Why should anyone be led by me?

1. R e f l e c t i v e
L e a d e r s h i p
Why
Should
Anyone
Be
Led
by
ME?
Module
–
Applied
Leadership
Date:
19-­‐Feb-­‐2012
Word
Count:
7639

2. “We
all
know
that
leaders
need
vision
and
energy.
But
to
be
inspirational,
leaders
need
four
other
qualities
(Reveal
Your
Weaknesses;
Become
a
Sensor;
Practice
Tough
Empathy;
and
Dare
to
Be
Different).
Probably
not
what
you’d
expect,
these
qualities
can
be
honed
by
almost
anyone
willing
to
dig
deeply
into
their
true
selves.”
Goffee
and
Jones
2

3.
Table
of
Contents
Introduction………….............................................................................................................4.
Lessons
from
“Easy
Ltd.”
and
"Leadership
When
There
Is
No
One
to
Ask"
case
studies…………………………………………………..5.
Leadership
theories
and
how
I
perceive
they
have
impacted
my
past
organization..................................................6.
Leadership
Styles
and
how
have
they
(and
which
of
them)
affected
the
company
I
worked
for....................................................9.
The
Power
of
Emotional
Intelligence
(EI)
in
provoking
positive
and
innovating
changes
in
an
organization....................................11.
Examining
and
evaluating
the
concept
of
“self
monitoring”
and
how
do
I
assess
myself
as
a
potential
leader.............................................................14.
Conclusion:
suggestion
of
options
as
future
strategies
for
myself
to
become
a
more
effective
leader
in
a
future
work
environment...................16.
Bibliography……………………………………………………………………………………………………………......20.
3

4. Introduction
Leadership
has
been
in
the
core
of
much
discussion
from
investigators
and
professionals
from
all
sectors
of
activity.
It
has
been
considered
a
key
topic
in
labor
relations,
as
many
(like
myself)
consider
that
the
applied
style
of
leadership
may
be
a
trigger
factor
for
labor
conflicts.
Further,
the
topic
has
also
generated
much
discussion
around
personal
and/or
professional
incompatibilities
between
the
leader
and
his/her
followers,
the
co-­‐existence
of
formal
and
informal
leaderships,
as
well
as,
the
integration
of
different
styles
of
leading
along
the
hierarchy
chain
within
an
organization.
My
personal
perception
is
that
the
attitude
towards
leadership
largely
depends
on
the
social
learning
from
the
individual
(and
not
exclusively
only
on
the
personal
and
innate
personal
characteristics
of
the
individual),
and
thus,
it
may
be
trained
and
improved.
As
in
Prof.
Dennis
Crossen’s
words,
“if
organizations
are
seen
as
complex
evolutionary
systems,
then,
our
contemporary
views
of
leadership
continually
evolve
in
adaptive
fashion.
With
a
changing
perspective
there
is
a
logical
progression
toward
embracing
alternative
ways
of
acting
and
relating
to
our
surroundings.
This
inevitably
results
in
different
ways
of
relating
to
the
working
environment.
In
turn,
the
new
types
of
relationships
and
approaches
to
work
will
provide
new
conditions
for
the
emergence
of
adaptive
organizational
forms.”
[Source:
Midterm
(due:
26
Feb),
found
at
https://campus.college.ch/forum/posts/32034-­‐midterm-­‐due-­‐26-­‐feb].
In
this
context,
communication
turns
out
to
be
a
key
factor
in
current
times,
as
it
implies
attending
to
different
interests
in
play
and
responding
to
the
different
addressees.
Consequently,
concepts
as
emotional
intelligence
and
self-­‐monitoring
have
been
seen
as
two
fundamental
tools
for
organizations
(and,
particularly,
leaders)
to
establish
new
types
of
relationships
and
approaches
to
work.
On
the
following
pages,
then,
I
will
try
to
grasp/assemble
a
set
of
notions,
concepts,
case
studies
and
current
leadership
streams
of
thinking
that
will
allow
me
to
practically
correspond
them
into
my
own
professional
experience.
Ultimately,
the
discussion
on
this
paper
(as
well
as,
all
the
learning
acquired
along
the
Applied
Leadership
module
so
far)
will
practically
allow
me
to
filter
the
key
findings/concepts
that
will
help
me
to
draw
a
better
picture
of
what
a
Leader
is
(or
must
be).
The
purpose
of
this
paper
is
for
me
to
conclude
how
will
I
prepare
to
lead,
consider
future
strategies
for
myself,
for
the
organization
I
will
be
working
for,
and
most
importantly,
how
may
I
become
a
more
effective
leader
in
my
working
environment.
4

5. Lessons
from
“Easy
Ltd.”
and
“Leadership
When
There
Is
No
One
to
Ask”
case
studies
Upon
reading
the
Easy
case,
I
immediately
saw
my
self
in
a
similar
situation,
as
I
was
recently
victim
of
a
“collective
dismissal”.
It
surely
is
a
very
difficult
situation
both
for
the
new
comer
CEO
and
most
particularly
for
the
ones
who
are
about
to
be
dismissed.
Being
under
the
skin
of
a
new
appointed
CEO
(and
with
such
a
difficult
situation
to
handle),
the
first
lesson
that
I
take
for
the
case
is
that
it’s
vital
to
prepare
a
SWOT
analysis
in
order
to
have
a
complete
overview
of
the
current
tendencies
of
the
company.
That
will,
then,
allow
me
to
have
a
better
notion/perception
of
what
actions
need
to
be
taken.
Another
key
tool
that
a
new
CEO
must
use
for
his
own
benefit
is
communication.
By
that
I
mean
that
he/she
must
reach
and
communicate
with
everyone
(and
mainly,
with
all
those
who
are
leading
their
own
department)
in
order
to
acquire
a
clearer
vision
of
how
each
department
is
being
ran
and
what
improvements
need
to
be
taken.
Another
key
lesson,
and
this
one
in
co-­‐relation
with
another
case
study
–
Leadership
when
there
is
no
one
to
ask:
an
interview
with
Eni’s
Franco
Bernabé,
by
Linda
Hill
and
Susy
Wetlaufer
–
is
that
sometimes
being
a
CEO
demands
to
decide
and
apply
a
"solitary
leadership",
specially
when
there
is
the
necessity
to
wipe
out
a
vast
"tumor"
that
is
spread
all
over
the
company.
In
the
above-­‐mentioned
case
study,
the
new
appointed
CEO
–
Franco
Bernabé
–
had
to
make
quick
but
firm
decisions.
So,
as
he
mentions,
"a
person
who
has
to
make
important
decisions
has
to
make
them
alone.
You
can
rely
on
no
one.
If
you
are
in
a
difficult
situation...
it
can
be
very
dangerous
to
listen
too
much
to
others
or
to
depend
on
them"
(Hill
and
Wetlaufer,
p.
79).
He
had
to
rely
on
his
own
perspective,
belief,
and
vision.
In
Eni’s
case,
and
facing
such
a
difficult
time,
Bernabé
could
not
waste
time.
Again:
firm
and
quick
reforms
needed
to
be
undertaken.
And
he
did
it.
One
could
well
extrapolate
the
Eni’s
case
into
the
Easy
case
in
the
sense
that
what
Bernabé
did
on
Eni’s
company
could
also
be
applied
by
the
new
appointed
CEO
at
Easy.
Quick
and
firm
decisions
needed
to
be
taken
at
Easy
in
order
to
save
the
company
from
bankruptcy.
And
that
would
include
reducing
the
number
of
staff,
dismissing
people
who
are
perceived
has
being
contributing
for
a
passive
action
and
who
wouldn’t
be
a
plus
for
the
company
and
the
project
that
the
new
CEO
had
in
mind.
Reading
both
cases
and
contrasting
them
with
what
my
professional
path
might
be,
made
me
realize
that,
if
one
day
I
come
to
be
a
CEO,
then
leadership
requires
determination.
If
one
stands
for
it
all
the
way
trough,
people
may
finally
follow
you.
And
why?
Because,
when
something
is
sinking,
people
just
want
some
kind
of
orientation.
And
it
is
here
that
a
firm
determination
of
a
leader
must
come
into
play.
That
is
what
Bernabé
did.
In
one
sentence:
when
there
is
no
one
to
ask,
a
leader
must
stand
only
for
him/her
self.
Even
tough
the
context
does
not
favor
a
consensus
building
for
change
that
change
must
be
done.
That's
when
a
"solitary"
decision-­‐
making
must
come
into
play.
No
matter
what.
5

