Homework Notes

READ the Goleman HBR article "What Makes a Leader?" (in course pack). You may use Claude to help summarize the article, and to explain the trickier aspects of the article. NOTE: We will NOT be using Goleman's EQ dimension of "Motivation" -- if you use Claude, make sure to prompt it to ignore the content on the Motivation dimension.

  • The four dimensions of emotional intelligence (excluding motivation) are:

    • Self-Awareness – knowing your moods, values, and their effect on others.

    • Self-Regulation – controlling impulses, staying calm under pressure.

    • Empathy – understanding others’ emotions and acting thoughtfully.

    • Social Skill – managing relationships and building networks.

      • (Think of them as a stack: self-awareness→self-regulation ↔ empathy ↔ social skill.)

  • Recognizing each dimension in behavior:

  • Self-Awareness: high = admits limits, seeks feedback, says no to misaligned work; low = defensive, blindsided, values-conflict choices.

  • Self-Regulation: high = calm in crises, adapts to change; low = outbursts, rash decisions, resists ambiguity.

  • Empathy: high = reads unspoken concerns, adapts across cultures, coaches well; low = ignores dissent, “one-size-fits-all” approach.

  • Social Skill: high = builds coalitions, persuades at the right time; low = isolated, technically right but unable to rally others.

  • Why EI matters for career success: research shows EI is twice as important as IQ/technical skills; at senior levels ~90% of performance differences come from EI. As scope grows, failure points are interpersonal—EI lowers coordination costs and drives long-term success.

  • Physiological basis: EI sits in the limbic system, which learns through motivation, practice, and feedback. Most training targets the neocortex (logic), which is why it fails. Leaders need emotional “reps” like practicing tough conversations to build muscle memory.

  • Integrity link: Self-Regulation predicts greater integrity because it curbs impulsive, short-term unethical choices. Leaders with strong self-regulation create trust and fairness, trading short-term wins for long-term credibility.

  • Developing self-regulation (five practices):

  • Trigger Map + If-Then Rules: log top 5 triggers, define “if X then pause + clarifier,” review weekly with a peer.

  • 90-Second Reset Protocol: in heated moments, name emotion silently, breathe twice, then acknowledge the group’s feeling aloud; ask observer to rate response.

  • Ambiguity Reps: weekly “fog drill” with 3 hypotheses, 2 reversible tests, 1 checkpoint; partner scores ability to suspend judgment.

  • Ethics Pre-Commitments: monthly “red-lines” playbook for tough choices; peer audits one real case.

  • Cool-Down Architecture: delay-send on email, 24-hour rule for risky decisions, buffers after big meetings; track reductions in escalations over 8 weeks.

READ the "Session 5 prep" slide deck about Emotional Intelligence (on Canvas), and WATCH/LISTEN to the linked videos/recordings. PREPARE your thoughts about the questions included in the slide deck.

    Quick Notes – Session 5 Prep (EI)

  • EI vs. IQ/Skills

    • IQ/skills = get you in the door.

    • EI = what separates leaders at higher levels.

    • Analysis : Leaders mostly guide people, not do technical tasks→emotions/relationships matter more.

  • 4 EI Factors (Goleman’s model)

    • Self-awareness→knowing your own feelings, foundation for all the rest.

    • Self-regulation→staying calm under stress, not letting impulses control you.

    • Empathy→understanding others’ feelings; not just “being nice” but sensing needs.

    • Social skill→building networks and relationships to get things done.

    • Analysis : Each factor supports leadership in a different way — awareness is like the base, empathy is the connector, regulation is the stabilizer, and social skill is the amplifier.

  • Brain + Stress (why EI matters)

    • Stress makes body react (heart racing, fast breath).

    • Also slows down thinking part of brain (prefrontal cortex).

    • Training can help slow stress reactions so leaders think clearly.

    • Analysis : EI isn’t just “soft skills,” it’s literally about keeping your brain usable under pressure.

  • Example – Capt. Sully (Miracle on the Hudson)

    • Calm, clear, short words (“We’re gonna be in the Hudson”).

    • Trusted his co-pilot, worked smoothly with crew.

    • Gave passengers confidence by being steady.

    • Analysis : Shows self-regulation is not random — it comes from years of practice and training.

  • Discussion Prep

    • Why do some succeed with low self-regulation?

      • They might be very creative, bold, or have charisma.

      • Some industries reward risk-taking, even if they blow up sometimes.

      • They may have strong teams around them to cover weaknesses.

    • How can empathy help in business?

      • Builds trust with clients.

      • Helps solve conflicts faster.

      • Can spot customer problems early.

      • Makes people feel valued→they work harder.

    • Why do social skills matter?

      • Nothing important is done alone.

      • Networks give you resources and opportunities.

      • Analysis : Social skill is like long-term investment — relationships pay off later.