We Were Soldiers” Film

EMOTIONAL INTELLIGENCE ON MAIN CHARACTER

IN “WE WERE SOLDIERS” FILM

FITRIANI 104026000954

ENGLISH LETTERS DEPARTMENT FACULTY OF ADAB AND HUMANITIES STATE ISLAMIC UNIVERSITY “SYARIF HIDAYATULLAH” JAKARTA 2011 EMOTIONAL INTELLIGENCE ON MAIN CHARACTER

IN “WE WERE SOLDIERS” FILM

A Thesis Submitted to the Faculty of Letters and Humanities in Partial Fulfillment of the Requirements for the Degree of Strata One (S1)

FITRIANI 104026000954

ENGLISH LETTERS DEPARTMENT FACULTY OF ADAB AND HUMANITIES STATE ISLAMIC UNIVERSITY “SYARIF HIDAYATULLAH” JAKARTA 2011 ABSTRACT

Fitriani, Emotional Intelligence on Main Character in Film “We Were Soldiers”. Thesis; Faculty of Adab and Humanities, the State Islamic University Syarif Hidayatullah Jakarta, April 2011.

The research is focused on film “We Were Soldiers” helmed by director Randall Wallace, based on the book We Were Soldiers Once… And Young by Lieutenant General Hal Moore and reporter Joseph L. Galloway. The research is aimed at understanding the Emotional Intelligence and to find out that the Emotional Intelligence does affect successful teamwork. In doing this research, the writer uses the qualitative-descriptive method. Here, the writer studied the film as the unit analysis. In the analysis, the writer found out the characteristics of the main character to represent a leadership characteristic of Emotional Intelligence by characterization of film. The characterization in this analysis is based on the dialogue, the appearance of character, and the interaction of the main character and his subordinates. After finding them out, the result from the first analysis is to support the effect of them on the other characters by using Daniel Goleman’s leadership theory of Emotional Intelligence and its implication for everyday life including the world of work. “We Were Soldiers” is the film which tells the role of main character, Lieutenant Colonel Harold G. Moore that describes his effectiveness as a leader in leading his subordinates in the homeland and especially in the chaos of the battle. The film narrates the leadership under Moore, in which 400 American troops took on 2000 North Vietnamese. The effectiveness of Moore is showed by the possession of Emotional Intelligence characteristics to his subordinates. The Emotional Intelligence on main character suggests that feelings (moods and emotions) play a central role in the leadership process and proposed that emotional intelligence, the ability to understand and manage moods and emotions in the self and others, contributes to effective leadership in a collaboration of teamwork.

APPROVEMENT

EMOTIONAL INTELLIGENCE ON MAIN CHARACTER IN “WE WERE SOLDIERS” FILM

A Thesis Submitted to the Faculty of Letters and Humanities in Partial Fulfillment of the Requirements for the Degree of Strata One (S1)

By: FITRIANI 104026000954

Approved by: Advisor

Elve Oktafiyani, M.Hum 19781003 200112 2 002

ENGLISH LETTERS DEPARTMENT FACULTY OF ADAB AND HUMANITIES STATE ISLAMIC UNIVERSITY “SYARIF HIDAYATULLAH” JAKARTA 2011

LEGALIZATION

Name : Fitriani Nim : 104026000954 Title : Emotional Intelligence on Main Character in “We Were Soldiers” Film

The thesis has been defended before the Faculty Letters and Humanities’ Examination Committee on January 24, 2011. It has been accepted as a partial fulfillment of the requirement for the degree of strata one.

Jakarta, January 24, 2011

Examination Committee

Name Signature Date

1. Drs. Asep Saefuddin, M.Pd (Chair Person) ______NIP. 19640710 199302 1 006

2. Elve Oktafiyani, M.Hum (Secretary) ______NIP. 19781003 200112 2 002

3. Elve Oktafiyani, M.Hum (Advisor) ______NIP. 19781003 200112 2 002

4. Inayatul Chusna, M.Hum (Examiner 1) ______NIP. 19780126 200312 1 002

5. Drs. H. Abdul Hamid, M.Ed (Examiner 2) ______NIP. 150 181 922

iii

DECLARATION

I hereby declare that this submission in my own work and that, to the best of my knowledge and belief, it contains no material previously published or written by another person nor material which to a substantial extent has been accepted for the award of any other degree or diploma of the university or other institute of higher learning, except where due acknowledgement has been made in the text.

Jakarta, May 2011

Fitriani

ACKNOWLEDGEMENT

First of all, the writer would like to thank to Allah, the lord of the world, the master and creator of everything in the universe. Peace and salutation be upon to the noble Prophet of Islam, Muhammad SAW and his household, his companions and his faithful followers who strive in Allah’s religion of Islam.

Second, the writer wishes to express her gratitude from the bottom of her heart to her parents: H. Yusuf Budiman and Hj. Sriwahyuningsih, thank you so much for their financial support, prayers, and all contribution the writer needs to finish her study in this university and much kisses to her beloved nephew Daffa

Hanif Fahrizal who always makes her laughs, and cheer her up during processing of finishing this thesis.

Next, the writer deeply appreciate the patience, suggestion, correction, and advices of her advisor Ms. Elve Oktafiyani, M. Hum. Thanks for all, may God bless her and her family.

The writer also wishes to say gratitude to the following persons:

1. Dr. H. Wahid Hasyim, M. Ag, the Dean of faculty of Adab and

Humanities, Syarif Hidayatullah State Islamic University.

2. Drs. Asep Saepuddin, M.Pd, the Chief of English Letters Department.

3. Mrs. Elve Oktafiyani, M. Hum, the Secretary of English Letters

Department.

4. All lecturers of English Letters Department, for teaching precious

knowledge and giving wonderful experiences.

5. All Librarians of UIN Jakarta Center Library, FAH UIN library,

DEPDIKNAS RI library Jakarta, and Pusat Kajian Wanita UI library, for

helping her to get many extraordinary references to finish this thesis.

6. A final thank you goes to her friends in C class that she cannot mention

one by one. She can not say anything except thank you very much for

giving their friendship, you are great friends.

May Allah bless us; the writer realizes that this paper has not been perfect yet. Accordingly, the writer hopes any suggestion and criticism for this paper.

Jakarta, May 2011

The writer

TABLE OF CONTENTS

ABSTRACT ...... i APPROVEMENT ...... ii LEGALIZATION ...... iii DECLARATION ...... iv ACKNOWLEDGEMENT ...... v TABLE OF CONTENTS ...... vii

CHAPTER 1: INTRODUCTION ...... 1 A. Background of the Study ...... 1 B. Focus of Research ...... 6 C. Research Questions ...... 6 D. Significance of the Research ...... 7 E. Research Methodology ...... 7 1. The Objective of the Research ...... 7 2. Method ...... 8 3. Technique of Data Analysis ...... 8 4. Analysis Unit ...... 8 5. Instruments ...... 8

CHAPTER 11: THEORETICAL FRAMEWORK ...... 9 A. Character ...... 9 B. Characterization ...... 11 C. Psychology ...... 14 1. Introduction to Psychology ...... 14 2. Psychology of Literature ...... 14 D. Exploring Emotional Intelligence ...... 15 1. Emotion and Emotional Intelligence ...... 15 2. Emotional Intelligence Theory ...... 17

vii

a. Self-Awareness ...... 18 b. Self-Regulation ...... 18 c. Motivation ...... 19 d. Empathy ...... 19 e. Social Skills ...... 20 3. Teamwork and Social Interdependence ...... 20 4. Emotional Intelligence and Teamwork ...... 24

CHAPTER III: RESEARCH FINDINGS ...... 26 A. Emotional Intelligence on Main Character, Lieutenant, Colonel Harold, George Moore in Film “We Were Soldier” ...... 26 1. Self - Awareness ...... 27 2. Self - Regulation ...... 32 3. Motivation ...... 35 4. Empathy ...... 41 5. Social Skills ...... 43 B. Emotional Intelligence and Teamwork in the Film “We Were Soldier” ...... 48

CHAPTER IV: CONCLUSION AND SUGGESTION ...... 56 A. Conclusion ...... 56 B. Suggestion ...... 58

BIBLIOGRAPHY ...... 60

APPENDICES ...... 63

viii

ABSTRACT

The research is focused on film “We Were Soldiers” helmed by director

Randall Wallace, based on the book We Were Soldiers Once… And Young by

Lieutenant General Hal Moore and reporter Joseph L. Galloway. The research is aimed at understanding the Emotional Intelligence and to find out that the

Emotional Intelligence does affect successful teamwork.

In doing this research, the writer uses the qualitative-descriptive method.

Here, the writer studied the film as the unit analysis. In the analysis, the writer found out the characteristics of the main character to represent a leadership characteristic of Emotional Intelligence by characterization of film. The characterization in this analysis is based on the dialogue, the appearance of character, and the interaction of the main character and his subordinates. After finding them out, the result from the first analysis is to support the effect of them on the other characters by using Daniel Goleman’s leadership theory of Emotional

Intelligence and its implication for everyday life including the world of work.

“We Were Soldiers” is the film which tells the role of main character,

Lieutenant Colonel Harold G. Moore that describes his effectiveness as a leader in leading his subordinates in the homeland and especially in the chaos of the battle.

The film narrates the leadership under Moore, in which 400 American troops took on 2000 North Vietnamese. The effectiveness of Moore is showed by the possession of Emotional Intelligence characteristics to his subordinates. The

Emotional Intelligence on main character suggests that feelings (moods and emotions) play a central role in the leadership process and proposed that

emotional intelligence, the ability to understand and manage moods and emotions in the self and others, contributes to effective leadership in a collaboration of teamwork.

