Daniel Goleman wrote the article called what makes a leader intending to analyze the impact and use of emotional intelligence in being a good leader. In this article, he analyses the different aspects of emotional intelligence such as self-awareness, self-regulation, empathy, motivation and social skills and how they make one a good leader. Daniel shows it is essential to apply emotional intelligence alongside other technical skills and intellectual abilities to be a good leader (Goleman, 1998). He found that most leaders have the know-how and the skills, but those who succeed use emotional intelligence adequately to do so and associate well with their subordinates.
The article defines self-awareness as recognizing and understanding one’s emotions, moods, drive, and effect on others. Self-aware people demonstrate a high sense of self-confidence and use it to ensure that whatever task they perform is achieved to their satisfaction and the goal of the job. They plan their time carefully and always complete their job well and in advance. These people always put the firm’s interests first and plan their time well to achieve the firm’s goals (Goleman, 1998). They are not only driven by their own goals but by the desire to fulfill their responsibilities in their workplace. Self-aware people control their own emotions effectively and admit their failures with humor.
Self-regulation is one’s ability to redirect and control moods and disruptive impulses. It frees people from being prisoners of their feelings by the ability to control emotions and bad attitudes and productively use them (Goleman, 1998). These leaders are fair and trust their subordinates, encouraging talented workers to join the firm and work towards its success. Self-regulation is crucial as it enables people to coexist peacefully in a competitive environment and work towards the success of the company they work for without any conflicts involved.
Motivation is the other aspect of emotional intelligence and is a solid drive towards achieving the firm’s goals and personal goals. According to Daniel, self-motivated leaders work toward achieving beyond their expectations and everyone else. They are not driven by their status or the money they make to function. They have a passion for working and enjoy much pride when they do a job well. They keep raising their performance bars and increasing the firm’s success (Goleman, 1998). Such leaders motivate their subordinates to perform their tasks with less or no supervision and ensure they do so in a productive way.
Leaders need good social skills as it helps them build networks and manage relationships adequately. It enables them to make a good rapport and find common ground with their subordinates. Besides that, it allows the leaders to effectively apply any change that occurs in the company without panicking or overthinking the effects of the change (Goleman, 1998). Instead, they become persuasive in implementing the change by analyzing the need for the change and the results the change is intended to convey. They work on making the change a success rather than resisting it.
Empathy is one’s ability to understand the emotional makeup of other people. Empathetic leaders are experts in retaining and building their subordinates’ talents (Goleman, 1998). They direct them to ensure that the employees can achieve their goals effectively and without judgment. Empathetic leaders ensure that they understand employee needs and can solve problems without conflict, resentment, or upset. They work towards offering their customers and clients the best service possible.
In conclusion, Daniel clearly understands the benefits of using emotional intelligence to be a good leader. Once used appropriately, the aspects of emotional intelligence such as self-awareness, motivation, self-regulation, social skills, and empathy produce the best leaders in a firm. These aspects have enabled leaders to reach the company its success through increased productivity. Daniels’s article is a vital tool in today’s organization, and every leader should apply it to ensure that they remain competitive and achieve the firm’s goals.
Goleman, D. (1998). What makes a leader. Harvard Business Review.