6. Leadership
theories
and
how
I
perceive
they
have
impacted
my
past
organization
Before
analyzing
and
testifying
how
the
different
theories
on
leadership
characteristics
have
been
used/applied
(or
not)
on
my
past
organization,
I
will
firstly
try
and
grasp,
present
a
set
of
accounts/theories
from
some
important
authors
(based
on
some
external
research
done
by
me).
Firstly,
and
after
having
read
and
discussed
on
leadership
along
the
Applied
Leadership
module,
I
come
to
conclude
that
one
of
the
most
important
aspects
of
being
a
leader
is
about
communication
and
the
transmission
of
ideas.
Thus,
it’s
also
complicated
to
find
a
single
definition
for
what
it
is
to
be
a
leader
and
a
single
set
of
characteristics
that
may
well
define
leadership.
Consequently,
one
may
find
innumerous
definitions/contributions
from
several
authors/thinkers.
In
Bass’s
account,
“there
are
as
much
definitions
for
leadership
as
much
people
trying
to
defining
it”
(1990,
cited
in
Rego,
1998).
I
would
like
now
to
present
some
of
the
key
accounts
that
I
reckon
to
be
valuable
for
the
present
analysis
and
which
I
see
as
being
applicable
to
how
my
last
company
was
ran
and
how
leadership
was
applied.
Leadership,
then,
may
be
seen
as:
-­‐ The
capability
of
promoting
a
coordinated
action,
aiming
to
achieve
organizational
objectives
(Gomes,
A.D.,
Cardoso,
L.
&
Carvalho,
C.
2000);
-­‐ A
phenomenon
of
interpersonal
influence
applied
in
a
particular
situation
trough
the
process
of
human
communication,
aiming
the
communication
of
particular
objectives
(Fachada,
1998);
-­‐ A
process
of
influence
and
performance
of
a
given
function
from
a
group
oriented
for
the
consecution
of
results
accepted
by
the
members
of
the
group.
To
lead
is
to
pilot
a
team,
a
group,
a
union
of
people;
it’s
to
predict,
decide,
organize
(Parreira,
2000).
If
I
make
an
analysis
over
my
last
professional
experience
(again:
I
was
victim
of
a
collective
dismissal)
–
I
was
an
Accounts
Payable
Assistant
at
Wipro
BPO
–,
I
certainly
recognize
the
attributes
and
characteristics
described
above.
Starting
from
my
Senior
Assistant
(my
first
direct
leader),
passing
through
the
Team
Leader,
and
ending
on
the
Manager
(which
was
the
manager
for
both
the
Accounts
Payable
and
Banking
Team
all
at
once),
the
main
trace
for
the
applied
leadership
was
indeed
wanting
to
promote
a
coordinated
action
aiming
the
attendance
of
certain
organizational
objectives
–
achieve
month
(and
also
daily)
objectives,
such
as
processing
a
certain
number
of
invoices
per
day/month
and
management
of
queries
so
the
objectives
wouldn’t
be
jeopardized.
The
Manager,
the
Team
Leader,
as
well
as
my
Senior
Assistant
had
always
a
firm
direction
towards
achieving
the
pre-­‐defined
objectives
and,
from
time
to
time,
they
showed
the
preoccupation
of
trying
to
influence
their
team
through
establishing
a
coordinated
communication
with
the
them
(by
cyclical
meetings)
in
order
to
assure
that
each
member
understood
what
was
expected
from
him/her,
and
thus,
the
consecution
of
desired
results
would
be
met.
And,
indeed,
the
actions
taken
by
all
three
leaders
well
impacted
the
organization
and
in
particular
the
performance
of
the
Accounts
Payable
department.
6

