Paper-What Makes a Leader Being a leader is more than giving great speeches or simply making people believe and follow in your thoughts and ideas. Being a great leader, or even Just a leader in general takes what author Daniel Coleman calls emotional intelligence. Coleman claimed that you don’t necessarily have to have the highest IQ or come from an Ivy League school to be a successful leader; all he or she needs is the “right stuff’.

While many managers can achieve success through their leadership, it takes training ND more than Just natural wit. Coleman stated many psychological analysts have worked to develop what is called a “competency model”. The competency model determines which personality capabilities drive to outstanding performance with in an organization and to what degree. Salesman’s idea is similar to ones that managers today use, which is the Myers-Briggs Type Indicator.

Using the Myers-Bring method to hire and understand your employees from a managerial standpoint is a great way to ensure your success. The pure benefits of this analysis is that it allows a manager to understand how their employee(s) direct and get energy, take in information, make decisions and organize their external world. This test and the analysis of such then is used to match employees to their best suited department or, if already hired, helps managers to work with their employees to make the most profit and be the most successful they can be in the company.

While Coleman didn’t use the Myers-Bring Type Indicator test to know what type of heartsickness make the best leaders, he did utilize some of the most intelligent psychologists, and various companies’ senior mangers to complete his theory of emotional intelligence by use of competency models. After numerous discussions and analyzing it was concluded that there were 5 basic components of a potentially successful leader. The first was self-awareness, which was described as the ability to recognize and understand your moods, emotions, drives and their effects on others.

Managers then looked to their employees for these traits and they found that those tit a great deal of self-awareness would execute strong self-confidence. The second trait that was found was self-regulation, which was described as the ability to control or redirect disruptive impulses and moods. Managers found in their employees with large amounts of this trait showed trustworthiness, integrity and openness to change. The third trait was Motivation that could be found beyond money or status within the business.

Managers who saw this in their employees noticed strong drive to achieve and strong organizational commitment. The fourth trait which was concluded from the study was empathy, which managers found the ability to understand the emotional makeup of other people, and looked for employees that snowed sincere cross-cultural sensitivity, and were willing to serve clients and customers. The fifth and final component was social skill, which was defined as the proficiency in managing relationships and building networks while also finding a common ground.

This skill was very important because managers looked for Russianness, and the ability to build and maintain long lasting teams. Coleman, and his established team found many similar and different characteristics that can be concluded from the Myers-Bring test, but was used in a different way within the company. Coleman wanted to know what it took to become a leader. He was able to conclude that a company that evaluated and hired employees based on their emotional intelligence can create and further understand what it takes to be a leader, and a successful one at that.