Spring 2021

California State University, Los Angeles

2/11/21 1
 Trait Approach:
Concepts
–

Leader’s
+ Follower’s
Trait Outcomes

2/11/21 2
 Trait Approach:
A Quick Summary
–
™ Leaders are born not made
™ Having a leader with certain sets of traits is crucial to
having effective leadership
– Intelligence
– Self-confidence
– Determination
– Integrity
– Sociability
– Big Five Personality
– Emotional intelligence
™ Business application
– Selection tools

2/11/21 3
 Trait Approach:
Business Implications
–

2/11/21 4
 Skills Approach

2/11/21 5
 Skills Approach:
Concepts
–

Leader’s
Leader’s + Follower’s
Individual
Attributes Skills Outcomes

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 Skills Approach:
1955-
–
™ Extend the leader-centered approach to environment
™ Leaders are both born and made
™ Skills model and competencies model

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 Skills Approach:
An Extended Perspective of Trait Approach (I)
–
™ Skills of an Effective Administrator

Human Conceptual
Technical
Top

Technical Human Conceptual

Middle

Technical Human
Lower
Conceptual
2/11/21 8
 Skills Approach:
An Extended Perspective of Trait Approach (II)
–
™ Three Components of the Skills Model by Mumford et al.

Internal vs. External environment

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 Skills Approach:
Business Implications (I)
–

2/11/21 10
 Skills Approach:
A Quick Summary
–
™ Extend the leader-centered approach to environment
– External (contextual factors)
– Internal (followers)
™ Leaders are both born and made
™ Leader skills & Levels of management
– Technical
– Human
– Conceptual
™ Competencies model
– Leader individual differences
– Competencies
– Problem solving and performance

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 Case Study: Automotive Expert

2/11/21 12
 Emotional Intelligence
–
™ Emotional intelligence is concerned with our ability to
understand emotions and apply this understanding to life’s
tasks. Specifically, emotional intelligence can be defined as the
ability to perceive and express emotions, to use emotions to
facilitate thinking, to understand and reason with emotions,
and to effectively manage emotions within oneself and in
relationships with others (Mayer, Salovey, & Caruso, 2000).

Why is it important?
 Emotional Intelligence
–
A set of
skills that
A form of
can be
Intelligence: developed
A trait
 Emotional Intelligence
–
™ Framework 1:
Salovey & Meyer

Peter Salovey and John Meyer

™ Framework 2:
Goleman

Daniel
Goleman
 Salovey & Meyer’s
Four Branches of Emotional Intelligence

–
(Salovey & Meyer, 1997; Meyer, 2005)

Four “emotional management” Abilities that can be developed

– With experience
– With training
– By becoming more aware of one’s strengths, weaknesses and
effect on others.
 Salovey & Meyer’s
Four Branches of Emotional Intelligence
(Salovey & Meyer, 1997; Meyer, 2005)

PERCEIVING Ability - perceive accurately emotions in

EMOTION oneself and others from voice, facial, and
nonverbal expressions.

USING EMOTIONS Ability - use emotions to facilitate

TO FACILITATE thinking: establishing priorities;
THOUGHT generating ideas.

UNDERSTANDING Ability - understand the meaning of

EMOTIONS emotional messages.

MANAGING Ability - regulate and manage emotions

EMOTIONS so as to promote goal achievement.
 Daniel Goleman
Psychologist
“Emotional Intelligence”
 Emotional Intelligence
(Daniel Goleman, 1995, 1998)

Personal Competence Social Competence

Self-Awareness Empathy

Self-Regulation Social Skills

Motivation
 Emotional Intelligence
(Daniel Goleman, 1995, 1998)
(1) SA – Self-Awareness
™ Ability to recognize and understand your
moods, emotions, and drives, as well as their
effect on others.
 Emotional Intelligence
(Daniel Goleman, 1995, 1998)
(2) SR – Self-Regulation
™ Ability to control or redirect
disruptive impulses and moods.
 Emotional Intelligence
(Daniel Goleman, 1995, 1998)
(3) M – Motivation
™ Passion to work for reasons beyond
money or status.
™ Propensity to pursue goals
with energy and persistence.
 Emotional Intelligence
(Daniel Goleman, 1995, 1998)
(4) E – Empathy
™ Ability to understand others’ emotions and perspectives
™ At its most developed, empathy enables you to use that
insight to improve someone else's mood and to support
them through challenging situations

Empathy vs Sympathy

Empathy: make an effort to understand

 Emotional Intelligence
(Daniel Goleman, 1995, 1998)
(4) E – Empathy

In the mid 1970s Patricia Moore, aged

twenty-six, was working as an industrial
designer

Universal design
products such as
OXO Smart-Grip
potato peelers that
feel “comfy in the
hands of both kids
and grandparents.”
Patricia Moore disguised as an
80 years old woman, 1979–1982.
 Emotional Intelligence
(Daniel Goleman, 1995, 1998)
(4) E – Empathy

Do you have to agree with others if you don’t agree?

Tips to improve empathy

1) Listen hard
2) Know that people are different and have different
perspectives;
3) Ask questions if you don’t understand, Don’t assume
4) Focus on others’ emotion
 Emotional Intelligence
(Daniel Goleman, 1995, 1998)
(5) SS – Social Skill
™ Proficiency in managing
relationships, building networks,
and finding common ground.
Emotional Intelligence Practice