7. The
objectives
were
always
achieved
on
a
constant
basis.
The
team,
in
that
aspect,
was
very
well
led.
Another
aspect
that
I
would
like
put
under
discussion
and
that
I
think
is
worthy
of
analyzing
to
what
extent
I
see
it
reflected
on
the
leadership
characteristics
of
my
previous
leaders
is
whether
leadership
may
be
seen
as
related
to
personal
and
innate
characteristics
of
individual/leader.
In
other
words,
do
I
(or
did
I)
see
my
previous
leaders
(being
the
Senior
Assistant,
the
Team
Leader
or
the
Manager)
as
innate
leaders
having
the
“natural”
characteristics
of
a
called
“leader”?
My
answer
is
no.
Rather,
I
see
them
as
individuals
that
had
some
lack
of
“natural”
leading
capabilities
and,
thus,
had
to
develop
leadership
attributes
that,
obviously,
had
to
be
trained
and
acquired.
To
open
even
more
the
discussion,
and
based
on
some
research,
I
came
to
understand
that,
for
a
long
time,
leadership
was
studied
as
being
related
to
personal
and
innate
characteristics
of
the
individual.
It
was
considered
that
the
qualities
inherent
to
the
leader,
such
as
intelligence,
amiability,
physical
strength,
etc.
were
determined
by
the
potential
leaders
themselves.
Two
of
the
theories
that
support
such
statement
are
a)
the
one
presented
by
Odete
Fachada
–
theory
of
the
Personality
Traces
–
in
Psicologia
das
relações
interpessoais
(in
English:
Psychology
of
interpersonal
relations)
–,
which
affirms
that
the
leader
possesses
characteristics
that
identifies
him/her
and
turns
him/her
into
the
great
man/woman
(Fachada,
1998),
and
b)
the
one
proposed
by
Lourenço
Parreira
in
Liderança
e
eficácia:
uma
relação
revisitada
(in
English:
Leadership
and
efficiency:
a
revisited
relationship),
where
the
author
perceives
leadership
as
being
intrinsically
individual
(Parreira,
2000).
A
leader
was,
then,
seen
as
possessing
potential
characteristics
and,
thus,
such
competency
(ies)
was
(were)
a
stable
trace
of
his/her
personality.
Further,
this
theory
–
the
Trace
Theory
–
considered
that
the
capability
of
leadership
could
be
diagnosed
through
tests
and
questionnaires.
Well,
the
testimonials
of
these
theories
lead
me
to
conclude
that
my
previous
leaders
did
not
have
such
personality
traces
that
made
them
“natural”
leaders.
Despite
recognizing
in
one
of
them
–
my
Team
Leader
–
two
main
traces
(intelligence
and
amiability),
I
always
had
the
feeling
and
actual
signs
that
none
of
them
could
be
identified
as
having
innate
traces
of
a
presumed
leader
(as
described
on
the
previous
paragraph).
Thus,
this
absence
of
innate
attributes
on
my
previous
leaders
naturally
leads
me
to
wonder
how
come
they
have
come
to
manage
and
lead
a
team
(actually,
any
team).
Well,
I
found
the
answer
for
this
also
on
Parreira’s
contribution.
In
his
account,
the
Trace
Theory
had
some
limitations
and
difficulties
in
its
argument:
the
first
limitation
was
that
it’s
very
difficult
to
isolate
a
finite
set
of
characteristics
and
traces
that
define
all
leaders
(and
that
are
present
in
all
leaders).
The
second
argument
presented
by
Parreira
is
that
it’s
also
very
difficult
to
assure
that
those
characteristics
aren’t
also
attributes
existent
in
non-­‐leaders
(Parreira,
2000).
In
other
words,
there
may
be
people
(non-­‐leaders)
that
present
traces
that
are
identified
as
being
ones
of
a
leader.
So
why
aren’t
those
people
leaders
too?
7

8. These
limitations
around
the
Trace
Theory
made
authors/thinkers
to
re-­‐define
the
Theory
of
Leadership
and
come
up
with
new
trends
and
ways
of
analyzing
leadership.
It
became
obvious
that
it’s
very
hard
to
determine
traces
of
personality
that
differentiate
a
leader
from
a
non-­‐leader.
The
consequence
of
this
was
the
emergence
of
a
new
way
of
studying
and
analyzing
leadership:
focused
on
the
process
of
leadership
instead
of
analyzing
solely
the
individual
leader
him/herself
(Parreira,
2000).
The
process
of
leadership
approach
considers,
then,
leadership
as
being
something
that
may
be
trained
and
acquired,
through
the
adaptation
of
the
leader
to
the
functions
inherent
to
leading
a
team
(Parreira,
2000).
The
arguments
presented
and
described
over
the
last
three
paragraphs
lead
me
to
conclude
that,
and
analyzing
my
personal
experience
on
my
last
job,
all
my
three
previous
leaders
came
to
be
leaders
and,
indeed,
undertook
their
leading
functions
thanks
to
a
continuous
process
of
leadership
that
took
time
(and
could
continue
to
evolve,
in
case
they
had
stayed
in
the
company
–
and
don’t
know
what
are
they
are
doing
now
nor
their
professional
path
after
the
collective
dismissal).
Surely
(and
I
recall
that
they
had,
from
time
to
time,
some
internal
training
within
the
company
aiming
to
boost
their
leadership
qualities),
they
had
been
trained
and
given
professional
guidance
to
improve
their
leading
abilities.
In
one
final
statement,
despite
not
having
(again:
based
on
my
own
evaluation)
the
so-­‐called
innate
characteristics
to
be
ready
to
lead
a
team,
they
however
were
given
the
possibility
to
take
a
leading
place
and,
thanks
to
a
constant
process
of
leadership,
they
were
able
to
undertake
their
role
and,
even
more,
improve
their
abilities
through
time.
I
affirmably
may
say
and
testify
that
the
accounts/theories
presented
on
this
chapter
had,
indeed,
a
direct
reflect
and
impact
on
how
my
last
company
(most
particularly,
the
department
I
worked
for
–
Accounts
Payable)
was
ran
and
how
it
perceived
what
kind
of
leaders
the
company
needed
(and,
subsequently,
how
the
company
perceived
what
leadership
is
–
apply
a
continuous
process
of
leadership
rather
than
hiring
presumed
innate
potential
leaders).
On
the
following
pages,
I
will
analyze
even
further
the
discussion
on
leadership
and,
more
specifically,
on
how
the
different
styles
of
leadership
may
affect
a
team,
and
subsequently,
an
organization.
8

9. Leadership
Styles
and
how
have
they
(and
which
of
them)
affected
the
company
I
worked
for
In
complement
to
the
discussion
around
leadership
characteristics,
it’s
also
most
valuable
and
key
to
go
a
bit
deeper
into
that
analysis.
It’s
also
fundamental
to
wider
the
debate
around
what
styles
of
leadership
there
may
be
and
how
they
affect
a
given
company.
Again,
in
this
chapter,
I
will
try
and
exam
how
the
different
styles
of
leading
(and
point
out
which
of
them)
have
been
applied
on
my
past
company
(and,
specifically,
in
the
department
I
worked
for
–
Accounts
Payable).
Firstly,
I
will
present
of
the
following
paragraphs
the
different
styles
of
leadership
that
are
currently
known
and
that
are
the
basis
for
the
study
around
the
subject.
After
that,
I
will
move
to
try
and
describe
what
style
(s)
I
perceive
as
being
the
most
common
on
my
last
company/department
[and
how
it
(they)
produced
alignments
in
perception,
commitment,
innovation,
and
motivation
within
the
company/department].
The
main
contribution
that
I
would
like
to
put
forward
is
the
one
proposed
by
Daniel
Goleman
in
Leadership
That
Gets
Results,
where
he
sums
up
the
key
traits
of
six
main
styles
of
leadership
(Coercive,
Authoritative,
Affiliative,
Democratic,
Pacesetting
and
Coaching)
all
springing
from
different
components
of
emotional
intelligence.
The
description
of
each
one
of
the
styles
is
assembled
on
the
below
table,
representing
a
summary
of
their
origin,
when
they
work
best,
and
their
impact
on
the
organization’s
climate
and,
thus,
its
performance:
Table
1
Coercive
Authoritative
Affiliative
Democratic
Pacesetting
Coaching
Creates
Forges
The
leader's
Demands
Mobilizes
harmony
and
Sets
high
Develops
consensus
modus
immediate
people
toward
builds
standards
for
people
for
through
operandi
compliance
a
vision
emotional
performance
the
future
participation
bonds
The
style
in
a
"Do
what
I
tell
"Come
with
"People
come
"What
do
you
"Do
as
I
do,
now."
"Try
this."
phrase
you."
me."
first."
think?"
Developing
Underlying
Drive
to
Empathy,
Collaboration,
Self-­‐confidence,
Conscientiousness,
others,
emotional
achieve,
building
team
empathy,
drive
to
achieve,
empathy,
intelligence
initiative,
self-­‐ relationships,
leadership,
change
catalyst
initiative
self-­‐
competencies
control
communication
communication
awareness
To
help
an
To
heal
rifts
in
a
In
a
crisis,
to
When
changes
To
build
buy-­‐in
To
get
quick
employee
team
or
to
When
the
kick
start
a
require
a
new
or
consensus,
results
from
a
improve
motivate
style
works
turnaround,
or
vision,
or
when
or
to
get
input
highly
motivated
performance
people
during
best
with
problem
a
clear
direction
from
valuable
and
competent
or
develop
stressful
employees
is
needed
employees
team
long-­‐term
circumstances
strengths
Overall
Most
strongly
impact
on
Negative
Positive
Positive
Negative
Positive
positive
climate
(Source:
Leadership
That
Gets
Results,
found
at:
GOLEMAN,
D.:
2000.
Leadership
That
Gets
Results.
Harvard
Business
Review)
9

