In addition Jim Kouzes, a lecturer, researcher and chairman of the Tom Peter
Company in the US, states that success particularly depends on the activities of
managers. He outlines five specific types of conduct that managers can display in
order to facilitate performance among employees:
Managers should constantly analyze outcomes for continuous process improvement.
Managers should put forth a cohesive, participative and inspiring vision of the future.
Managers should empower others by promoting cooperation and emphasizing the
individual strengths of others.
Managers should live out the vision and values of the organization and serve as role
models for others.
Managers should strengthen employees feeling of self-worth by recognizing their
contributions and by celebrating those who are passionately committed to the
wellbeing of the enterprise.
Each generation of managers must redefine these five types of conduct based on
its own economic, social and cultural context. Nevertheless, these types stay valid
over time (see Kouzes 2002).
Exploring the work of Blake and Mouton, and even more the work of Kouzes
and Mintzberg (see Sect.2.2.1), the following becomes obvious: it is critically
important that managers behave in a socially aware manner and connect well
with others. As such, the concept of “emotional intelligence” deserves careful
consideration.
2.2.5 Emotional Intelligence
In our modern, democratic and individualized society, in which successful
managers are characterized by a broad range of personality traits and styles of
leadership, all seem to agree that managers’ greatest duty is the management of
relationships. Successful managers have a high degree of emotional intelligence,
or “EQ”. Daniel Goleman established the concept of EQ in the mid 1990s. Managers
with high EQ engage in self-reflection, are motivated, have empathy and have solid
social skills (see Goleman 1999b, pp. 27–36, see also Goleman 1996, 1999a).
Self-reflection is the ability to recognize and understand one’s own feelings and
drives while also recognizing their impact on others. People with substantial self-
reflection express themselves with self-assurance, have a realistic self-image and
generally have a sense of humor about themselves. By self-reflection, Goleman
refers to the ability to manage one’s impulses appropriately and to refrain from
acting without considering the consequences. In other words, self-reflection means
“thinking before acting.” Characteristics of a person with a high level of introspec-
tion are integrity, trustworthiness and openness to diversity and change. Motivation
means devotion to work for reasons beyond money and status. Motivation implies
an inclination to pursue goals with energy and perseverance, with a strong will to
succeed, a healthy portion of optimism, and commitment. Empathy refers to the
64 2 Occupation or Calling: What Makes for Good Leadership?