INTRODUCTION

Emotional intelligence is the innate potential to feel, use, communicate,

recognize, remember, describe, identify, learn from, manage, understand and
explain emotions.

Copyright 1996 Steve Hein

Limited First Edition.
Library of Congress CIP Number 96-095131 ISBN 0-9655393-0-X
Aristotle Press, Clearwater Florida

EQ - is a measure of emotional intelligence, or ability to use both our emotions and

cognitive skills in our life. Emotional intelligence competencies include but are not
limited to empathy, intuition, creativity, flexibility, resilience, coping, stress
management, leadership, integrity, authenticity, intrapersonal skills and interpersonal
skills. Emotional intelligence is critical to effective leadership – especially at the top.
emotional competencies are more than twice as important as intellect and technical ability
when it comes to achieving organizational excellence.
LEADERSHIP
Leadership is the art of motivating a group of people to act
towards achieving a common goal.
The leader is the inspiration and director of the action. He or she is the person in the
group that possesses the combination of personality and skills that makes others want to
follow his or her direction.
In business, leadership is welded to performance. Effective leaders are those who
increase their companys' bottom lines.The basis of good leadership is honorable character
and selfless service to your organization.In your employees' eyes, your leadership is
everything you do that effects the organization's objectives and their well-
being.Respected leaders concentrate on what they a r e , what they k n o w , and what they
d.
The failed leaders couldn't lead themselves. A common feature of unsuccessful
leaders is that they set strategy quickly, often without good data on customer needs,
stakeholder expectations, or employee ideas about what can be implemented. Leaders
with high EQ are sensitive to the needs of others and highly supportive of their staff. In
fact, EQ may provide a better measure of vocational success than the traditional
measures of behavioural competencies or cognitive intelligence. It is a piece of the
leadership capability jigsaw and should not be neglected

BACKGROUND

What exactly is "EQ"?

EQ stands for Emotional Quotient. It borrows from the term "Intelligence Quotient," and
is often used interchangeably with "Emotional Intelligence."

What is your definition of Emotional Intelligence?

Emotional intelligence is the innate

potential to feel, use, communicate,
recognize, remember, describe, identify,
learn from, manage, understand and
explain emotions.

A simpler definition might be: Knowing what feels good, what feels bad, and how to get
from bad to good.

Who coined the term "Emotional Intelligence"?

The term is credited to Peter Salovey from Yale and John Mayer from the University of
New Hampshire. (1999 Correction - These authors do not claim credit for the term. See
History of EI page)

When did it become a popular discussion topic?

Though the term "emotional intelligence" has been around since 1990, it got popular in
late 1995 when Daniel Goleman's book, Emotional Intelligence, became a best seller.

Why is it receiving so much attention?

The catchy term "EQ" helps, but primarily because more and more new studies are
showing the clear relationship between the emotions, brain chemistry, happiness, good
health, and general success in life.

Why are emotions so important?

Our emotions are the way our bodies talk to us and tell us what they need to be healthy
and happy. Emotions were designed through millions of years of evolutionary refinement
to help us survive and thrive. If we don't listen to the messages our emotions are sending,
we ensure our own unhappiness, while risking ill health and early death.

Our emotions also communicate messages to others. For example, when the anger in our
faces says "STAY AWAY," -- people usually do. On the other hand, when we smile, we
communicate that it is safe to approach us.

Copyright 1996 Steve Hein

Limited First Edition.
Library of Congress CIP Number 96-095131 ISBN 0-9655393-0-X
Aristotle Press, Clearwater Florida

BACKGROUND OF LEADERSHIP.

There are four historical perspectives of leadership that should be considered: the trait
perspective, the behavioural perspective, the contingency perspective and the
transformational perspective. We will consider each in turn.

Trait perspective

One perspective on leadership is that leaders are born, not made. Early studies looked at
leadership as a collection of personality and character traits. The basic assumption is that
the great woman/man makes a great leader. While very few seem now to be convinced
that inherent personality traits are the sole determinants of leadership capability and
success, research has been able to identify several constellations of personal variables
that seem to distinguish between successful and unsuccessful leaders.

Behavioural perspective
A behavioural perspective on leadership focuses not on what a leader is, as the trait
approach does, it focuses on what a leader does. successful leadership involves both (1)
attention to the task and getting the job done, while also (2) attending to people and social
processes.

