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CHAPTER 5: LEADERSHIP MIND AND HEART 147
but scored high on pessimism, the “optimistic” group made 21 percent more sales
in their fi rst year and 57 percent more in the second. 46
Social awareness relates to one’s ability to understand others. Socially aware Social awareness
Social awareness
one’
s ability to understand and
leaders practice empathy, which means being able to put yourself in other people’s one’s ability to understand and
empathize with others
shoes, sense their emotions, and understand their perspective. These leaders under- empathize with others
stand that effective leadership sometimes means pushing people beyond their Empathy
Empathy
being able to put yourself in
comfort zone, and they are sensitive to the fear or frustration this can engender in being able to put yourself in
someone else’s shoes
followers. They learn to engage in “professional intimacy,” which means they can someone else’ s shoes
display compassion and and concern for others without becoming so wrapped
up in others’ emotions that it clouds their judgment. Socially aware leaders are
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also capable of understanding divergent points of view and interacting effectively
with many different types of people and emotions. The related characteristic
of organizational awareness refers to the ability to navigate the currents of orga-
nizational life, build networks, and effectively use political behavior to accom-
plish positive results. This component also includes a service orientation, which
refers to the ability to recognize and serve the needs of employees, customers, or
clients.
Relationship management refers to the ability to connect with others and build Relationship management
Relationship management
the ability to connect with others
positive relationships. Leaders with high emotional intelligence treat others with the ability to connect with others
and build positive relationships
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compassion, sensitivity, and kindness. This aspect of EQ encompasses develop- and build positive relationships
ing others, inspiring others with a powerful vision, learning to listen and commu-
nicate clearly and convincingly, and using emotional understanding to infl uence
others in positive ways. Leaders use their understanding of emotions to inspire
change and lead people toward something better, to build teamwork and collabo-
ration, and to resolve conflicts that inevitably arise. These leaders cultivate and

maintain a web of relationships both within and outside the organization. As the
new CEO of Disney, Bob Iger is winning praise for his skills at relationship man-
agement. Iger is known as a good listener with a calm, diplomatic, and
collaborative approach to leadership. He is using his emotional
intelligence to both build a more adaptive and collegial culture Action Memo
within the company as well as to mend relationships with partners As a leader, you can recognize and manage
such as Pixar Animation Studios. 49 your own emotions so that negative
Taken together, the four components shown in Exhibit 5.5 feelings don’t cloud your mind, distort your
build a strong base of emotional intelligence that leaders can use judgment, or cripple your ability to lead.
to more effectively guide teams and organizations. One research
project suggests that all effective leadership styles arise from differ-
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ent components of emotional intelligence. The best leaders combine
styles or vary their styles, depending on the situation or problem at hand, by using
all of the components. By being sensitive to their own and others’ emotions, these
leaders can recognize what effect they are having on followers and seamlessly
adjust their approach to create a positive result. Consider how Mike Krzyzewski,
coach of the Duke University Blue Devils, uses emotional intelligence to bring out
the best in his players.

IN THE LEAD Mike Krzyzewski, Duke Univeristy Blue Devils
Mike Krzyzewski doesn’t think of himself as a basketball coach. He considers him-
self a leader who just happens to coach basketball. And for Krzyzewski, almost
everything in leadership depends on one element: personal relationships.
Although he’s a tough man with tough standards, Krzyzewski has been accused
of “coaching like a girl” because of his interactive, emotionally-charged style. When
the legendary coach of Duke University’s Blue Devils recruits a player, for example,