INTRODUCTION

Emotions are contagious. When members of a team work together they influence each other’s emotions at an unconscious level.1 Emotion is assumed as human soul activity. According to Daniel Goleman emotion is absolutely the sequence of motivation to act. Goleman states that the key to understand people’s feeling is an ability to read non verbal message.2 The rule of thumb is that interpersonal communication is 5% verbal and 95% nonverbal. This suggests that most of the communication in a team or group is not cognitive, but emotional.

Thus, when members of a team are emotionally intelligent and use their emotional skills appropriately, they can create an atmosphere conducive to effective collaboration.3

Goleman has claimed that approximately 90% of star performers’ success in leadership is attributable to Emotional Intelligence.4 Emotional Intelligence is a term coined by Daniel Goleman. Emotional intelligence consists of five main elements - self-awareness, self-regulation, empathy, motivation and social skills.

1 Daniel Goleman, et al,. Adapted from Primal Leadership: Realizing the Power of Emotional Intelligence, Harvard Business School Publishing, 2001. www.teleosleaders.com/.../Why_Emotional_Intelligence_Matters_for_Leaders.pdf -. Accessed on February, 2009. 2 Daniel Goleman, et. al., Introduction Psychology, USA: Random House, 1982. p.249. 3 Daniel Goleman, et al (2001) loc. cit.. 4 Ibid

Not only do star performance excel as individuals, but Emotional

Intelligence are the ones which are the best able to maximize a team’s potential in pursuit of collective goals. In the other word, Emotional Intelligence is needed for successful teamwork.

In this research, the writer wants to analyze “We Were Soldiers” film that is released on March 1, 2002 and the film is adapted from the book ‘We Were

Soldiers Once . . . And Young’ by Lieutenant Colonel Harold G. Moore and

Joseph L. Galloway, the only journalist willing to go into the front lines to capture a first hand account of the war. The film produced by Arne L. Schmidt, Jim

Lemley, and Randall Wallace. It directed by Randall Wallace. The movie which adapted from the book is based on a true story about a gruesome depiction of the bloody engagement in which 400 American troops, under the leadership of

Moore, took on 2000 North Vietnamese.5

We Were Soldiers is the film which tells the role of main character,

Lieutenant Colonel Harold G. Moore, that describes his effectiveness as a leader in leading his subordinates in the homeland and especially in the chaos of the battle. The film narrates the leadership under Moore, in which 400 American troops took on 2000 North Vietnamese.

Led by Lieutenant Colonel Harold Moore, the writer saw the unit cohesion was shown by American troops in saving their trapped friend which ambushed by

Vietnamese. That is why, in this thesis, the writer is interested to analyze the

Emotional intelligence had by the main character that affect his subordinates’

5 http://www.reelviews.net/movies/w/we_were_soldiers.html. Accessed on October, 2009.

successful teamwork by using Daniel Goleman leadership theory. It can be taken after watching the film.

Psychology

1. Introduction to psychology

Psychology is the one of human study seen from the aspects of their mind and behavior. “Psychology” is derived from two Greek words; those are psychos that means mind or soul and logos that means science.6 Psychology is as a discipline science that specific to study human behavior have many space is that quite wide in field and in human behavior. Generally, psychology is defined as the science that of human behavior.7 From two statements above we may know that psychology concern to their life that focuses on their mind and attitude.

2. Psychology of literature

Psychology of literature is the study of literature using literary work as the object of psyche action. Author will use anything in his/her inner side in creating literary works. The author will seize his/her psyche indication and processing it into the text. And the projection of the author experience will be projected imaginarily into the text.

Literary work is seen as psychology phenomenon. It will show psyche aspects through characters in the story. According to Jatman:

6 Thomas K. Landauer, Psychology: A Brief overview, United States of America: McGraw Hill, Inc., 1972. p.2 7 Norman L. Munn, L. Dodge Fenald JR., Peter S. Fernald, Introduction to Psychology, 2nd ed., United States of America: Houghton Mifflin Company, 1969. p.4.

“Karya sastra dan psikologi memang memiliki pertautan yang erat, secara tak langsung dan fungsional. Pertautan tak langsung, karena baik psikologi dan sastra memiliki objek yang sama yaitu kehidupan manusia. Psikologi dan sastra memiliki hubungan fungsional karena sama-sama untuk mempelajari keadaan jiwa orang lain, bedanya dalam psikologi gejala tersebut riil, sedangkan dalam sastra bfersifat imajinatif”.8 (“literary works and psychology indeed have connectionthat bound indirectly and functionally. The indirect bound caused either psychology and literary works have the same object which is human life. Psychology and literary have functional connection because both learning other people psycho. The difference in the symptoms of that psychology is real, whereas, in literature has an imaginative character)

There are some assumptions of psychology of literature; first, there is judgement of literary work as the product of author mind and psyche in subconscious situation and revealing it into the text (in conscious situation).

Conscious and subconscious always affect the author imagination processing.

Strength of literary work can be seen by how the author could reveal his/her unconscious psyche expression into the text.

Second, psychology of literature also analyzes the author aspects of mind and feeling. It is about how the author able to depict characters of his/her work.

Exploring Emotional Intelligence

1. Emotion and Emotional Intelligence

An emotion is a mental and psychological state associated with a wide variety of feeling, thoughts, and behavior. Talking about emotion is not released

8 Suwardi Endaswara, Metodology Penelitian Sastra (Yogyakarta: Pustaka Widyatama, 2003), cet. Ke-1, p.97.

from the psychologist vision about the behaviorism. Emotion is part of personality psychology.9

An emotion is a physiological response to a situation that is too important to leave to intellect alone, such as danger, painful loss, persisting towards goal despite frustrations, bonding with a mate, building a family. In effect, we have two minds, one that thinks and one that feels. The brain evolved over a million years to deal with the major challenges of survival - whether to fight or flee, ignore, or embrace the approaching challenge. Although our day-to-day challenges seldom relate to those faced by the caveman, social problems such as road rage, drive-by shootings, and in-your face taunts on the sports field give evidence to emotions out of the control of rational thought.10

Properly used, the emotions are an essential tool for successful and fulfilling life. But out of control, emotions can result in disaster. In our day to-day life, they affect our relations with other people, our self-identity, and our ability to complete a task.

To be effective, our cognitive processes must be in control of our emotions, so that they work for us rather than against us.11 Specifically, the intelligence use of emotions is called by Emotional Intelligence. People can

“intelligently” make “emotions” work for them by using them to help guide their behavior and by thinking in ways that enhance their result at work. Goleman, in

9 Daniel Goleman, Emotional Intelligence, Jakarta: PT. Gramedia Pustaka Utama. (13th ed), 2003. p.7. 10 Daniel Goleman, A Review of Emotional Intelligence: Implications for Technical Education, Dick Culver Watson School of Engineering and Applied Science, SUNY-Binghamton. p.1. 11 Ibid, p.2.

his 1998b12 book, adapted Salovey and Mayer’s in their 199013 work to define the measures of effective use of emotion, Emotional Intelligence.

2. Emotional Intelligence Theory

Goleman adapted Salovey and Mayer’s model as a basis for his discussion of the theory of emotional intelligence and it’s implications for everyday life including the world of work. He adapted Salovey and Mayer’s emotional intelligence model to develop five emotional and social competencies. Goleman's leadership theory went on to describe five characteristics or components of emotional intelligence:

1) Self-awareness: examining how your emotions affect your performance; using your values to guide decision-making; self-assessment - looking at your strengths and weaknesses and learning from your experiences; and being self-confident and certain about your capabilities, values and goals.

2) Self-regulation: controlling your temper; controlling your stress by being more positive and action-centred; retaining composure and the ability to think clearly under pressure; handling impulses well; and nurturing trustworthiness and self-restraint.

3) Motivation: enjoying challenge and stimulation; seeking out achievement; commitment; ability to take the initiative; optimism; and being guided by personal preferences in choosing goals.

12 Daniel Goleman (1998b). Working with emotional intelligence. New York: Bantam Books. 13 Peter Salovey and John Mayer, "Emotional Intelligence," Imagination, Cognition, and Personality, 1990.

4) Empathy: the ability to see other people's points of view; behaving openly and honestly; avoiding the tendency to stereotype others; and being culturally aware.

5) Social skills: the use of influencing skills such as persuasion; good communication with others, including employees; listening skills; negotiation; cooperation; dispute resolution; ability to inspire and lead others; capacity to initiate and manage change; and ability to deal with others' emotions - particularly group emotions.

3. Emotional Intelligence and Teamwork

According to Harris and Harris (1996), he defined Teamwork as “…a work group or unit with a common purpose through which members develop mutual relationships for the achievement of goals/tasks” (p. 23). Teamwork implies that individuals work in a cooperative environment in the interests of a common goal by sharing knowledge/skills and being flexible enough to serve multiple roles.

Emotional Intelligence has much commonality between successful teamwork and emotional intelligence and this is supported by Yost and Tucker who promotes a strong relationship between successful teamwork and emotional intelligence.14

When a leader or a team member use their emotional intelligence, they help build an emotionally intelligent in a team, one in which everyone takes responsibility for increasing their own emotional intelligence, for using it in their

14 Yost, C.A., & Tucker, M.L. (2000). Are effective teams more emotionally intelligent? Confirming the importance of effective communication in teams. Delta Pi Epsilon Journal.

relations with others, and for applying the skills of emotional intelligence to the team as a whole.

