Here, you will find a summary and questions/answers to the chapter “Self Measure in the Making of Brilliant Leaders” which is a part of Class 12 English syllabus for students studying under the Nagaland Board of School Education (NBSE).
Summary: The chapter Self Measure in the Making of Brilliant Leaders talks about what makes a brilliant leader and what doesn’t. The essay clears that we have passed the era of unquestioning obedience to political and military leaders based on fear. Our society has undergone tremendous social and organisational changes, resulting in significant improvements for future generations. In today’s society, leaders and followers must constantly adapt to one another’s needs to survive.
Leaders must be willing to work with others, accept feedback, analyse it, and act confidently and decisively in today’s ever-changing society. Decisions people affect not only themselves but those around them as well. Self-regulation allows a person to lead more by his presence than by his position.
Psychologists and scientists have concluded that high levels of mental intelligence don’t guarantee success. To achieve success in his or her career, workplace, or society, a person must be self-aware, self-regulating, motivated, empathetic, and possess excellent social skills. Emotional Intelligence (EQ) is the sum of these abilities.
People with high EQ can recognise, assess, and control their own emotions, loved ones’ emotions and group emotions.
A. Answers these questions
1. What factors have made things better in modern times?
Answer: In the modern era, factors such as social and organisational transformations that affect all aspects of our lives have improved things. More importantly, a leader who adheres to a single vision while also motivating others to collaborate toward a common goal is a factor that improves things across generations.
2. Why does the writer refer to our modern society as a dynamic paradigm?
Answer: Our modern society is described by the author of the essay Self Measure in the Making of Brilliant Leaders as a dynamic paradigm because both leaders and followers must constantly evolve and adapt to each other’s needs.
3. What, according to the writer, are the qualities required in today’s times?
Answer: According to the author of the essay Self Measure in the Making of Brilliant Leaders, the qualities required in today’s times are: a leader who understands when and how to collaborate, accepts feedback, analyses it, and then acts confidently and decisively.
4. Write a note on Emotional Intelligence as described by the writer. What is its relevance for any individual?
Answer: The ability to identify, assess, and control one’s own, others’, and groups’ emotions is referred to as ‘Emotional Intelligence.’ A person must be self-aware, self-regulating, motivated, empathetic, and have excellent social skills in order to be a good leader. In psychology, the sum of these abilities is referred to as Emotional Intelligence. Individual levels of success are dictated and enabled by emotional intelligence, which is important and relevant to an individual. It can account for up to 85% of an individual’s personal and professional success.
10. Why does the writer regard acquiring feedback as the most important thing a leader does?
Answer: The author of the essay Self Measure in the Making of Brilliant Leaders considers obtaining feedback to be the most important thing a leader can do because feedback is the most valuable tool a leader can use to improve himself. A leader must pay close attention to feedback, whether from followers or associates, in order to improve good leadership and loyal followership.
11. Which skills have EQ been Compared to and considered more important than In the article?
Answer: EQ (Emotional Intelligence) has been compared to IQ, according to Cary Cherniss in his article, “The Business Case For Emotional Intelligence” (Mental Intelligence ). According to previous experience, EQ was a much better predictor of success than higher IQ, so it was deemed more important than IQ in the article.
12. What happened in Harvinder’s school when the principal changed his behaviour?
Answer: When the principal shifted his behaviour away from command and control and began to offer support, guidance, and advice, the school teachers performed admirably. People were looking for ways to contribute rather than finding ways to get out of commitments.
B. Think and answer
1. The writer talks about the concept of emotional regulation. Do you agree with the example he has given? How important is it for a person to be able to be in control of his emotions?
Answer: Yes, I agree with the example given by the author in the essay Self Measure in the Making of Brilliant Leaders. According to the author, society is constantly changing, necessitating the need for a leader who understands when and how to collaborate, accept feedback, analyse it, and then act confidently and decisively. Many people, he claims, make critical decisions that affect not only themselves but also those around them. For example, someone who reacts negatively to a given situation rather than positively can have disastrous consequences in his surroundings. As a result, learning how to regulate one’s emotions is the foundation for making better decisions and building stronger personal and professional relationships.
3. How can being emotionally intelligent help us in becoming brilliant leaders?
Answer: Since self-regulation, motivation, empathy, and excellent social skills are essential if a person is to succeed in his or her work environment, career, or community.
A leader’s emotional intelligence influences the success and operation of an organisation and is reflected in the reactions of his associates and juniors to him. Understanding and responding to other people’s emotions are critical aspects of emotional management. Important leadership quality is listening closely to the feedback of colleagues and subordinates. A person’s ability to manage emotions is known as emotional intelligence.
According to research compiled in Cary Chermiss’ article ‘The Business Case for Emotional Intelligence,’ success based on emotional intelligence has been studied and proven to be true. According to a study of more than 200 organisations around the world, about one-third of the difference in top performers was due to technical skills and cognitive abilities. The remaining two-thirds are attributed to Emotional Intelligence. In top leadership positions, the gap was even larger, with higher Emotional Intelligence accounting for more than four-fifths of the difference.
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