrate Integrity - Are they consistent in what they believe in, what they stand for, and do not break from outside influence or pressure.
Communicate Effectively - along with Sharing Their Vision, effective communication is paramount to a well-respected leader. Leadership qualities. What Makes a Leader? A version of this article appeared in the January issue of Harvard Business Review.
Read more on Leadership qualities. For HBR Subscribers. His latest book is Building Blocks of Emotional Intelligence , a primer set on each of the emotional intelligence competencies, and he offers training on the competencies through an online learning platform, Emotional Intelligence Training Programs.
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