Effective interpersonal relationships are an important element of successful teams. Emotional bonding that exists between team members has a profound effect on the work produced and the overall success of the project.

Teams that care about each other at a personal and professional level are more likely to be successful than teams that ignore the importance of the relationship between positive interpersonal relationships, professional relationships and goal achievement. Developing positive relationships where team members are aware of the impact their emotions can play on the effectiveness and success of the team should be the aim of each team member. A positive emotional climate should be developed so that all energies can be focussed on the attainment of mutual goals including the success of the project (Johnson & Johnson, 1999).

Team members need to be aware that negative behaviour can impact on work productivity and affect the overall success of the team and project. Conflict resolution and the ability of team members to deal with issues, feelings and emotions can impact greatly on the success of the team. Team members caring for one another, encouraging each other, showing empathy and regulating their emotions contribute to and have an impact on the success of the team. Harris and

Harris (1996) explain that successful teams have a high level of maintenance and must incorporate essential ‘invisible’ skills such as caring for one another, showing warm feelings, friendliness and offering team members support when needed. Successful teams require both technical skills and interpersonal skills

“…communication at both the cognitive and feeling levels is what determines the success or failure of the team” (Harris & Harris, 1996; p. 29).

ANALYSIS

Emotional Intelligence on Main Character, Lieutenant Colonel Harold

George Moore, in Film “We Were Soldiers”.

“We Were Soldiers” film describes the Emotional Intelligence through the main character, which is self awareness, self regulation, motivation, empathy and social skill. and people with good levels of emotional intelligence are said to be more able to manage and harness their emotions.

The story begins with French army unit that beaten by Vietnam in 1954.

Then, eleven years later, Moore is chosen to lead the American soldiers to the battle in Vietnam. It becomes a heavy burden for him, because there are no survivors when the French were patrolled there, the Vietnamese decides to take no prisoners, they are all massacred. Not only that, the night before they departure, the Moore’s superior officer told that Moore’s unit will be known as the 1st

Battalion/ 7th Cavalry. The 7th Cavalry was the same unit commanded by General

George Custer in the 19th Century during the Indian wars when he and his men were slaughtered at the Battle of the Little Bighorn. American soldiers that he’ll lead are the same unit. Moore saws the similarities to the battle at little Bighorn and the battle in Vietnam, where all the men massacred and the leaders are last stand.

As Goleman says, people who have a high degree of self awareness recognize how their feelings affect them, other people, and their job performance.15 Moore doesn’t think that all this situation as a sign of failures and the writer sees Moore was not showing his fear emotion to his men, but the writer sees Moore drives his emotion into a positive way, he prepares himself for the battle and seeks improvement for his unit that he will lead.

Moore also studied poring over the books detailing prior battle of military history of French army in Indochina, he studied and learnt the enemy strengths and weaknesses from the books and documentations and also studied the failures which made the French army massacred in Vietnam. He prepares himself by learning from previous experiences which make French lose in the battle and it is fit as Goleman says, “people with a high degree of self awareness also learn from experiences and know where they headed to and what their goals are.16

People with a high level of self awareness tend to be have a happy dispotion, Moore is not showing his worried as the night when he saw the military history of French in Indochina, when they were all massacred. A happy disposition is showed when Moore shows him as a humorist person in introducing his self. It is important to make a comfortable situation with others subordinates in a team, because when people feel comfortable, they will have a more productive teamwork.

People with a high self awareness also knowing his strength. By knowing and using their strength, people become confidence of themselves, and self

15 Goleman, D. (1998 January 2004). What Makes a Leader? Harvard Business Review. p.4. 16 Goleman, D. (1998b). Working with emotional intelligence. New York: Bantam Books.

awareness of people can be recognized by their confidence. Here, even though

American soldiers would be outnumbered, Moore knows his strengths in mobilizing the battle. Moore has learned and studied the condition in Vietnam and

Moore also familiarized himself with the battle strategies of Lieutenant Colonel

Nguyen Huu An.

During the battle, pressure and stress are facing by Moore. Before landing in Vietnam, Moore though that they wouldn’t be outnumbered. Not only they were outnumbered; they were also surrounded with no way out. There was between 2,000-3,000 regular enemy soldiers. Here, Moore able to control and regulate his emotion under pressure, he stay calm, clear and focused when things do not go as planned so the team did not have a negative impact in trying to pursuit the goal. It is seen when Moore does not only regulating his emotion but also his men, by keep trying calm and tries to calm him men down. When the things are not going as planned, people tend to be not able to manage their emotion, and it can be impacted to the others, the communicant could get miss the communication.

In the film we can also see Moore doesn’t show his emotion when his men make mistakes. He picks his word carefully, acknowledging the team’s poor performance. He would then step back and telling the reason for serious in training, Moore says that they’ll be landing under fire and men will die. Other leader might punish his men. But he corrects his team’s poor performance and asks his men to learn each other. Moore also doesn’t mad to his men, Charlie when he gives the wrong coordinate, which is pointed to his own friends.

The sign of Moore’s regulation are easy to see. He is thoughtfulness and comfort with ambiguity and change, as we can see above when he thought that they wouldn’t outnumbered.

If there is one trait that virtually all effective leaders have, it is motivation.

They are driven to achieve beyond expectations –their own and everyone else’s.

When Moore asks Snakeshit to be a part of the air cavalry team Moore motivates him by saying that he is the solution of Moore’s problem and even though they look like a shit, but their equipment is immaculate. As the result, Snakeshit joins

Moore as a team. Telling a vision is also one of the ways to motivate the team. So, they can always remember what they were there for and could have their best effort and preparation of what happen in the future.

In the middle of the battle, all Moore Company’s is being overrun; Moore thinks what he has to do. Then he calls a last Broken Arrow. As said before,

Broken Arrow means that the American unit has been overrun; it calls in every combat aircraft for support. The coordinates will be needed to direct those combat air craft. But at this time, Charlie makes mistake by giving the wrong coordinate, which is pointed to his own friends. He feels down for a moment but Moore motivates his men, Charlie, to keep the support coming. We can see here that

Charlie felt encouraged, by then he keeps them coming in to help them. It is important to make team members felt supported, especially when they make mistakes.

People with high motivation remain optimistic even when the score is against them. This is what occurs too in the middle of the battle when Moore is

being outnumbered and overrun, there was between 2,000-3,000 regular enemy soldiers against just 400 American troops, Moore still optimist that they’ll win the battle. It is important to keep maintaining hope to others team in the face of frustration, Moore need to remain optimistic in order to motivate other team members that they still could win the battle even though they are being outnumbered.

Moore also motivates his men by giving complements to them. He recognizes his men achievement in doing their jobs, and recognizing achievement is one of the ways to motivate other people.

During the battle, Moore also shows his empathy, he concerns of his men’s need. When Moore’s men are wounded, he gives his water to his wounded men that more needed

After 2nd Lt. Jack Geoghegan’s wife Barbara birth her first child, Moore shows his empathy. Moore is able to understand other people’s emotions. People with this characteristic are attentive to emotional cues and listen well.17 It can be seen clearly from how Moore congratulates Jack on the birth of his first child and how he asks Jack to pray together, after Jack tells Moore his worried, he is afraid if his child will become an orphan. In this time, we can see Jack face that he feels supported in discussing his problem.

During the battle, Moore also shows his empathy, he concerns of his men’s need. When Moore’s men are wounded, he gives his water to his wounded men that more needed.

17 Goleman, D. (1998a). Working with emotional intelligence. New York: Bantam Books.

All the preceding traits culminate in this fifth one: the ability to built rapport with others, to get them cooperates, to move them in a direction you desire. Social skill is the culmination of the other dimensions of emotional intelligence. People tend to be more effective at managing relationships when they can understand and control their own emotions and can empathize with the feeling of other. Even motivation contributes to social skill.18

Before asking Snakeshit to join with his air cavalry team, Moore makes an informal and comfortable situation for Snakeshit, Moore offers him a drink. From what all he was saying to Snakeshit, it can be seen that Moore able to stimulate cooperation, through well developed communication and social skill. Moore also shows him as a humorist person, when he introduce him self. Moore also gives his compliments when the men make accomplishment in holding on the Vietnamese.

People tend to be more effective at managing relationships when they can understand and control their own emotions and can empathize with the feeling of other. Its show when Moore keeps staying calm in facing many problems, in the homeland and especially in the middle of the battle.

As said before, people tent to be more effective at managing relationships when they can empathize with the feeling of other. It can be seen when Moore is paying attention when Jack tell his problem to Moore.

18 Goleman, D. (1998 November-December). What Makes a Leader? Harvard Business Review.

to be talked with. A sense that both communicators are taking equal part in a conversation demonstrates advanced social skills.19

People with a good social skill are able to build and develop positive and effective relationships with colleagues through fostering trust, confidence and commitment. Like in the formal meeting, Moore tells his men that he and

Sergeant-Major-Plumpley will always be with them in the battle. It is clear that he won’t leave his men in the middle of the battle. It becomes one of things that build a close relationship with Moore’s men and build trust to Moore. When brigade headquarters wants Moore to lift out on the first chopper at dawn to return to

Saigon for debriefing during the middle of the conflict, Moore objects the order to return to Saigon. He says that he will not leave his men.

As said before, people with this characteristic are able to show their commitment; in Moore’s speech he tells that he will be the first on the ground and the last off. He proves his speech to all his subordinates that he becomes the first one to set foot on the field, and after all of his men, dead or alive is removed from the battlefield, he steps on to a helicopter and flies out of the valley and be the last to step off.

