1. Sharmeen Ahmed Whitney Barnwell Pricila Caitano Gretchen Cruthirds Carlos Lopez Laura Mansilla Daniel Goleman What Makes a Leader?

2. Daniel Goleman • BACKGROUND • EQ Model • WHAT IS THIS? Introduction

3. The most effective leaders have a high degree of emotional intelligence (EQ) • Leaders need the “right stuff” • EQ is made up of several components • Self-Awareness • Self-Regulation • Motivation • Empathy • Social Skill Emotional Intelligence

4. Ability to recognize and understand one’s moods, emotions and their effect on others Neither overly critical nor unrealistically hopeful about themselves Understanding of one’s values and goals Self-Awareness

5. How to recognize self-awareness? • Ability to assess oneself realistically • Can be identified during performance review • Self-awareness results in self-confidence • Limitations – not well recognized by senior executives Self-Awareness

6. Self-Regulation • Aptitude to manage and control emotions • Ability to say “no” to impulsive urges • People that control their emotions create trust and fairness

7. Self-Regulation • Decrease politics and infighting • Increase productivity • Increase comfort with ambiguity and change • Enhances integrity • Create strong, lasting relationships

8. Traits for Leadership Potential 1. Need for Achievement -Desire more than external rewards 2. Passion for Work -Seek creative challenges -Learning orientation -Pride in a job well done -Discontent with status quo -Explore new approaches Motivation

9. 3. Constantly Raise the Performance Bar 4. Keep Score • Track progress • Quantify results (i.e. profits) 5. Optimistic 6. Commitment to Organization • Love the job for the work itself Inner drive is contagious! Motivation

10. Considers employees’ feelings-along with other factors-in the process of making intelligent decisions. • Is important for 3 reasons: • Increasing use of teams • Rapid pace of globalization • Growing need to retain talent Empathy

11. A team’s leader must be able to sense and understand the viewpoints of everyone around the table. Empathy is an “antidote” to possible misunderstandings in cross-cultural dialogue Leaders need empathy to develop and keep good people. Why leaders should practice empathy

12. Defined: friendliness with a purpose- moving people in the direction you desire • Those who possess social skills seem to be: • Schmoozing • In control of their own emotions • Know nothing important gets done alone • More about those with social skills • Expert persuaders • Have wide circles of acquaintances • Have a knack for finding common ground with all kinds Social Skills

13. Successful leaders put all emotional intelligence pieces together to be a socially skilled leader Example: someone who has a lot of friends at work, some that they don’t need to have to do business, because they know they will eventually need their help Social skills

14. Leaders born or made? – EQ born or made? • EQ increases with age • Experiences/ Maturity • Suggests EQ can not be learned at a seminar or through a how-to book • MUST HAVE A DESIRE • Takes time and practice • Example of Empathy learned by executive • Foreign country and video taped meetings Can eq be learned?

15. EQ Models Validity of EQ Criticisms of Goleman Model Conclusion Questions??????? Emotional Intelligence SUMMARY