Contingency perspective
A basic premise of a contingency approach is that behaviour is a function of both the
person and the situation. That is, people behave they way they do (e.g., dress and act a
certain way) because of both their personality and the situation. contingency perspective
on leadership suggests that the most appropriate leadership behaviour will depend on
both the individuals involved and the situation.

Transformational perspective
Another, more recently distinguished idea, is between transactional and transformational
leadership. transactional leaders attempt to satisfy the current needs of followers by
focusing their attention on tasks and interpersonal exchanges. Transformational leaders,
on the other hand, attempt to stimulate followers and promote dramatic changes in
individuals, groups and organizations

Most of what we do in our professional and personal lives entails dealing with other
people. Emotional Intelligence is the key to handling these relationships in an effective
and harmonious manner. An important component of emotional intelligence is self-
management. Emotions like anger, anxiety or frustrations, prevent us from staying
focused and thinking clearly.

some of the characteristics of persons who are emotionally intelligent

 They can identify their feelings correctly and understand the impact that their
emotions have on their behavior.
 They are good at making decisions, taking into account their intuition
 They are good at understanding others' feelings and motivation and show that
they care for others.
 They know their strengths and areas for development

 They have empathy

 They are the kind of people others want to have on their team
 They don't shy away from challenging goals. They take calculated risks. They are
ethical and their behavior is beyond reproach

FATHER OF THE NATION

Quaid-i-Azam Mohammad Ali Jinnah

Father of the Nation Quaid-i-Azam Mohammad Ali Jinnah's achievement as the

founder of Pakistan, dominates everything else he did in his long and crowded public
life spanning some 42 years. Yet, by any standard, his was an eventful life, his
personality multidimensional and his achievements in other fields were many, if not
equally great. Indeed, several were the roles he had played with distinction: at one
time or another, he was one of the greatest legal luminaries India had produced during
the first half of the century, an `ambassador of Hindu-Muslim unity, a great
 constitutionalist, a distinguished parliamentarian, a top-notch politician, an
indefatigable freedom-fighter, a dynamic Muslim leader, a political strategist and,
above all one of the great nation-builders of modern times. What, however, makes
him so remarkable is the fact that while similar other leaders assumed the leadership
of traditionally well-defined nations and espoused their cause, or led them to freedom,
he created a nation out of an inchoate and down-trodeen minority and established a
cultural and national home for it. And all that within a decase. For over three decades
before the successful culmination in 1947, of the Muslim struggle for freedom in the
South-Asian subcontinent, Jinnah had provided political leadership to the Indian
Muslims: initially as one of the leaders, but later, since 1947, as the only prominent
leader- the Quaid-i-Azam. For over thirty years, he had guided their affairs; he had
given expression, coherence and direction to their ligitimate aspirations and cherished
dreams; he had formulated these into concerete demands; and, above all, he had
striven all the while to get them conceded by both the ruling British and the numerous
Hindus the dominant segment of India's population. And for over thirty years he had

Leader of a Free Nation

In recognition of his singular contribution, Quaid-i-Azam Mohammad Ali Jinnah was
nominated by the Muslim League as the Governor-General of Pakistan, while the
Congress appointed Mountbatten as India's first Governor-General. Pakistan, it has been
truly said, was born in virtual chaos. Indeed, few nations in the world have started on
their career with less resources and in more treacherous circumstances. The new nation
did not inherit a central government, a capital, an administrative core, or an organized
defense force. Its social and administrative resources were poor; there was little
equipment and still less statistics. The Punjab holocaust had left vast areas in a shambles
with communications disrupted. This, along with the en masse migration of the Hindu
and Sikh business and managerial classes, left the economy almost shattered.

The treasury was empty, India having denied Pakistan the major share of its cash
balances. On top of all this, the still unorganized nation was called upon to feed some
eight million refugees who had fled the insecurities and barbarities of the north Indian
plains that long, hot summer. If all this was symptomatic of Pakistan's administrative and
economic weakness, the Indian annexation, through military action in November 1947, of
Junagadh (which had originally acceded to Pakistan) and the Kashmir war over the
State's accession (October 1947-December 1948) exposed her military weakness. In the
circumstances, therefore, it was nothing short of a miracle that Pakistan survived at all.
That it survived and forged ahead was mainly due to one man-Mohammad Ali Jinnah.
The nation desperately needed in the person of a charismatic leader at that critical
juncture in the nation's history, and he fulfilled that need profoundly. After all, he was
more than a mere Governor-General: he was the Quaid-i-Azam who had brought the
State into being.