Emotional Intelligence and Teamwork in the Film “We Were Soldiers”

On the previous explanation, the writer tells that the main character has the characteristics of Emotional Intelligence. Here, the writer will analyze that

American successful teamwork in We Were Soldiers film has a strong relation

19 http://www.wisegeek.com/what-are-social-skills.htm

with Emotional Intelligence. Emotional Intelligence has much commonality between successful teamwork and emotional intelligence and this is supported by

Yost and Tucker who promotes a strong relationship between successful teamwork and emotional intelligence.20

To achieve the goal in winning the battle in Vietnam, the team members need to develop positive relationships where team members are aware of the impact their emotions can play on the effectiveness and success of the team. Team members also need to be aware that negative behavior can impact on work productivity and affect the overall success of the team and project.

Emotional intelligence that showed by Moore, as a leader, help build an emotionally intelligent in a team, one in which everyone takes responsibility for increasing their own emotional intelligence, for using it in their relations with others, and for applying the skills of emotional intelligence to the team as a whole.

Emotional bonding that exist between team members has a profound effect on the work produced and the overall success of the project, which is American Soldiers’ teamwork in the battle in Vietnam, especially in saving their trapped friends which is ambushed by Vietnamese.

During training Moore tells his men to respect different personalities, cultures and sensitivities. And in the middle of the battle, we can see that they work as a team, try to save their friend that ambushed by Vietnamese. One of

Moore’s men also tries to save his different color friend without ignoring his own safety. In the middle of the battle, Moore concern of his men need, Moore gives

20 Yost, C.A., & Tucker, M.L. (2000). Are effective teams more emotionally intelligent? Confirming the importance of effective communication in teams. Delta Pi Epsilon Journal.

his water to his wounded men that more needed. Then next one of his men shows his empathy too, although he is wounded he gets out of the helicopter and gives his room to another wounded soldier in a helicopter.

When his men, Charlie, makes mistake by giving the wrong coordination felt encouraged, by then he keeps them coming in to help them. It is important to make team members felt supported, especially when they make mistakes. People tent to be giving their best when they feel supported. This thing affects the successful of their team in winning the battle.

At the end, as Harris and Harris say that successful teams require both technical skills and interpersonal skills “…communication at both the cognitive and feeling levels is what determines the success or failure of the team”21. In the film, we can see that Moore and Snakeshit are as the characters that mostly appear. Communication at both also has a relationship with the successful team in winning the battle. Moore, as the leader, knows well how to communicate with his team and treat his men well. When Moore asks Snakeshit to join his team,

Moore use his Emotional Intelligence in persuading him, Moore is able to stimulate cooperation, through well developed communication and social skill.

When Snakeshit did a good job in delivering troops, supplies and bringing back the dead and wounded, Moore gives a compliments to him. The important thing in Emotional Intelligence is how we relate with others, and here we can see

Moore has a good communication with his team.

21 Harris, P.R., & Harris, K.G. (1996), op.cit. p.29.

Snakeshit’s team as the chopper pilot who has the duty to deposit and remove soldiers from the battlefield has an important role in winning the battle because if the choppers stop coming, all soldiers will get slaughtered. Here, a good communication system is needed between leader and Snakeshit as the leader of chopper pilot. When the Landing Zone is hot, Moore blows the trees to make a new Landing Zone, and Moore tell Snakeshit that the main LZ is hot and must be closed, Moore tells him to land in a new LZ.

As the result of positive relationship between Snakeshit and Moore, here in the last moment of the battle, Snakeshit ignoring his own safety and come with his help by using his machine gun, we can see his technical skills in killing the

Vietnamese. At the end of the battle, American soldiers has succeed to save their trapped friend which ambushed by Vietnamese and broken through the enemy’s line.

Conclusions

Using the attributes provided by Goleman, it was evident that team members’ emotional intelligence played a pivotal role in determining the success and functionality of the team, and the quality of final product being developed.

responsibility for increasing their own emotional intelligence, for using it in their relations with others, and for applying the skills of emotional intelligence to the team as a whole. Emotional bonding that exist between team members has a profound effect on the work produced and the overall success of the project, which is American Soldiers’ teamwork in the battle in Vietnam, especially in saving their trapped friends which is ambushed by Vietnamese.

In conclusion, to have a successful teamwork in a team, people need to have a positive relationship with others, people need to be able to recognize their own feelings and those of others, motivates themselves, and manage emotions well in their feeling and in their relationships.

Curriculum Vitae

Personal Details Full Name : Fitriani Sex : Female Place, Date of Birth : Tangerang, October 28, 1986 Nationality : Indonesia Marital Status : Married Height, Weight : 161 cm, 46 kg Health : Perfect Religion : Moslem Address Jl. Ciater Barat Rt 007/003 Serpong- Tangerang Selatan, 15314. Mobile : 08158125237 Phone : 021 - 71378019 E-mail : [email protected]

Educational Background 1991 – 1992 : Bayu Kartika Kindergarten School, Tangerang 1992 – 1998 : Tangerang 1 Elementary School, Tangerang 1998 – 2001 : Al-Ghozali Modern Boarding Junior High School, Curug-Gunung Sindur, Bogor 2001 – 2004 : Al-Ghozali Modern Boarding Senior High School, Curug-Gunung Sindur, Bogor 2004 – 2011 : Faculty of Letters and Humanities at the State Islamic University of Syarif Hidayatullah, Jakarta.

Qualifications 1. Computer Literate (MS Word, MS Excel, MS Power Point). 2. Internet Literate.

Language 1. English

Oorganization Experience 1. Secretary of Organisasi Siswa Intra Sekolah (OSIS) 2000 at Al-Ghozali Modern Boarding Junior High School 2. Secretary of Organisasi Siswa Intra Sekolah (OSIS) 2003 at Al-Ghozali Modern Boarding Junior High School 3. Member of HMI 2004 at the State Islamic University of Syarif Hidayatullah, Jakarta.

Tangerang, May 19, 2011 1

CHAPTER I

INTRODUCTION

A. Background of the Study

Film are cultural artifacts created by specific cultures, which reflect those cultures, and, in turn, affect them. Film is considered to be an important art form, a source of popular entertainment and a powerful method for educating – or indoctrinating – citizens. The visual elements of cinema give motion pictures a universal power of communication. Some of films have become popular worldwide attractions by using dubbing or subtitles that translate dialogue.1

Kolker said that film has a great power because film gave the image that can bring us in deep understanding about the real life than the other media.2 On its content film gives the emotional spot and popularity. So, film can be said not only contributed to a mass culture of entertainment and celebrity; it is also provided a forum for education and critique through the tradition of social documentary and served us a medium of personal expression in the form of avant-garde films and home movies.3

Film does not only become something that entertains but also can inspire the spectators if it showed attractively. Many kind aspects of life become story

1 http://en.wikipedia.org/wiki/Film. Accessed on February, 2009. 2 David Bordwell and Kristin Thompson, Film Art an Introduction (New York McGraw-Hill, Inc) fourth edition, p.3. 3 Maria Pramagiore and Tom Wallis, Film: A Critical Introduction (London: Laurence King Publishing, 2005), p.1.

theme in film including leadership. Film as a medium to investigate leadership topics, including the leadership theory of Emotional Intelligence.

At its core, leadership is rooted in emotions.4 Leadership, particularly in a period of rapid change, is about emotions - desire, fear, despair, caring, disillusionment, pain, anger, stress, anxiety and loneliness. Yet these are the aspects of leadership which tend to be neglected, played down, even denigrated in the literature, largely because emotionality has been cast in opposition to, and lesser than, rationality (Blackmore, 1996).5

Emotions are contagious. When members of a team work together they influence each other’s emotions at an unconscious level.6 Emotion is assumed as human soul activity. According to Daniel Goleman emotion is absolutely the sequence of motivation to act. Goleman states that the key to understand people’s feeling is an ability to read non verbal message.7 The rule of thumb is that interpersonal communication is 5% verbal and 95% nonverbal. This suggests that most of the communication in a team or group is not cognitive, but emotional.

Thus, when members of a team are emotionally intelligent and use their emotional skills appropriately, they can create an atmosphere conducive to effective collaboration.8

4Daniel Goleman, et al,. Discussing their book, Primal Leadership: Realizing the Power of Emotional Intelligence, Harvard Business School Press Publishing, 2001. p.1. 5 www.educatejournal.org/index.php?journal=educate. Accessed on February, 2009. 6 Daniel Goleman, et al,. Adapted from Primal Leadership: Realizing the Power of Emotional Intelligence, Harvard Business School Publishing, 2001. www.teleosleaders.com/.../Why_Emotional_Intelligence_Matters_for_Leaders.pdf -. Accessed on February, 2009. 7 Daniel Goleman, et. al., Introduction Psychology, USA: Random House, 1982. p.249. 8 Daniel Goleman, et al (2001) loc. cit..

Emotions are a feedback mechanism. The dictionary defines feedback as

“information returned to the source.” Thus, emotions contain information for us.

