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18 important questions on Theories of Leaderschip

Goleman (1998): What are the 5 dimensions of emotional intelligence?

1. Self-awareness
2. Self-regulation
3. Motivation
4. Empathy
5. Social skill

Goleman (1998): Name the def. and 3 hallmarks (kenmerken) of self-awareness:

Def.: The ability to recognise and understand our moods, emotions, and drives as well as their effect on others.

Hallmarks: Self-confidence, Realistic self-assessment, Self-deprecating sense of humour

Goleman (1998): Name the def. and 3 hallmarks (kenmerken) of self-regulation:

Def.: The ability to control or redirect disruptive impulses and moods. The propensity to suspend judgement; to think before acting.

Hallmarks: Trustworthiness and integrity, Comfort with ambiguity, Openness to change.

Goleman (1998): Name the def. and 3 hallmarks (kenmerken) of motivation:

Def.: A passion to work for reason that go beyond money or status. A propensity to pursue goals with energy and persistence.

Hallmarks: strong drive to achieve, Optimism, even in the face of failure, Organisational commitment

Goleman (1998): Name the def. and 3 hallmarks (kenmerken) of empathy:

Def.: The ability to understand the emotional makeup of other people. Skills in treating people according to their emotional reactions.

Hallmarks: Expertise in building and retaining talent, Cross-cultural sensitivity, Service to clients and customers

Goleman (1998): Name the def. and 3 hallmarks (kenmerken) of social skills:

Def.: Proficiency in managing relationships and building networks. An ability to fns common ground and build rapport.

Hallmarks: Effectiveness in leading change, Persuasiveness, Expertise in building and leading teams.

Goleman (1998): How can one recognise self-awareness? (3 points)

1. The ability to asses oneself realistically.
- People with high SA speak accurately and openly about their emotions and their impact on them
- admit failure

2. Self-awareness can also be identified during performance reviews.
- High SA people are comfortable talking about their limitations and strengths.
- Low SA people see feedback as a threat.

3. Self-aware people can be recognised by self-confidence.
- High SA people are less likely to ask for a challenge they know they cannot handle.

What does Goleman's research indicate regarding self-awareness?

Senior exécutives don't often give self-awareness the credit it deserves when looking for potential leaders.
Leaders are constantly required to make judgement calls (of themselves and others). SA people assess themselves honestly and are likely to do so for the organisation too.

Goleman (1998): Why does self-regulation matter so much for leaders? (2 points)

1. People who are in control of their feelings and impulses are able to create an environment of trust and fairness. -> supports productivity.

2. SR is important for competitive responses. People who have mastered their emotions are able to roll with the changes.

To what extend does Goleman (1998) push the importance of self-regulation even further?

According to Goleman, self-regulation enhances integrity, which is not only a personal virtue but also an organisational strength.

Goleman (1998): How to identify people that are motivated by the drive to achieve rather than by external rewards?

1. First sign is a passion for the work itself; -> seek out creative challenges, love to learn and take great pride in a job well done.

2. Motivated people are forever raising the performance bar. They won't settle for objectives that seem too easy to fulfil.

3. Motivated people are likely to keep score. -> they want a way of tracking progress (of themselves, their team's & company's).

Goleman (1998): Name 2 general characteristics of people with high motivation.

- they remain optimistic even when the score is against them.
- high levels of achievement motivation can be recognised by looking at people's commitment to the organisation. -> if they love their jobs for the work itself, they often feel committed to the organisation that makes the work possible.

Goleman (1998): Why is empathy particularly important as a component of leadership today? (3 points)

1. Increasing use of teams: A team’s leader must be able to sense and understand the viewpoints of everyone around the table.

2. Rapid pace of globalisation: Cross-cultural dialogue can easily lead to misuses and misunderstanding.

3. Growing need to retain talent: Leaders have always needed empathy to develop and keep good people, but today the stakes are higher. When good people leave, they take the company’s knowledge with them.

Goleman (1998): What does the term "social skill" imply? (3 points)

1. It implies being friendly with a purpose: moving people in the direction you desire.

2. It is the culmination (hoogtepunt) of the other dimensions of emotional intelligence. -> people tend to be very effective at managing relationships when they can understand and control their own emotions and can empathise with the feelings of others.

3. Social skill is considered as a key leadership capability in most companies.

Goleman (1998): Can emotional intelligence be learned?

Yes, but it takes time and commitment.

Goffee & Jones (2000): 4 things inspirational leaders do/you should do in order to become an inspirational leader

1. Selectively show your weaknesses: showing your weaknesses establishes trust. But don't overdo it, some weaknesses can be seen as fatal flaws by inferiors.

2. Become a sensor: rely on you intuition to lead people/organisations

3. Show tough empathy: give people what they need, not war they want

4. Reveal your differences (be yourself - with more skill): Capitalise on what is unique about you

Goffee & Jones (2000): 5 steps in the history of leadership

1. Rationalist Revolution/Enlightenment: People can control destiny by using rationale

2. Belief in progress and perfectibility of men (Weber & Freud): Rationality is limited, due to underlying unconscious. And rationality is not the answer to everything - technical rationality (bureaucracy).

3. Trait theory: identify the common characteristics of good leaders

4. Style theory: which leadership style is most effective (one is best: democratic)

5. Contingency theory: the results of the leadership style depend on the situation

Goffee & Jones (2000): State the 4 myths of leadership

Everyone can be a leader: not true, people must be willing to be leaders and have the self-awareness and authenticity to be it.
Leaders deliver business results: not always, there's a difference between (short term) financial results and decision quality.
People who get to the top are leaders: not necessarily. Political acumen can also bring people to the top and on the top floor there are also leaders.
Leaders are great coaches: rarely, leaders usually have distinctive strengths, such as excite others with vision, not often are they also good coaches.

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Theories of Leaderschip

18 important questions on Theories of Leaderschip

Goleman (1998): What are the 5 dimensions of emotional intelligence?

Goleman (1998): Name the def. and 3 hallmarks (kenmerken) of self-awareness:

Goleman (1998): Name the def. and 3 hallmarks (kenmerken) of self-regulation:

Goleman (1998): Name the def. and 3 hallmarks (kenmerken) of motivation:

Goleman (1998): Name the def. and 3 hallmarks (kenmerken) of empathy:

Goleman (1998): Name the def. and 3 hallmarks (kenmerken) of social skills:

Goleman (1998): How can one recognise self-awareness? (3 points)

What does Goleman's research indicate regarding self-awareness?

Goleman (1998): Why does self-regulation matter so much for leaders? (2 points)

To what extend does Goleman (1998) push the importance of self-regulation even further?

Goleman (1998): How to identify people that are motivated by the drive to achieve rather than by external rewards?

Goleman (1998): Name 2 general characteristics of people with high motivation.

Goleman (1998): Why is empathy particularly important as a component of leadership today? (3 points)

Goleman (1998): What does the term "social skill" imply? (3 points)

Goleman (1998): Can emotional intelligence be learned?

Goffee & Jones (2000): 4 things inspirational leaders do/you should do in order to become an inspirational leader

Goffee & Jones (2000): 5 steps in the history of leadership

Goffee & Jones (2000): State the 4 myths of leadership

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