In the ultimate analysis, his very presence at the helm of affairs was responsible for
enabling the newly born nation to overcome the terrible crisis on the morrow of its
cataclysmic birth. He mustered up the immense prestige and the unquestioning loyalty he
commanded among the people to energize them, to raise their morale, land directed the
profound feelings of patriotism that the freedom had generated, along constructive
channels. Though tired and in poor health, Jinnah yet carried the heaviest part of the
burden in that first crucial year. He laid down the policies of the new state, called
attention to the immediate problems confronting the nation and told the members of the
Constituent Assembly, the civil servants and the Armed Forces what to do and what the
nation expected of them. He saw to it that law and order was maintained at all costs,
despite the provocation that the large-scale riots in north India had provided. He moved
from Karachi to Lahore for a while and supervised the immediate refugee problem in the
Punjab. In a time of fierce excitement, he remained sober, cool and steady. He advised
his excited audience in Lahore to concentrate on helping the refugees, to avoid
retaliation, exercise restraint and protect the minorities. He assured the minorities of a fair
deal, assuaged their inured sentiments, and gave them hope and comfort. He toured the
various provinces, attended to their particular problems and instilled in the people a sense
of belonging. He reversed the British policy in the North-West Frontier and ordered the
withdrawal of the troops from the tribal territory of Waziristan, thereby making the
Pathans feel themselves an integral part of Pakistan's body-politics. He created a new
Ministry of States and Frontier Regions, and assumed responsibility for ushering in a new
era in Balochistan. He settled the controversial question of the states of Karachi, secured
the accession of States, especially of Kalat which seemed problematical and carried on
negotiations with Lord Mountbatten for the settlement of the Kashmir Issue.

Chaudhry Pervaiz Elahi

Background
Chaudhry Pervez Elahi born in Gujrat, Pakistan on November 1st, 1945. He hails from a
very prominent and influential political and business family and his father Chaudhry
Manzoor Elahi is the brother of Late Ch. Zahoor Elahi, a seasoned parliamentarian who
played a major role in restoration of democracy and human rights in the country and was
awarded "PRISONER OF CONSCIENCE" by the Amnesty International. He was
assassinated in a terrorist attack on 25th September, 1981. Ch. Pervez Elahi is the first
cousin of Chaudhry Shujat Hussain, President Pakistan Muslim League. His elder son
Moonis Elahi is a well known young political leader of Pakistan.

Education/Business
Chaudhry Pervez Elahi graduated from the Forman Christian College, Lahore in 1967,
and obtained diploma in Industrial Management from London. After completion his
education, he joined the family business in textiles. Now the family owns textiles, sugar
and flour mills. He came into active politics in 1983.

Positions Held
He was elected as Chairman District Council, Gujrat for the four (4) years. In 1985 he got
elected unopposed as Member of Provincial Assembly of Punjab. Chaudhry Pervez Elahi
became Minister for Local Government and Rural Development for a period of eight
years. In 1993 he was elected Deputy Opposition Leader in Punjab Assembly and also
acted as Leader of the Opposition. He was elected unopposed Speaker of Provincial
Assembly of Punjab in 1997. He is the elected President of Pakistan Muslim League,
Punjab. In the general election 2002, he was elected Member of the Punjab Assembly for
the 6th consecutive term. He served the Punjab province as Chief Minister from October
2002 to October 2007. He elected for National and Provincial Assemblies in February
2008 Elections. Now He is the leader of the opposition in the National Assembly of
Pakistan.

Failures of chief minister

He is well known leader.but he is considered to be unsuccessful leader today.that’s why
he and his party couldn’t get the success even after his successful period of chief minister
of Punjab.Reason is that,he was complete lack of those characteristics which successful
leader should have,during his period of leadership he didn,t took the nation or followers
with himself.He didn’t get the support from his followers in his decision which as a
leader he made.
As a result he suffered a great loss in last election.He was lack of empathy also.he made
the decisions against his followers like MILITERY OPERATIONS in several areas,issue
of LAL MASJID,etc.