They are meant to help us manage our attention. If you do not manage your emotions and pay attention to the emotions of those around you, you will miss an enormous amount of information necessary for effective leadership.9

Negative emotions powerfully disrupt work, hijacking attention from the task at hand. People who are upset have trouble reading emotions accurately in other people, decreasing the most basic skill needed for empathy and, as a result, impairing their social skills. An upbeat environment fosters mental efficiency, making people better at taking in and understanding information, at using decision rules in complex judgements, and at being flexible in their thinking (Goleman,

2001).10

In conclusion, emotions play a central role in leadership. More specifically, emotional intelligence is the "capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships".11 People with good levels of emotional intelligence are said to be more able to manage and harness their emotions. They are also better able to understand other people’s emotions, to communicate with them, relate to them and influence them.12 Goleman has claimed that

9 http://davejensenonleadership.blogspot.com/2008/10/leading-by-managing-emotions.html. Accessed on October, 2009. 10 www.vedpuriswar.org/book_review/The%20New%20Leaders.doc by D Goleman – 2002. Accessed on October, 2009. 11Daniel Goleman (1998b). Working with emotional intelligence. New York: Bantam Books. p.317. 12 http://www.cipd.co.uk/subjects/lrnanddev/selfdev/emotintel.htm. Accessed on October, 2009.

approximately 90% of star performers’ success in leadership is attributable to

Emotional Intelligence.13

Emotional Intelligence is a term coined by Daniel Goleman. Emotional intelligence has as much to do with knowing when and how to express emotion as it does with controlling it. Emotional Intelligence sometimes characterized as an emotional quotient or EQ versus that stood in contrast to an intelligence quotient or IQ --it’s a term practically every leader of note has heard of.14

According to Goleman, one key benefit is that “emotional intelligence can help people make better decisions.”15 “EQ defines our capacity for relationship,”

Goleman says, adding this is essential for leaders whose choices are echoed through dozens and hundreds of relationships in a complex web. Leaders who use their emotional efficacy to inspire confidence, commitment, and caring will get better results.16 Not only do star performance excel as individuals, but Emotional

Intelligence are the ones which are the best able to maximize a team’s potential in pursuit of collective goals. In the other word, Emotional Intelligence is needed for successful teamwork.

In this research, the writer wants to analyze “We Were Soldiers” film that is released on March 1, 2002 and the film is adapted from the book ‘We Were

Soldiers Once . . . And Young’ by Lieutenant Colonel Harold G. Moore and

Joseph L. Galloway, the only journalist willing to go into the front lines to capture a first hand account of the war. The film produced by Arne L. Schmidt, Jim

13 Ibid 14 www.teachmeteamwork.com/teachmeteam. Accessed on October, 2009. 15 http://www.nexuseq.com/press/Goleman.pdf. Accessed on October, 2009. 16 Ibid.

Moore, took on 2000 North Vietnamese.17

We Were Soldiers is the film which tells the role of main character,

The story began when a French Army unit in Vietnam on July 1954 during the First Indochina18 War is ambushed by soldiers of the Viet Minh. Eleven years later, Fort Benning, Georgia, Colonel Hal Moore (Mel Gibson) is deeply committed to training his troops, who are preparing to be sent to Vietnam. As a leader, Lieutenant Colonel Harold Moore who led his men in Vietnam War knows well how to drive his emotion and his subordinates’ emotion into a positive direction in purpose to pursuit collective goals.

Landing in the "Valley of Death" on November 14, 1965, soldiers capture a North Vietnamese lookout who informs them that the nearby Chu Pong

Mountain is the location of the headquarters of an entire North Vietnamese

Division. An American platoon is isolated some distance from battalion’s main position, after 2nd Lt. Henry Herrick saw a scout, and ran after him, ordering his reluctant to follow. The scout led him into an ambush.

17 http://www.reelviews.net/movies/w/we_were_soldiers.html. Accessed on October, 2009. 18 Indochina: Vietnam, Laos and Cambodia.

Led by Lieutenant Colonel Harold Moore, the writer saw the unit cohesion was shown by American troops in saving their trapped friend which ambushed by

Vietnamese. That is why, in this thesis, the writer is interested to analyze the

Emotional intelligence had by the main character that affect his subordinates’ successful teamwork by using Daniel Goleman leadership theory. It can be taken after watching the film.

B. Focus of the Research

Relating to the background of the study above, the writer will examine the five main elements of Emotional Intelligence on main character. The five main elements are; self-awareness, self-regulation, empathy, motivation and social skills by using the leadership theory of Emotional Intelligence and its impact on teamwork as the virtue.

C. Research Question

Based on the research above the writer will analyze two main questions:

1. What Emotional Intelligence characteristics are showed by the main

character of the film “We Were Soldiers”?

2. How does the Emotional Intelligence of the main character affect the

American soldiers’ teamwork?

D. Significances of the Research

The writer wishes this research could be used to develop people as a leader and give benefit for the readers who are interested in being a better leader. The result of the research is also expected to be useful for future improvement of studying Emotional Intelligence, especially in the Faculty of Adab and

Humanities, State Islamic University “Syarif Hidayatullah” Jakarta.

E. Research Methodology

1. The Objectives of the Research

The objective of the research is to find out how the Emotional Intelligence on main character affects the American soldiers’ successful teamwork in the film

“We Were Soldiers” that makes him effective as a leader.

2. Method

In this research, the writer applies qualitative method. This method describes and analyzes film “We Were Soldiers”, which is Emotional Intelligence and its impact on teamwork. The application of qualitative method is Daniel

Goleman’s leadership theory of Emotional Intelligence and its implication for everyday life including the world of work.

3. Technique of Data Analysis

To solve the problem which presented in the focus of the study, the writer will use descriptive analysis; the writer collected the data from several resources related to the study.

4. Analysis Unit

Analysis Unit in this research is the film ‘We Were Soldiers”. The film was directed by Randall Wallace and starring Mel Gibson that released on March

1, 2002 and produced by Arne L. Schmidt, Jim Lemley, and Randall Wallace. It is distributed by Paramount Pictures (US) Icon Film Distribution (International) and based on the book We Were Soldiers Once… And Young by Lieutenant General

Hal Moore and reporter Joseph L. Galloway, both of whom were at the battle.

5. Instruments

The writer will use herself as an instrument of the research in collecting data by watching, understanding, identifying, and analyzing the information related to the data.

CHAPTER II

THEORETICAL FRAMEWORK

A. Character

In a film, character is an important element that will develop the story because character is person who carries out the events of film and then those events become a story. A character, then, is presumably an imagined person who inhabits a story-although that simple definition may admit to a few exceptions.19

The character analysis is concerned with narrative film. The character of narrative film is studied in cause effect as a part of film analysis. Character are the persons presented in works of narrative or drama who convey their personal qualities through dialogue and action by which the reader or audience understand their thoughts, feelings, intentions, and motives.20 Character can be divided into major (main) character and minor (supporting) character, protagonist and antagonist, flat and round character, dynamic and static character, stereotyped and not stereotyped character.

Main character is led part of the event that is called the main character or protagonist. Protagonist is the central character in a film, and he may become the dominant point in a film.21 Besides main character, there is subordinate character

19 X.J. Kennedy, An Introduction to Fiction, (Boston: Little, Bown, 1983)p.45. 20 http://web.uvic.ca/wguide/pages/LTCharacter.html. Accessed on February, 2009. 21 Sudjiman Panuti, Memahami Cerita Rekaan, (Jakarta: Pustaka Jaya, 1998), p.18.

that it is not the central character in the film, but the presence of it positively is needed to support the main character.22

Round characters are characters that are complex and realistic; they represent a depth of personality which is imitative of life. They frequently posses both good and bad traits and they may react unexpectedly or become entangle in their own interior conflicts. These characters have been fully developed by an author, physically, mentally, and emotionally, and are detailed enough to seem real. They often tend to be representative character types rather than real flesh- and-blood human beings. Unique, individualistic characters who have some degree of complexity and ambiguity and who can not easily be categorized.23A round character is usually a main character, and is developed over the course of the story.

A flat character is its opposite, having hardly and development whatsoever.24 A flat character embodies one or two qualities, ideas or traits that can be readily described in a brief summary. They are not psychological complex characters and therefore are readily accessible to readers. Some flat characters are recognized as stock characters.25

A dynamic character is the one who changes significantly during the course of the story. Changes considered to qualify a character as dynamic include changes in sight or understanding, changes in commitment, and changes in values.

22 Ibid. 23 Joseph M. Boggs and Dennis W. Petrie, The Art of Watching Film 5th Ed., (Mountain View: Mayfield Publishing Company, 2000), p.60 24 http://en.wikipedia.org/wiki/Fictional_character. Accessed on February, 2009. 25 Laurie G. Kirszner and Stephen R. Mandell, Fiction: Reading, Reacting, Writing, Language Arts & Diciplines. p.6.

Changes in circumstance, even physical circumstance, do not apply unless they result in some change within the characters self. In contrast, a static character does not undergo significant change.

A static character remains essentially the same throughout the film. The action does not have an important effect on their lives. Or they are insensitive to the meaning of the action and thus are not capable of growth or change. Statics characters, however, remain unchanged; their character is the same at the end of the story as the beginning.26

Stereotyped characters are characters that described same in every story, for example mother always described as a kind and caring person in almost every story. Stereotypes, however, are characters of somewhat greater importance to the film. They fit into preconceived patterns of behavior common to or representative of large number of people, at least a large number of fictional people.27

B. Characterization

The analysis of characteristic is concerned with characterization. The characterization is way the author developing the story, but the product of the story is called character. There are many ways to know the characterization’s analysis in the film. The characterization can be understood through appearance,

26 Jane Bachman Gordon and Karen Kuehner, Fiction, (California: McGraw Hill, 1999), p.97. 27 Joseph M. Boggs and Dennis W. Petrie, The Art of Watching Film 5th Ed., (Mountain View: Mayfield Publishing Company, 2000), p.58.

dialogue, external action, internal action, reactions of other characters, contrast: dramatic foils, and caricature and leitmotif.28

Characterization can be seen through appearance. A major aspect of film characterization is revealed visually and instantaneously. The minute we see most actors on the screen, we make certain assumptions about them because of their facial features, dress, physical build, and mannerism and the way they move. This method, viewer can understand by seen of the other character performed.

