After reading this article one can only learn that becoming a great leader is so much more than being high intelligent and highly skilled at a particular job. Daniel Goleman states that leaders who are just highly intelligent and skilled often fail at becoming great leaders. “The most effective leaders are alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence (Goleman, 2004, 1).” Being intelligent and skilled are important pieces of a bigger picture. Goleman has completed studies about three areas of people’s capabilities to find what area empowered people to achieve the most outstanding success. Emotional Intelligence proved to be more than twice as important as cognitive and technical skills. “In other words, the higher the rank of a person considered to be a star performer, the more emotional intelligence capabilities showed up as the reason for his or her effectiveness (Goleman, 2004, 2).” Goleman has broken down emotional intelligence into five components; self-awareness, self-regulation, motivation, empathy, and social skill. Each of these components plays an intricate role in a person’s effectiveness to be able to demonstrate emotional intelligence.
The article defines self-awareness as “the ability to recognize and understand your moods, emotions, and drives as well as their effect on others (Goleman, 2004, 3).” People who understand themselves are able to be honest when they are doing a self-assessment. If you are not able to be honest with yourself when you are doing a self-assessment then you won’t be able to set realistic goals. The ability to set realistic goals motivates you to achieve those goals and ...
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...those at the top because employees below them seek to model those attitudes. As a CEO my first directive would be to hire someone to evaluate my emotional intelligence and the emotional intelligence of the other top level executives and as a team we would work together to improve our emotional intelligence. This type of improvement of emotional intelligence at the top would have a trickle-down effect throughout the corporation. Sometimes the fastest way to improve a company is not through better products or machinery, but rather having leaders that create an emotionally inspiring atmosphere where workers passionately do their jobs. Passionate workers are hardworking people who drive innovation because they are dedicated to their work and the organization. As CEO, this is the type of environment that one should be working to implement into his or her company.
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