10. As
described
on
the
above
table,
the
6
styles
of
leadership
presented
by
Goleman
are
different
from
each
other
having
mostly
in
common
the
final
overall
impact
on
the
climate
(being
positive
or
negative).
Now,
trying
to
look
and
analyze
what
style
(or
styles)
were
mostly
common
in
my
previous
company/department,
I
would
say
that
there
are
3
main
styles
there
were
the
basis
for
how
the
company/department
was
ran:
the
Coercive,
the
Pacesetting,
and
the
Coaching
ones.
Why?
Explanation
below:
-­‐ Coercive:
all
three
leaders
mentioned
along
this
paper
had
all
the
traces
described
by
this
style.
All
three
(but
specially,
my
senior
leader)
“demanded
immediate
compliance”,
in
one
phrase
I
could
well
define
them
as
“do
what
I
tell
you”,
undoubtedly
they
persecuted
“drive
to
achieve,
initiative,
self-­‐control”,
their
vision
was
to
“in
a
crisis,
to
kick
start
a
turnaround,
or
with
problem
employees”
–
which
I
recall
it
occurred
in
more
than
one
occasion.
I
particularly
recall
a
time
when
there
was
a
colleague
of
mine
that
was
seen
as
one
of
causing
much
trouble
within
the
team
(by
taking
badly
about
her
leaders,
doing
in
her
own
way,
etc).
Thus,
the
Manager
together
with
the
Team
Leader
had
to
impose
their
Coercive
style
towards
her
and
also
the
team.
The
final
results
were
positive.
The
employee
in
question
was
fired
after
a
few
months
and
the
overall
climate
within
the
team
got
a
major
positive
boost.
-­‐ Affiliative:
I
reckon
all
three
leaders
having
this
main
trace
as
well.
Why?
It
was
tried
along
the
6
years
I
was
within
the
department
to
induct
“harmony
and
build
emotional
bonds”
within
the
team.
Sometimes
(not
all
times),
I
felt
that
indeed
all
three
defended
the
idea
that
“people
come
first”
(despite
the
constant
pressure
to
achieve
the
daily
and
month
objectives).
The
instigation
of
“empathy,
building
relationships
and
communication”
was
also
a
common
sense
within
the
team
(again:
despite
the
pressure
put
on
us
–
the
team
–
to
achieve
the
goals
on
a
constant
basis).
My
perception
was
that
the
team
felt
that
all
three
leaders
had
these
three
vectors
as
one
of
the
pillars
for
the
team
to
work
well.
Finally,
just
like
the
coercive
style,
the
affiliate
style
had
to
be
imposed
at
times,
as
there
was
the
necessity
to
“heal
rifts
within
the
team
and
motivate
people
during
such
stressful
circumstances”
(the
example
previously
given
of
the
team
member
that
caused
some
troubles
within
the
overall
climate
may
also
be
applied
here).
The
final
overall
impact
on
the
climate/team
was
most
positive,
as
it
helped
the
rest
of
the
team
members
to
maintain
their
motivation.
-­‐ Coaching:
the
last
trace
that
I
definitely
reckon
to
be
one
of
the
most
common
used
during
my
stay
at
Wipro
(again:
I’m
testifying
solely
in
terms
of
the
Accounts
Payable
department)
was
a
coaching
style.
Why?
I
surely
defend
all
my
three
leaders
(and
thank
them)
–
specially
the
Manager
–
in
the
perception
they
had
that
it
was
crucial
to
“develop
people
for
the
future”.
From
time
to
time,
I
recall
that
each
member
of
the
team
had
individual
meetings
with
all
three
leaders,
where
they
asked
us
about
our
worries
and
what
we
reckoned
to
be
important
for
us
to
develop
even
more
our
competencies
and
medium-­‐long
term
career
ambitions.
Parallel
to
that,
their
main
phrase
was
undoubtedly
“try
this”
(in
other
words,
they
showed
attention
to
our
worries
and
how
they
could
help
us
to
attain
our
own
objectives).
Further,
I
felt
(again:
not
at
all
times,
as
the
10