ANALYSIS

Both successful and unsuccessful leaders focus on building employee support for change.
However, unsuccessful leaders do not focus on improving organizational performance in
general , while successful leaders do. Successful leaders are able to motivate, to energise
and to empower others. When acting as a coach or a counselor, leaders are providing
direction, knowledge, training, skills, resources, support and a listening and caring ear, all
of which are necessary for successful task completion. In these roles leaders can directly
assist subordinates to take on, successfully complete and master, new and complex tasks.
successful leaders spend their time more effectively. Some personality traits may lead
people naturally into leadership roles. People can learn leadership skills.good leaders are
made not born. If you have the desire and willpower, you can become an effective leader.
Good leaders develop through a never ending process of self-study, education, training,
and experience. Emotional competence has been shown to be twice as important as
cognitive abilities for star performers in all jobs, in every field.EQ determines one’s
potential, thus, Intuition plays a key role in assessment. Research has provided clear
evidence that emotionally intelligent leaders are more successful. Daniel Goleman,
author of the best-selling book Emotional Intelligence,
estimated that 90% of the difference between a “good leader” and an “excellent leader”
can be attributed to EQ. In hard times, the soft stuff often goes away. But emotional
intelligence, In hard times, the soft stuff often goes away. But emotional intelligence,
it turns out, isn't so soft. If emotional obliviousness jeopardizes your
ability to perform, fend off aggressors, or be compassionate in a crisis, no
amount of attention to the bottom line will protect your career. Emotional
intelligence isn't a luxury you can dispense with in tough times. It's a basic
tool that, deployed with finesse, is the key to professional success."

Conclusion
The main ingredient of good leadership is good character. This is because leadership
involves conduct and conduct is determined by values.”good leaders are continually
working and studying to improve their leadership skills; they are not resting on their
laurels. Good leaders lead from the front. They take the initiative to go first.on the other
hand unsuccessful leaders see new initiatives as a burden, rarely volunteer, and fear being
overwhelmed , they reject suggestions from subordinates and peers , They make
decisions that colleagues and subordinates consider to be not in the organization’s best
interests. They set standards of behavior or expectations of performance and then violate
them. The primary reason people leave a job is relationship based. One of the key factors
is the quality of the relationship between the employee and her/his supervisor/manager.
As
leadership Richard Leider says, "People don't leave companies -- they leave
leaders." In Working With Emotional Intelligence, Daniel Goleman reported that 80-90%
of the competencies that differentiate top performers are in the domain of emotional
intelligence. Executives who fail to develop self-awareness risk falling into an
emotionally deadening routine that threatens their true selves. Indeed a
reluctance to explore your inner landscape not only weakens your own
motivation but can also corrode your ability to inspire others. In other words, emotional
intelligence has a profound impact on productivity and
individual success. Emotional competence is the single most important personal quality
that each of us must develop and access to experience a breakthrough.
Quaid-i-Azam Mohammad Ali Jinnah who is not leader of any firm ,organization.he is
the leader of whole muslm nation.he is best of example of successful leader in the
world.he was full of those characteristics which any successful leader should have.he
took the whole nation with himself from no where and lead from front.he made the
decisions with his leadership skills.
As a leader neithe he left the nation in the middle of journey,nor the nation left him
alone.which is the the great quality of leader that he keeps the subordinates with him until
he achieves his goal.
He was self confident and self motivated.he kept motivating his followers in the
time,when they needed.

Recommendations

In order for business leaders to be successful in today’s business climate,they must

develop “Emotional Quotient” skills to overcome barriers.Professionals must forget their
old habits and develop new ones.Learn the ability to monitor their own and other’s
feelings and emotions.Develop empathy by becoming more skillful at reading emotions
from the faces of people they interact with.They should build and leverage rewarding
relationships with others.They should able to set and achieve personal and professional
goals in a manner that is compatible with what is truly best for them and others,able to
get the most out of others. Focus on the task to be accomplished rather than on their
negative emotions, such as disappointment or fear, and see the possibilities within the
task. View every experience as a positive opportunity for growth