Characterization can be seen through dialogue. Characters in fictional film naturally reveal a great deal about themselves by what they say but a great deal is also revealed by how they say it. Their true thought, attitudes, and emotion can be revealed in subtle ways through word choice and through the stress, pitch, and pause patterns of their speech. The character’s speech represents the other character intents for building the story.

Characterization can be seen through external action. Real characters are more than mere instrument of the plot, that they do for a purpose, out of motives that are consistent with their overall personality. It also can be seen from character’s action with their motion such as running, walking, drinking, slipping, etc.

Characterization can be seen through internal action. Inner action occurs within character’s minds and emotions and consist of secret, unspoken thoughts, day dreams, aspirations, memories, fear, and fantasies. This method doesn’t appear in the action with environment but from character’s body. But in the film

28 Joseph M. Boggs and Dennis W. Petrie, The Art of Watching Film 5th Ed., (Mountain View: Mayfield Publishing Company, 2000), p. 50-54.

viewer can be catch easily because seeing from atmosphere. Actually it can be seen from their face or mimic tenseness.

Characterization can be seen through reactions of other characters. The way other characters view a person often serves as an excellent means of characterization. Sometimes, a great deal of information about a character is already provided through such means before the character first appears on the screen.

Characterization can be seen through contrast: dramatic foil. One of the most effective techniques of characterization is the use of foil contrasting characters whose behavior, attitudes, opinions, lifestyle, physical appearance, and so on are the opposite of those of the main characters. This term usually occur in one frame that there are two or more characters. The characteristic of each character will be compared from many differences like kind of contrasting above.

This contrasting from other character can be taken a conclusion to represent the contrasting character.

Characteristics can be seen through caricature and leitmotif. The actors often exaggerate or distort one or more dominant features or personality traits.

This device is called caricature (from the technique used in cartooning). This method is exaggeration form. This method occurs in the action of character that is described like cartoon style. Example the characters running are not usual running like ordinary people but described like the fast wind. It is also relate with leitmotif. Leitmotif is repetition of single phrase or idea by a character until it

becomes almost a trademark or theme song for that character. It is describing of character’s action that doing form as exaggeration. 29

In addition, stage direction sometime gives clues about the character. The author is directly telling the audience what happen to the character in the stage direction. Then, it is necessary to give attention to the stage direction and not to underestimate it. 30

C. Psychology

1. Introduction to psychology

Psychology is the one of human study seen from the aspects of their mind and behavior. “Psychology” is derived from two Greek words; those are psychos that means mind or soul and logos that means science.31 Psychology is as a discipline science that specific to study human behavior have many space is that quite wide in field and in human behavior. Generally, psychology is defined as the science that of human behavior.32 From two statements above we may know that psychology concern to their life that focuses on their mind and attitude.

2. Psychology of literature

Psychology of literature is the study of literature using literary work as the object of psyche action. Author will use anything in his/her inner side in creating

29 Joseph M. Boggs and Dennis W. Petrie 1999, op.cit p.90. 30 James H. Pickering and Jeffry D. Hoeper, Concise Companion To Literature (New York : Mac Millan Publishing Co., inc., 1981) p.28. 31 Thomas K. Landauer, Psychology: A Brief overview, United States of America: McGraw Hill, Inc., 1972. p.2 32 Norman L. Munn, L. Dodge Fenald JR., Peter S. Fernald, Introduction to Psychology, 2nd ed., United States of America: Houghton Mifflin Company, 1969. p.4.

literary works. The author will seize his/her psyche indication and processing it into the text. And the projection of the author experience will be projected imaginarily into the text.

Literary work is seen as psychology phenomenon. It will show psyche aspects through characters in the story. According to Jatman:

“Karya sastra dan psikologi memang memiliki pertautan yang erat, secara tak langsung dan fungsional. Pertautan tak langsung, karena baik psikologi dan sastra memiliki objek yang sama yaitu kehidupan manusia. Psikologi dan sastra memiliki hubungan fungsional karena sama-sama untuk mempelajari keadaan jiwa orang lain, bedanya dalam psikologi gejala tersebut riil, sedangkan dalam sastra bfersifat imajinatif”.33 (“literary works and psychology indeed have connectionthat bound indirectly and functionally. The indirect bound caused either psychology and literary works have the same object which is human life. Psychology and literary have functional connection because both learning other people psycho. The difference in the symptoms of that psychology is real, whereas, in literature has an imaginative character)

Conscious and subconscious always affect the author imagination processing.

Strength of literary work can be seen by how the author could reveal his/her unconscious psyche expression into the text.

Second, psychology of literature also analyzes the author aspects of mind and feeling. It is about how the author able to depict characters of his/her work.

D. Exploring Emotional Intelligence

33 Suwardi Endaswara, Metodology Penelitian Sastra (Yogyakarta: Pustaka Widyatama, 2003), cet. Ke-1, p.97.

1. Emotion and Emotional Intelligence

An emotion is a mental and psychological state associated with a wide variety of feeling, thoughts, and behavior. Talking about emotion is not released from the psychologist vision about the behaviorism. Emotion is part of personality psychology.34

To be effective, our cognitive processes must be in control of our emotions, so that they work for us rather than against us.36 Specifically, the intelligence use of emotions is called by Emotional Intelligence. People can

34 Daniel Goleman, Emotional Intelligence, Jakarta: PT. Gramedia Pustaka Utama. (13th ed), 2003. p.7. 35 Daniel Goleman, A Review of Emotional Intelligence: Implications for Technical Education, Dick Culver Watson School of Engineering and Applied Science, SUNY-Binghamton. p.1. 36 Ibid, p.2.

“intelligently” make “emotions” work for them by using them to help guide their behavior and by thinking in ways that enhance their result at work. Goleman, in his 1998b37 book, adapted Salovey and Mayer’s in their 199038 work to define the measures of effective use of emotion, Emotional Intelligence.

2. Emotional Intelligence Theory

The concept of emotional intelligence and its impact on teamwork is relatively new. Salovey and Mayer initially conceived the concept and coined the term Emotional Intelligence, which was derived from Gardner’s theory of multiple intelligences.39 These included interpersonal and intrapersonal intelligence which were used by Salovey and Mayer to form the basis of the theory of emotional intelligence. Salovey and Mayer used this as a basis for their definition of emotional intelligence, which they define as the “ability to monitor and regulate one’s own and other’s feelings and to use feelings to guide one’s thinking and action”.40 This definition identifies five main domains: knowing one’s emotions, managing emotions, motivating oneself, recognizing emotions in others and handling relationships.

37 Daniel Goleman (1998b). Working with emotional intelligence. New York: Bantam Books. 38 Peter Salovey and John Mayer, "Emotional Intelligence," Imagination, Cognition, and Personality, 1990. 39 Howard Gardner, Frames of mind: The Theory of Multiple Intelligences. New York: Basic Book, 1983. 40 Peter Salovey and John Mayer , "Emotional Intelligence," Imagination, Cognition, and Personality, 1990, p.189.

intelligence model to develop five emotional and social competencies: self- awareness, self-regulation, motivation, empathy and social skills. These are each discussed below.

a. Self-Awareness

Self-awareness is the ability to understand and interpret one’s own feelings through internal reflection. The ability to be critical about thoughts and make changes to behaviour can lead to an in-depth understanding about one’s self, which leads to a better understanding of others. Lanser places a strong emphasize on the importance of self-awareness in guiding and perfecting job performance, including interactions with colleagues and in the establishment of positive and productive leadership and teamwork skills. Team members need to be aware of their feelings as they may allow uncontrolled emotions to impact on the dynamics and culture of the team.41 Cherniss emphasizes that effective team members are self-confident, which is reflective of their own emotional self- awareness, and ability to control their emotions.42

b. Self-Regulation

Being able to regulate emotions especially during conflict, pressure, stress and deadlines facilitates the smooth progress of the project and promotes positive, effective working relationships with other team members and clients. Goleman in

41 Lanser, E.G. (2000). Why you should care about your emotional intelligence. Healthcare Executive,(Nov/Dec). 42 Cherniss, C. (1998). Social and emotional learning for leaders. Educational Leadership. P.26-28

his 1998b book explains that handling emotions and putting the task first rather than emotions aids in the attainment of the required goal.43

c. Motivation

If there is one trait that virtually all effective leaders have, it is motivation.