11. pressure
to
attain
goals
was
also
always
on
our
shoulders)
that
they
sought
to
“develop
others,
empathy”
and
most
definitely
“self-­‐awareness”.
As
mentioned
above,
the
overall
sense
that
I
got
from
all
three
leaders
was
that,
indeed,
they
worried
on
“helping
an
employee
to
improve
his/her
performance”
or
even
“develop
long-­‐term
strengths”
(through
periodical
assessments
and
evaluations
to
each
of
the
team
members).
The
final
impact
of
this
style
of
leading
was
definitely
positive
and
surely
welcomed.
In
one
final
statement,
I
most
definitely
perceive
these
3
styles
of
leadership
(applied
by
my
three
leaders)
as
ones
that
decisively
produced
perception,
commitment,
innovation
and
motivation
among
all
members
of
the
department
(including
the
leaders
themselves).
The
instigation,
production
and
development
of
these
four
attributes/factors,
I
believe,
also
enabled
all
three
leaders/managers
to
become
better
leaders.
The
main
aspect
that
I
would
like
to
stress
is
that,
indeed,
they
applied
different
styles
of
leading
depending
on
the
particular
demand
of
the
situation.
My
experience
at
Wipro
BPO
brought
me
to
conclude
(and
also
upon
taking
this
MBA
course,
specially
the
Applied
Leadership
module)
that
a
better
leader
must
applied
different
styles/types
for
leading
a
team,
as
people
(team
members)
are
different
from
each
other
and
different
situations
and
circumstances
may
unexpectedly
appear.
Another
aspect/valence
that
I
think
to
be
very
much
worthy
of
analysis
and
that
may
give
a
better
and
complete
perception
on
how
a
given
team
(in
this
particular
paper,
my
previous
Accounts
Payable
team)
may
positively
perform
and
develop
its
competencies
is
what
has
been
designated
as
Emotional
Intelligence.
I
would
like
to
go
into
much
detail
regarding
this
subject
and
how
I
perceive
it
as
having
been
used/applied
(or
not)
on
my
previous
department.
I
will,
then,
broach
this
theme
on
the
following
pages
(chapter).
The
Power
of
Emotional
Intelligence
(EI)
in
provoking
positive
and
innovating
changes
in
an
organization
The
main
account
on
EI
that
I
would
like
to
put
forward
is
the
one
described
by
Daniel
Goleman.
In
his
words,
then,
“unlike
IQ,
which
is
largely
genetic
–
it
changes
little
from
childhood
–
the
skills
of
emotional
intelligence
can
be
learned
at
any
age.
It’s
not
easy,
however.
Growing
your
emotional
intelligence
takes
practice
and
commitment.
But
payoffs
are
well
worth
the
investment”
(Goleman,
p.
82-­‐83).
Further,
emotional
intelligence
is
“the
ability
to
manage
ourselves
and
our
relationships
effectively”
and
“consists
of
four
fundamental
capabilities:
self-­‐
awareness,
self-­‐management,
social
awareness,
and
social
skill”.
Each
capability,
on
the
other
hand,
“is
composed
of
specific
sets
of
competencies”
(Goleman,
p.
80).
On
the
below
table
one
may
see
the
mentioned
sets
of
competencies:
11

12. Table
2
Self-­‐Awareness
Self-­‐Management
Social
Awareness
Social
Skill
Emotional
self-­‐
Empathy:
awareness:
The
ability
to
read
and
Self-­‐control:
Skill
at
sensing
other
Visionary
leadership:
understand
your
people's
emotions,
emotions
as
well
as
The
ability
to
keep
understanding
their
The
ability
to
take
charge
and
recognize
their
impact
disruptive
emotions
and
perspective,
and
taking
an
inspire
with
a
compelling
vision.
on
work
performance,
impulses
under
control.
active
interest
in
their
relationships,
and
the
concerns.
like.
Organizational
Accurate
self-­‐
awareness:
assessment:
Trustworthiness:
Influence:
The
ability
to
read
the
currents
of
organizational
A
realistic
evaluation
of
A
consistent
display
of
The
ability
to
wield
a
range
of
life,
build
decision
your
strengths
and
honesty
and
integrity.
persuasive
tactics.
networks,
and
navigate
limitations.
politics.
Conscientiousness:
Service
orientation:
Developing
others:
Self-­‐confidence:
The
ability
to
manage
The
ability
to
recognize
The
propensity
to
bolster
the
A
strong
and
positive
yourself
and
your
and
meet
customer's
abilities
of
others
through
sense
of
self-­‐worth.
responsibilities.
needs.
feedback
and
guidance.
Adaptability:
Communication:
Skill
at
adjusting
to
Skill
at
listening
and
at
sending
changing
situations
and
clear,
convincing,
and
well-­‐
overcoming
obstacles.
tuned
messages.
Achievement
Change
catalyst:
orientation:
Proficiency
in
initiating
new
The
drive
to
meet
an
ideas
and
leading
people
in
a
internal
standard
of
new
direction.
excellence.
Conflict
management:
Initiative:
The
ability
to
de-­‐escalate
A
readiness
to
seize
disagreements
and
orchestrate
opportunities.
resolutions.
Building
bonds:
Proficiency
at
cultivating
and
maintaining
a
web
of
relationships.
Teamwork
and
collaboration:
Competence
at
promoting
cooperation
and
building
teams.
(Source:
Leadership
That
Gets
Results,
found
at:
GOLEMAN,
D.:
2000.
Leadership
That
Gets
Results.
Harvard
Business
Review)
12

13. The
key
aspect
of
the
EI
theory
is
that
there
are
leaders
who
tend
to
see
a
limited
side
of
the
question/situation
in
hands.
Because
their
brain
is
so
used
(habit)
to
perceive
each
situation
from
always
the
same
perspective/prism,
their
ability
to
have
a
360
degree
view
over
the
problem
tends
to
be
weaker.
As
in
Coleman’s
words,
“a
diagnosis
from
multiple
view-­‐points
is
essential
in
improving
emotional
intelligence
because
those
who
need
the
most
help
usually
have
blind
spots”
(Goleman,
p.
88).
Thus,
and
as
suggested
by
Goleman,
it’s
key
for
leaders
to
have
some
kind
of
coaching
from
people
who
are
experts
in
teaching
how
to
increase
their
emotional
intelligence.
The
direct
and
most
obvious
benefit
for
a
leader
to
build
EI
valences
is
for
him/her
to
have
a
wider
and
much
complete
view
of
the
situation
in
hands
and,
thus,
having
a
better
notion
of
what
might
be
the
best
decision
to
make.
Valences
as
self-­‐
awareness,
self-­‐management,
self-­‐motivation,
social
awareness
and
relationship
management
may
suffer
a
great
and
dramatic
boost
in
case
a
leader
seeks
and
improves
his/her
EI
attributes.
Now,
trying
to
correspond
and
value
how
EI
was
present
at
my
last
work
environment
(and,
particularly,
in
the
personality
of
my
previous
three
leaders),
I
must
say
that
sometimes
I
caught
the
feeling
that
EI
wasn’t
so
much
present.
Particularly,
when
referring
to
two
of
the
leaders
–
the
Manager
and
my
Senior
Assistant.
The
third
one
–
the
Team
Leader
–,
I
always
felt
that
he
was
the
one
who
more
efficiently
grasped
the
main
valences
of
EI.
I
always
felt
that
he
tried
to
view
any
particular
situation
from
different
angles,
so
any
possible
alternatives
wouldn’t
be
forgotten.
Contrarily,
I’ve
perceived
both
the
Manager
and
my
Senior
Assistant
(and
more
intensely
the
Senior
Assistant)
as
having
the
tendency
of
looking
into
a
given
problem
solely
from
a
single
perspective
(the
“do
what
I
tell
you”
perspective
without
questioning
whether
there
may
be
any
possible
alternatives).
I
always
felt
that
my
Senior
Assistant
had
a
deep
lack
of
social
awareness
and
relationship
management,
which
didn’t
enable
her
to
both
build
a
better
EI
perception
of
herself,
as
well
as,
build
a
more
efficient
Emotional
Intelligence
Group
(EIG)1
around
her.
Thus,
sometimes
I
felt
that
the
results
(and
means
to
achieve
those
goals)
could
had
been
better
in
case
she
had
a
clearer
notion
of
what
EI
is.
Nevertheless,
I
recall
that
during
the
last
year
of
my
presence
in
the
company,
there
were
some
coaching
sessions
for
all
team
leaders
(extended
to
all
departments).
1
Concept
presented
by
Urch
Druskat
and
Steven
B.Wolff
in
Building
the
Emotional
Intelligence
of
Groups
(Druskat
U.
and
Wolff
S.B.:
2001.
Building
the
Emotional
Intelligence
of
Groups.
Harvard
Business
Review).
As
in
Druskat’s
and
Wolff’s
words,
“our
research
tells
us
that
three
conditions
are
essential
to
a
group’s
effectiveness:
trust
among
members,
a
sense
of
group
identity,
and
a
sense
of
group
efficacy...
the
outcome
(of
an
Emotional
Intelligent
Group)
is
complete
engagement
in
tasks”
and
“team
emotional
intelligence
is
more
complicate
than
individual
emotional
intelligence
because
teams
interact
at
more
levels...
A
group
must
attend
to
yet
another
level
of
awareness
and
regulation.
It
must
be
mindful
of
the
emotions
of
its
members,
its
own
group
emotions
or
moods,
and
the
emotions
of
other
groups
and
individuals
outside
its
boundaries”
(Druskat
and
Wolff,
p.
82).
13

14. Thus,
the
company
decided
to
apply
a
policy
of
coaching
their
leaders
(being
managers,
team
leaders
or
senior
assistants).
I
believe
that
such
decision
was
to
support
and
instigate
actual
innovation
ideas/changes
in
the
organization
and
promote
EI
valences
in
its
leaders.
In
my
perception,
the
idea
was
very
clear:
Wipro
wanted
to
input
in
their
employees
(its
leaders)
“360
degree
view”
abilities.
But,
again,
and
to
my
disappointment,
I
never
felt
that
my
most
direct
leader
–
my
Senior
Assistant
–,
did
well
develop
her
EI
more
efficiently.
There
always
seemed
to
be
a
lack
of
mastering,
specially,
the
social
awareness
and
relationship
management
vectors.
Examining
and
evaluating
the
concept
of
“self
monitoring”
and
how
do
I
assess
myself
as
a
potential
leader
Now,
what
if
I
would
become
a
leader
(hopefully,
in
a
near
future)?
Would
I
(or
do
I)
have
the
potential
valences
that
could
lead
me
to
undertake
such
highly
responsible
role?
In
order
to
assess
that,
and
with
the
support
sources
I
have
read
and
analyzed
to
construct
this
reflective
paper,
I
come
to
understand
that
there
is
a
real
“tool”
that
helps
leaders
(or
people
who
aspire
to
become
leaders)
to
have
a
realistic
diagnosis/assessment
of
their
main
traits
of
personality
and
leadership
attributes:
self-­‐monitoring.
Before
trying
to
realistically
assess
myself
as
being
a
potential
leader,
I
firstly
must
understand
and
present
the
definition
of
the
concept
of
self-­‐monitoring.
What
is
it
after
all?
Firstly,
what
needs
to
be
stressed
is
that
the
ability
to
“self-­‐monitoring”
may
indeed
have
a
significant
effect
on
people’s
relationships
and
professional
prospects.
As
described
on
the
internet
website
link
http://www.edbatista.com/2011/07/self-­‐
monitoring.html
:
“The
concept
of
self-­‐monitoring…
is
based
on
a
13-­‐question
instrument
developed
by
psychologists
Richard
Lennox
and
Raymond
Wolfe.
This
instrument
was
first
defined
in
the
June
1984
issue
of
the
“Journal
of
Personality
and
Social
Psychology””.
Further,
the
“first
7
items
in
the
instrument
refer
to
one's
ability
to
modify
self-­‐
presentation:
1. In
social
situations,
I
have
the
ability
to
alter
my
behavior
if
I
feel
that
something
else
is
called
for.
2. I
have
the
ability
to
control
the
way
I
come
across
to
people,
depending
on
the
impression
I
wish
to
give
them.
3. When
I
feel
that
the
image
I
am
portraying
isn't
working,
I
can
readily
change
it
to
something
that
does.
4. I
have
trouble
changing
my
behavior
to
suit
different
people
and
different
situations.
5. I
have
found
that
I
can
adjust
my
behavior
to
meet
the
requirements
of
any
situation
I
find
myself
in.
6. Even
when
it
might
be
to
my
advantage,
I
have
difficulty
putting
up
a
good
front.
14

15. 7. Once
I
know
what
the
situation
calls
for,
it's
easy
for
me
to
regulate
my
actions
accordingly.”
(source:
http://www.edbatista.com/2011/07/self-­‐
monitoring.html)
The
remaining
6
items
in
the
instrument
“refer
to
one's
sensitivity
to
expressive
behaviors
of
others:
8. I
am
often
able
to
read
people's
true
emotions
correctly
through
their
eyes.
9. In
conversations,
I
am
sensitive
to
even
the
slightest
change
in
the
facial
expression
of
the
person
I'm
conversing
with.
10. My
powers
of
intuition
are
quite
good
when
it
comes
to
understanding
others'
emotions
and
motives.
11. I
can
usually
tell
when
others
consider
a
joke
to
be
in
bad
taste,
even
though
they
may
laugh
convincingly.
12. I
can
usually
tell
when
I've
said
something
inappropriate
by
reading
it
in
the
listener's
eyes.
13. If
someone
is
lying
to
me,
I
usually
know
it
at
once
from
that
person's
manner
of
expression.”
(source:
http://www.edbatista.com/2011/07/self-­‐
monitoring.html)
As
one
may
clearly
analyze,
the
Self-­‐Monitoring
theory
must
be
a
must
for
any
potential
leader
(but
not
limited
to
a
leader,
or
potential
leader
–
I
perceive
it
as
being
an
inspiring
tool
for
virtually
anyone)
to
assess
his/her
critical
valences
and
essential
interpersonal
skills.
Now,
trying
to
critically
analyze
and
assess
myself
as
a
potential
leader
(being
as
much
realistic
as
possible),
and
using
all
13
items
described
above,
I
will
now
expose
how
do
I
perceive
myself
on
each
of
the
13
situations.
I
will
give
a
“yes”
and
“no”
answer
(obviously,
the
“no”
items
are
the
ones
that
need
improvement).
The
final
assessment
was
based
on
my
own
perception,
as
well
as,
on
the
perception
of
a
friend
whom
I
asked
to
assess
all
13
items
in
my
personality.
I
have
to
say
that
my
friend’s
assessment
had
an
exact
coincidence
with
mine.
The
self-­‐assessment
then:
1. In
social
situations,
I
have
the
ability
to
alter
my
behavior
if
I
feel
that
something
else
is
called
for.
–
How
do
I
assess
myself:
Yes.
2. I
have
the
ability
to
control
the
way
I
come
across
to
people,
depending
on
the
impression
I
wish
to
give
them.
–
How
do
I
assess
myself:
Yes.
3. When
I
feel
that
the
image
I
am
portraying
isn't
working,
I
can
readily
change
it
to
something
that
does.
–
How
do
I
assess
myself:
Yes.
4. I
have
trouble
changing
my
behavior
to
suit
different
people
and
different
situations.
–
How
do
I
assess
myself:
No.
5. I
have
found
that
I
can
adjust
my
behavior
to
meet
the
requirements
of
any
situation
I
find
myself
in.
–
How
do
I
assess
myself:
Yes.
6. Even
when
it
might
be
to
my
advantage,
I
have
difficulty
putting
up
a
good
front.
–
How
do
I
assess
myself:
No.
7. Once
I
know
what
the
situation
calls
for,
it's
easy
for
me
to
regulate
my
actions
accordingly.
–
How
do
I
assess
myself:
No.
15