They are driven to achieve beyond expectation –their own and everyone else’s,44 being able to motivate fellow team members into contributing their best is very powerful. Workers are discretionary in their application to a project – they will only give if they feel they are being supported, nurtured and inspired. Successful teamwork requires intrinsic motivation, persistence and vision. Team members are not only responsible for their own motivation but are also play a key role in motivating the team and colleagues. Goleman and Lanser propose that motivation is an essential element of emotional intelligence that pushes us forward through the positive and negative aspects of working life by showing initiative, perseverance and dedication, as well as being goal orientated, focused and proactive.

d. Empathy

Goleman contends that empathy is understanding and interpreting colleagues’ feelings and being able to identify with their feelings on issues through understanding their perspective and cultivating rapport with people from

43 Joe Luca & Pina Tarricone, Does Emotional Intelligence Affect Successful Teamwork?, School of Communications and Multimedia, Edith Cowan University, Australia, Copyright © 2001. p.368-369. www.ascilite.org.au/conferences/melbourne01/pdf/papers/lucaj.pdf 44 Daniel Goleman (January 2004). What Makes a Leader? Harvard Business Review. p.7.

different ‘walks of life’. Empathic team members have an awareness of the diversity of personalities and are accepting of the diversity of people and the impact culture can have on interactions within a team environment.45 Book defines empathy as the “capacity to see the world from another person’s perspective”.46

e. Social Skills

Social skills are essential for the development of positive, effective relationships with colleagues and the ability to interact with team members to deter conflict, be aware of, ease and dissipate underlying tensions that can accumulate and have a negative impact on working relationships and project success. Team members need to be able to stimulate cooperation, collaboration and teamwork through well-developed social skills.47

3. Teamwork and Social Interdependence

Teamwork is defined by Harris and Harris as “…a work group or unit with a common purpose through which members develop mutual relationships for the achievement of goals/tasks”48. Teamwork implies that individuals work in a cooperative environment in the interests of a common goal by sharing knowledge/skills and being flexible enough to serve multiple roles. As Fisher,

45 Joe Luca & Pina Tarricone (2001), op.cit. p.369 46 Book, H.E. (2000). One big happy family - the emotionally intelligent organization. IVEY Business Journal,(Sept/Oct), p.44-47. 47 Daniel Goleman (1998b). Working with emotional intelligence. New York: Bantam Books. 48 Harris, P.R., & Harris, K.G. (1996). Managing effectively through teams. Team Performance Management: An International Journal, p.23.

Hunter & Macrosson, Johnson & Johnson and Parker said that the literature consistently highlights that one of the essential elements of a team is its focus toward a common goal and a clear purpose. Many organizations rely upon successful teamwork to achieve goals and to meet the needs of clients. It is a synergistic process that relies upon all team members to contribute and participate in order to promote and nurture a positive, effective team environment. Team members must be flexible enough to adapt to working in a cooperative working environment where goals are achieved through collaboration and social interdependence rather than individualized, competitive goals.

Social interdependence refers to how individuals interact in cooperative learning or working situations, including team environments and is an integral part of cooperative learning. The relationship between successful teams, cooperative learning theory and social interdependence is strong, as Johnson &

Johnson said in their book.49 “Social interdependence exists when individuals share common goals; each individual’s outcomes are affected by the actions of the others”.50 The literature consistently highlights interdependence focused toward a common goal as an integral element of an effective team.51 Scarnati

49 Johnson, D.W., & Johnson, R.T. (1999). Learning together and alone: Cooperative, competitive, and individualistic learning (5th ed.). Needham Heights: Massachusetts: Allyn and Bacon. 50 Johnson, D.W., & Johnson, R.T. (1995). Social interdependence - Cooperative learning in education. In B. Bunker & J.Z. Rubin (Eds.), Conflict, cooperation, and justice. San Francisco: Jossey-Bass Publishers. p.206. 51 Fisher, et al., (1997). Team or group? Managers’ perceptions of the differences. Journal of Managerial Psychology. Johnson, D.W., & Johnson, R.T. (1999). Learning together and alone: Cooperative, competitive, and individualistic learning (5th ed.). Needham Heights: Massachusetts: Allyn and Bacon. Johnson, D.W., & Johnson, R.T. (1995). Social interdependence - Cooperative learning in education. In B. Bunker & J.Z. Rubin (Eds.), Conflict, cooperation, and justice. San Francisco: Jossey-Bass Publishers.

explains that teamwork that relies upon cooperative processes enables individuals to extend their boundaries and achieve more through social interdependence than as individuals. “The team has synergy. By sharing a common goal or vision, the team can accomplish what individuals cannot do alone”.52

Social interdependence can be considered to be positive, negative or non- existent.53 Johnson and Johnson in their book explain that positive interdependence creates promotive interaction in which individuals encourage and facilitate each other’s efforts to attain team goals, such as creating positive relationships and collaborative team environments. Negative interdependence or competition generally results in oppositional interaction. This occurs when individuals prevent others from achieving because of their own competitiveness.

Rather than promoting a team environment through positive interaction, team members are focused on “…increasing their own success and on preventing anyone else from being more successful then they are”54. No interaction occurs when individuals work independently without interacting with others. Individuals focus on increasing and improving their own success and have no regard or interest in the efforts of others.55

Johnson and Johnson list essential attributes of positive interdependence needed for successful teamwork as follows: giving and receiving help and

52 Scarnati, J.T. (2001). On becoming a team player. Team Performance Management: An International Journal, p.6. 53 Johnson, D.W., & Johnson, R.T. (1999). Learning together and alone: Cooperative, competitive, and individualistic learning (5th ed.). Needham Heights: Massachusetts: Allyn and Bacon. 54 Johnson, D.W., & Johnson, R.T. (1995), op.cit, p.212. 55 Johnson, D.W., & Johnson, R.T. (1995). Social interdependence - Cooperative learning in education. In B. Bunker & J.Z. Rubin (Eds.), Conflict, cooperation, and justice. San Francisco: Jossey-Bass Publishers.

assistance for both task related and personal issues; exchanging resources and information; giving and receiving feedback on tasks and teamwork behaviours; challenging each other’s reasoning; encouraging others to achieve; influencing each other’s reasoning and behaviour; using interpersonal and social skills to enhance team work; and consciously reflecting on the effectiveness of the team to continue improvement and acknowledge achievements. 56

Team members need to be aware that negative behavior can impact on work productivity and affect the overall success of the team and project. Conflict resolution and the ability of team members to deal with issues, feelings and emotions can impact greatly on the success of the team. Team members caring for one another, encouraging each other, showing empathy and regulating their emotions contribute to and have an impact on the success of the team. Harris and

Harris explain that successful teams have a high level of maintenance and must incorporate essential ‘invisible’ skills such as caring for one another, showing warm feelings, friendliness and offering team members support when needed.

Successful teams require both technical skills and interpersonal skills

“…communication at both the cognitive and feeling levels is what determines the success or failure of the team”57. The importance of cooperative, positive interaction team environments and a discussion of the essential elements of successful teams and determining a link to emotional intelligence theory is the

56 Johnson, D.W., & Johnson, R.T. (1995). Social interdependence - Cooperative learning in education. In B. Bunker & J.Z. Rubin (Eds.), Conflict, cooperation, and justice. San Francisco: Jossey-Bass Publishers. Johnson, D.W., & Johnson, R.T. (1999). Learning together and alone: Cooperative, competitive, and individualistic learning (5th ed.). Needham Heights: Massachusetts: Allyn and Bacon. 57 Harris, P.R., & Harris, K.G. (1996), op.cit. p.29.

focus of this thesis. The following section provides a synthesis of emotional intelligence literature and aims to provide links between successful teamwork and emotional intelligence.58

4. Emotional Intelligence and Teamwork

From the above review, it was found that there was much commonality between successful teamwork and emotional intelligence. This is supported by

Yost and Tucker who promote a strong relationship between successful teamwork and emotional intelligence. There is more to effective teamwork than a keen intellect and grasp of technical knowledge. The difference between success and mediocrity in working relationships, especially in a team environment, can be attributed to a team member’s mastery of the softer skills – abilities and approaches grounded in emotional intelligence.59

Positive, effective interpersonal relationships are an important element of successful teams. Emotional bonding that exists between team members has a profound effect on the work produced and the overall success of the project.

58 Joe Luca & Pina Tarricone (2001), op.cit. p.370. 59 Grossman, R.J. (2000). Emotions at Work. Health Forum Journal,(Sept/Oct), 18-22. Tucker, et al.,(2000). Training tomorrow’s leaders: Enhancing the emotional intelligence of business graduates. Journal of Education for Business.

should be the aim of each team member. A positive emotional climate should be developed so that all energies can be focused on the attainment of mutual goals including the success of the project.60

In order to promote positive, progressive, effective working environments, team members need to have a combination of technical knowledge and well- developed emotional intelligence including self-awareness, empathy, social awareness and be highly motivated and be able to inspire and motivate their colleagues. Table 1 (enclosure) links the attributes needed for successful teams with the emotional intelligence competencies defined by Goleman- self- awareness, self-regulation, motivation, empathy and social skills.61 These relationships were derived through a synthesis of the literature.62

60 Johnson, D.W., & Johnson, R.T. (1999). Learning together and alone: Cooperative, competitive, and individualistic learning (5th ed.). Needham Heights: Massachusetts: Allyn and Bacon. 61 Daniel Goleman (1998a). What makes a leader? Harvard Business Review. p.93-102. 62 Esquivel, M.A. & Kleiner, B.H. (1996). The importance of conflict in work team effectiveness. Team Performance Management: An International Journal. p.42-48. Francis, D. & Young, D. (1979). Improving work groups. San Diego, California: University Associates. Harris, P.R., & Harris, K.G. (1996). Managing effectively through teams. Team Performance Management: An International Journal. Johnson, D.W., & Johnson, R.T. (1995). Social interdependence - Cooperative learning in education. In B. Bunker & J.Z. Rubin (Eds.), Conflict, cooperation, and justice. San Francisco: Jossey-Bass Publishers. Johnson, D.W., & Johnson, R.T. (1999). Learning together and alone: Cooperative, competitive, and individualistic learning (5th ed.). Needham Heights: Massachusetts: Allyn and Bacon. Yost, C.A., & Tucker, M.L. (2000). Are effective teams more emotionally intelligent? Confirming the importance of effective communication in teams. Delta Pi Epsilon Journal.