16. 8. I
am
often
able
to
read
people's
true
emotions
correctly
through
their
eyes.
–
How
do
I
assess
myself:
Yes.
9. In
conversations,
I
am
sensitive
to
even
the
slightest
change
in
the
facial
expression
of
the
person
I'm
conversing
with.
–
How
do
I
assess
myself:
No.
10. My
powers
of
intuition
are
quite
good
when
it
comes
to
understanding
others'
emotions
and
motives.
–
How
do
I
assess
myself:
No.
11. I
can
usually
tell
when
others
consider
a
joke
to
be
in
bad
taste,
even
though
they
may
laugh
convincingly.
–
How
do
I
assess
myself:
Yes.
12. I
can
usually
tell
when
I've
said
something
inappropriate
by
reading
it
in
the
listener's
eyes.
–
How
do
I
assess
myself:
No.
13. If
someone
is
lying
to
me,
I
usually
know
it
at
once
from
that
person's
manner
of
expression.
–
How
do
I
assess
myself:
No.
The
results
of
the
self-­‐monitoring
test
show
me
that
I
have
6
“yes”
answers
and
7
“no”
answers.
What
does
this
tells
me?
Well,
probably
I
won’t
be
on
the
top
list
of
a
potential
leader
for
the
beginning.
But,
it
also
shows
that
I
do
possess
about
half
of
the
potential
attributes
that
an
aspiring
leader
must
have.
So,
I
would
say
that
I’m
on
the
right
track.
What
worries
me
the
most
is,
obviously,
the
7
negative
results
on
this
questionnaire,
which
will
need
a
strict
and
careful
improvement
from
me.
In
one
last
sentence,
and
despite
the
fact
that
I
only
have
about
half
of
the
desired
attributes
of
a
potential
leader,
I
would
say
that
I
fit
into
the
category
of
a
potential
leader.
Why?
If
one
takes
this
13-­‐question
questionnaire
as
a
tool
to
measure
someone’s
ability
to
leader,
the
final
result
in
my
case
was
about
50%.
Thus,
I
am
within
the
average.
It
wasn’t
a
negative
result.
A
weak
result,
but,
nevertheless,
a
sufficient
result.
A
disciplined
self-­‐monitoring
applied
along
time
(and
knowing
what
items
do
I
need
to
improve)
would
give
me
the
possibility
to
become
a
better
leader.
Conclusion:
suggestion
of
options
as
future
strategies
for
myself
to
become
a
more
effective
leader
in
a
future
work
environment
Now,
having
grasped
an
all
set
of
notions,
concepts,
theories,
my
own
personal
past
experience
and
how
I
assess
myself
as
being
a
potential
leader,
the
subsequent
and
consequent
question
now
is:
how
will
I
prepare
to
lead?
The
research,
study
and
analysis
of
data
for
the
preparation
of
this
paper
(together
with
all
the
knowledge
acquired
along
the
module
Applied
Leadership
so
far),
gave
me
a
better
and
much
comprehensive
notion
of
what
it
may
take
to
become
not
only
a
leader
but
also
a
greater
one.
Notions
acquired
from
the
EI
and
EIG
theories,
the
exploration
and
assimilation
of
four
extra
main
qualities2
that
a
leader
should
have,
and
the
constant
critic
examination,
evaluation
and
assessment
of
myself
(self-­‐
monitoring)
in
order
to
improve
my
valences
to
become
a
better
leader
will
surely
be
the
master
tools
that
I
will
use
and
support
myself
when
I’ll
become
a
leader
in
a
2
Theory
presented
by
Robert
Goffee
and
Gareth
Jones
in
Why
Should
Anyone
Be
Led
by
You?
(Goffee
R.
and
Jones
G.:
2000.
Why
Should
Anyone
Be
Led
by
You?
Harvard
Business
Review),
where
in
the
authors’
account,
an
inspirational
leader
needs
four
other
qualities:
a)
reveal
his/her
weaknesses,
b)
become
a
sensor,
c)
practice
tough
empathy
and
d)
dare
to
be
different.
16

17. future
organization
(as
well
as,
tools
that
I
would
had
used
in
case
I
was
enrolled
in
a
leadership
position
in
previous
organization
–
Wipro
BPO).
The
different
domains
of
EI
as
described
on
table
2
(page
12)
–
Self-­‐Awareness
(in
co-­‐relation
with
Self-­‐Motivation),
Self-­‐Management,
Social-­‐Awareness,
Social-­‐Skill
(also
known
as
Relationship
Management)
–
together
with
all
its
inherent
specific
competencies
(also
describe
on
table
2)
definitely
are
a
fantastic
tool
and
vision
for
any
person
who
aspire
to
become
a
leader
(or
even
for
a
non-­‐leader),
as
I
perceive
them
as
being
key
tools
for
any
person).
They
provide
any
leader
a
perfect
examination/analysis
of
how
he/she
may
develop,
improve
and
maximize
his/her
qualities/attributes.
The
same
happens
with
the
EIG
theory
contribution,
although
at
a
different
level.
I
find
this
tool
also
as
a
key
asset
for
an
aspiring
leader
(like
myself)
to
have
a
much
complete
and
concrete
notion
of
what
it
takes
to
instigate,
nourish,
promote
and
maintain
a
well
emotional
intelligent
group
working
with
him/her
for
the
benefit
of
the
overall
climate
in
the
working
environment.
As
a
leader,
I
obviously
will
want
a
motivated,
goal
oriented
and
full-­‐committed
team
around
me.
And
to
achieve
that,
the
EIG
tool
will
definitely
be
key
to
gain
a
complete
engagement
in
tasks
from
every
member
of
the
team.
The
inspiration
gained
from
the
“Why
Should
Anyone
Be
Led
by
You?”
article,
will
also
be
a
major
preoccupation
for
me
to
potentiate
my
senses
when
I’ll
be
in
a
position
of
leading
a
team.
The
four
qualities
presented
by
the
article
–
Reveal
Your
Weaknesses;
Become
a
Sensor;
Practice
Tough
Empathy;
and
Dare
to
Be
Different
–
surely
are
assets
that
need
special
attention
for
leaders
to
evaluate
their
own
leadership
valences.
As
argued
on
the
mentioned
article,
“exposing
a
weakness
establishes
trust
and
thus
helps
get
folks
on
board…
Beyond
creating
trust
and
a
collaborative
atmosphere,
communicating
a
weakness
also
builds
solidarity
between
followers
and
leaders…
Sharing
an
imperfection
is
so
effective
because
it
underscores
a
human
being’s
authenticity…
The
golden
rule
(however)
is
never
to
expose
a
weakness
that
will
be
seen
as
a
fatal
flaw
–
by
which
we
mean
a
flaw
that
jeopardizes
central
aspects
of
your
professional
role”
(Goffee
and
Jones,
p.
65-­‐66).
The
main
idea
that
one
should
take
for
exposing
a
presumed
weakness
is
that,
in
hand
with
that,
people
around
will
gain
some
“compassion”
for
you
and,
thus,
it
will
provoke
in
them
the
motivation
to
respect
and
follow
you.
Further,
the
quality
of
becoming
a
“sensor”
may
also
be
a
key
tool
for
me
as
a
future
strategy
to
become
a
better
leader.
Why?
Because,
and
as
mentioned
on
the
article,
“inspirational
leaders
rely
heavily
on
their
instincts
to
know
when
to
reveal
a
weakness
or
a
difference.
We
call
them
good
situation
sensors,
and
by
that
we
mean
that
they
can
collect
and
interpret
soft
data.
They
can
sniff
out
the
signals
in
the
environment
and
sense
what’s
going
on
without
having
anything
spelled
out
for
them…
Not
surprisingly,
the
most
impressive
business
leaders…
are
all
very
refined
sensors”
(Goffee
and
Jones,
p.
66).
This
sensor
characteristic
about
a
leader
will
definitely
be
one
of
the
orienting
pillars
that
I
will
try
to
impose
to
myself.
17

18. In
terms
of
practicing
“tough
empathy”,
I
must
say
it
is
one
that
most
surprised
me,
but
also
maybe
because
of
that,
it
will
be
one
of
the
bearings
that
I
will
try
to
stick
to.
The
most
valued
arguments
presented
by
Goffee
and
Jones
that
caught
my
attention
were
the
following
ones:
“there’s
nothing
worse
than
seeing
a
manager
return
from
the
latest
interpersonal-­‐skills
training
program
with
“concern”
for
others.
Real
leaders
don’t
need
training
program
to
convince
their
employees
that
they
care.
Real
leaders
empathize
fiercely
with
the
people
they
lead.
They
also
care
intensely
about
the
work
their
employees
do”.
Further,
“tough
empathy
means
giving
people
what
they
need,
not
what
they
want…
Tough
empathy
also
has
the
benefit
of
impelling
leaders
to
take
risks…
One
final
point
about
empathy:
those
more
apt
to
use
it
are
people
who
really
care
about
something”.
(Goffee
and
Jones,
p.
68).
Indeed,
my
aim
is
to
become
an
inspirational
leader.
And
to
achieve
that
I
will
also
have
to
focus
myself
in
another
strategy:
I
will
try
and
“dare
to
be
different”
(which
is
an
aspect
that
I
feel
I
have
a
lot
to
improve).
What
does
this
potential
quality
mean?
As
in
Goffee’s
and
Jone’s
words,
“another
quality
of
inspirational
leaders
is
that
they
capitalize
on
what’s
unique
about
themselves.
In
fact,
using
these
differences
to
great
advantage
is
the
most
important
quality
of
the
four
we’ve
mentioned.
The
most
effective
leaders
deliberately
use
differences
to
keep
social
distance…
Often,
a
leader
will
show
his
differences
by
having
a
distinctly
different
dress
style
or
physical
appearance,
but
typically
he
will
move
on
to
distinguish
himself
through
qualities
like
imagination,
loyalty,
expertise,
or
even
a
handshake”.
In
the
authors’
account,
and
I
must
agree
with
them
(as
I
see
myself
having
such
difficulty),
“most
people,
however,
are
hesitant
to
communicate
what’s
unique
about
themselves,
and
it
can
take
years
for
them
to
be
fully
aware
of
what
sets
them
apart”
(Goffee
and
Jones,
p.
68-­‐69).
This
last
quality
stressed
by
Goffee
and
Jones
is
definitely
one
that
I
will
have
to
work
hard
on.
It
will
be
one
of
my
preoccupations
when
self-­‐monitoring
myself.
Apart
from
the
theories
of
EI,
EIG
and
The
Four
Qualities
for
an
Inspirational
Leader,
another
option
(and
surely
another
key
pillar
for
educating
myself
to
become
a
leader)
will
be
to
try
and
monitoring
myself
on
my
main
traits
as
a
leader
on
a
constant
basis.
Obviously
(at
least
in
my
own
perception),
the
concept
of
self-­‐
monitoring
maybe
seen/perceived
as
having
some
crossover
“bridges”
with
the
concepts
of
EI,
EIG
and
The
Four
Qualities
for
an
Inspirational
Leader.
In
the
sense
that
self-­‐monitoring
may
be
used
as
a
tool
to
precisely
and
exactly
determine
all
the
valences
that
a
leader
has
(and
what
attributes
he/she
does
not
possess,
or
that
need
to
be
improved)
in
terms
of
EI,
EIG
and
the
Four
Qualities.
Following
this
logic,
self-­‐monitoring
will
be
a
must
for
me
to
regularly
evaluate
and
assess
what
valences
will
I
need
to
strengthen
and
which
ones
I
must
assimilate,
nourish
and
develop.
On
a
much
concrete
and
specific
level,
and
if
one
day
I’ll
get
the
chance
to
become
a
leader,
I
will
most
definitely
try
and
retain
one
of
my
focuses
on
“worrying”
about
the
people
around
me
(my
direct
team)
–
which
is
something
that
I
have
thought
and
elaborated
in
my
mind
for
a
long
time
by
the
time
I
was
employed
at
Wipro
BPO.
I
will
do
that
using
the
“tough
empathy”
method
(giving
people
what
they
need
and
not
what
they
want).
But,
I
also
feel
that
if
I
want
the
people
around
me
to
be
with
me,
follow
me
and
demonstrate
fully
engagement
in
their
tasks,
I
will
also
need
to
18