CHAPTER III

RESEARCH FINDINGS

A. Emotional Intelligence on Main Character, Lieutenant Colonel Harold

George Moore, in Film “We Were Soldiers”.

Leadership is rooted in emotions.63 Negative emotions powerfully disrupt work, hijacking attention from the task at hand. People who are upset have trouble reading emotions accurately in other people, decreasing the most basic skill needed for empathy and, as a result, impairing their social skills. An upbeat environment fosters mental efficiency, making people better at taking in and understanding information, at using decision rules in complex judgements, and at being flexible in their thinking (Goleman, 2001).64 More specifically, Daniel

Goleman proposed that Emotional Intelligence, capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships, Goleman.65 Goleman has claimed that approximately 90% of star performers’ success in leadership is attributable to

Emotional Intelligence. So, emotions play a central role in the leadership process.

As we know, “We Were Soldiers” describes the Emotional Intelligence through the main character, LC Harold G. Moore. In this film, Moore is chosen to lead the American soldiers into the battle in Vietnam. Moore has to face many problems in leading his men in the homeland, especially in the chaos of the battle.

63 Daniel Goleman, et al., (2001), loc cit. 64 www.vedpuriswar.org/book_review/The%20New%20Leaders.doc by D Goleman – 2002. Accessed on October, 2009. 65Daniel Goleman (1998b), loc .cit.

But, the writer sees Moore, as a leader, knows well how to drive his emotions and his subordinates’ emotions into a positive direction in purpose to pursuit collective goals. And here, the writers sees Daniel Goleman’s characteristics of

Emotional Intelligence that are showed by Moore which are Self Awareness, Self

Regulation, Empathy, Motivation and Social Skill in leading his soldiers. For detailed explanation, they will be discussed below.

1. Self Awareness

At the beginning of the film, a French army is beaten by Vietnam in 1954, then the story moves into eleven years later. The White House wants a victory, and then they decided to choose Lieutenant Colonel Harold George Moore to lead the combat into Vietnam. It becomes a heavy burden for him, because there are no survivors when the French were patrolled there, the Vietnamese decided to take no prisoners, they are all massacred.

As Goleman says, people who have a high degree of self awareness recognize how their feelings affect them, other people, and their job performance.66 Here, the spectators are not told literary through a narration about what Moore’s feels. The director only cues the spectators through a shot of Moore facial expression that show his fear emotion. The director uses the shot of a close up of Moore’s face (see picture 1 enclosure); after he saw the military history of

French in Indochina, when they were all massacred. The shot of a close up of

Moore’s face is sufficient to more emphasize Moore’s facial expression that he

66 Goleman, D. (1998 January 2004). What Makes a Leader? Harvard Business Review. p.4.

worried if the unit that he’ll led will have the same condition with French army in

Vietnam. Then the writer sees Moore was not showing his fear emotion to his men, but the writer sees Moore drives his emotion into a positive way. He prepares himself for the battle and seeks improvement for his unit that he will lead. Once more, the spectators are not literary through a narration about what

Moore was doing; the director only cues the spectators through some shots.

Moore overseas the development of a new form of mounted combat, namely the use of helicopters to deposit and remove soldiers from the battlefield (see picture

2 enclosure). Moore also studied poring over the books detailing prior battle of military history of French army in Indochina (see picture 3 enclosure), he studied and learnt the enemy strengths and weaknesses from the books and documentations and also studied the failures which made the French army massacred in Vietnam (see picture 4 enclosure). He prepares himself by learning from previous experiences which make French lose in the battle and it is fit as

Goleman says, “people with a high degree of self awareness also learn from experiences and know where they headed to and what their goals are.67

The same feeling felt by Moore, in the night before their departure, the unit’s officers hold a party to celebrate. Moore chats with the superior about the unit that will be led by Moore. Moore dismayed because President Lyndon B.

Johnson has decreed that the war would be fought “on the cheap”, without declaring it a national emergency. As a result, Moore believes he will be deprived of his oldest, best trained soldiers (a formal declaration of war would have meant

67 Goleman, D. (1998b). Working with emotional intelligence. New York: Bantam Books.

mobilization and extension of the terms of enlistment for volunteer soldiers) – about 25% of his battalion- just prior to shipping out for Vietnam.

Moore : I didn’t hear the president mention a state of emergency. Superior : No, he didn’t. Moore : Well, without that declaration, our enlistments won’t be extended. Superior : I’m sorry, Hal. Moore : Forgive me, sir. But let me get this straight. We form division using techniques never attempted in battle. Against an enemy with 20 years of combat experiences on his ground, 12,000 miles away from our ground. And right before the army sends us into the fight, they take away a third of my most experienced men, including officers. Superior : I don’t like it any better than you do Hal. Moore : Hell no, sir. You saw this coming, didn’t you? Yes, that’s why you gave me that new crop of platoon leaders. (Sighs) Korea didn’t teach ‘em anything. Politicians? Superior : Politicians Moore : Thank you, sir. Superior : by the way, Hal, since we’re being deployed, they’re renumbering the units. You’re now the commanding officer of the 1st battalion of the 7th cavalry Moore : The Seventh? The same regiment as Custer. Thank you, sir.

From their chat above, the writer sees Moore knows his own emotion, he is disappointed of his superior decision for placing the soldiers into a situation that they have never been in before with an enemy that has 20 years of experiences by using techniques never attempted in battle and taking away a third of Moore’s most experienced men including officers and also renumbering Moore’s unit like

General Custer, the 1st Battalion/ 7th Cavalry regiment. Moore is disquieted because the 7th Cavalry regiment was the same unit commanded by General

George Custer in the 19th Century during the Indian wars when he and his men were slaughtered at the Battle of the Little Big Horn, making it clear that “We

Were Soldiers” is nothing short of a Little Big Horn set in Vietnam.

Once more, the writer sees Moore negative emotion, disappointments to his superior, is driven into positive way and did not have negative impact to his men.

From the explanation above, the writer concludes that the fear feeling of

Moore that was worried if his men will have the same condition like French Army in Indochina and the unit commanded by General George Custer in the 19th

Century at the Battle of Little Bighorn which they were all massacred is not having negative impact to his men, but Moore recognizes his fear feeling better driven into positive way and going one step further turning his fear into something constructive, which is preparing himself for the battle. As the result, Moore is having positive and productive teamwork between his subordinates. Because, when a leader is promoting psychological health between the others members, the others members will feel comfortable and making more productive teamwork.

Self awareness extends to a person’s understanding of his goals. Moore is seeking improvement for his unit and Moore develops of a new form of mounted combat of using helicopters, as in the beginning of the story told that the problem in Vietnam is terrain, jungles, mountains, rivers, and maneuvers nightmare. To achieve their goals in winning the battle Moore develops it and Moore will need a chopper pilot to fly it.

slaughtered. Now, I figure chopper pilots won’t fly for strangers. So……… I’m Hal Moore. Snakeshit : I know, sir. Why us? Moore : Well you guys look like a shit, but your equipment is immaculate. Yesterday was Sunday. You didn’t have to be training, but you were. You got pilots like Too Tall character. He’s way outside the limits of army regs. They wanna fly with you for some reasons. I guess its cause they think you’re the best.

As Goleman says in his 1998 book that people with a high degree of self awareness know their weaknesses and aren’t afraid to talk about them.68 We can see on the conversation above, Moore asks Snakeshit to be part of air cavalry team. It can be concluded that Moore knows his weakness that he can not handle all alone in the battle, so he asks Snakeshit to join him. Moore using the teamwork to cover his weaknesses.

The self awareness of Moore is showing again when Moore gathered the unit in the formal meeting. He’s telling his men that as superiors, they still have weaknesses. Moore told his men to keep learning.

68 Ibid

Moore : “…but I can assure you that neither the new technology nor you status as officers will keep you above the danger. …Now, I hope you gentlemen like training, ‘cause me and Sergeant Major Plumpley we love it.”

It is clear that Moore isn’t afraid to tell his weaknesses as a leader, that all people including him still need to learn, superiors like Moore and Sergeant Major

Plumpley keep still training.

People with a high self awareness not only knowing his weaknesses, but he also knowing his strength. By knowing and using their strength, people become confidence of themselves, and self awareness of people can be recognized by their confidence. Here, even though American soldiers would be outnumbered, Moore knows his strengths in mobilizing the battle. Moore has learn and studied the condition in Vietnam and Moore also familiarized himself with the battle strategies of Lieutenant Colonel Nguyen Huu An (see picture 5, 6, 7, 8, 9, 10 enclosure).

2. Self Regulation

During training, the American soldiers are practicing to get off the chopper. Here, one of Moore’s platoons is making mistakes. Moore taps-out soldiers about to exit the freight door (You’re dead, you’re dead, you’re dead) to which they look back as if he can’t be serious (see picture 11 enclosure)

Moore : All right! Your officer’s dead. What do you do? What do you do first? All right, he hesitated, he’s dead. What do you do? Man : get off the chopper! Get off the chopper! Moore : all right. Hold off the third one. Come on in. Savage, you learn the job of the man above you and you teach your job too the man below you in rank. That goes for everyman in this outfit. Understood?

Men : [All] Yes, sir! Moore : We’ll be landing under fire, gentlemen. Men will die.

Here, we can see how Moore manages his emotion when his men make mistakes. He picks his word carefully, acknowledging the team’s poor performance. He would then step back and telling the reason for serious in training, Moore says that they’ll be landing under fire and men will die. Other leader might punish his men. But he corrects his team’s poor performance and asks his men to learn each other.

During the battle, pressure and stress are faced by Moore. Before landing in Vietnam, Moore thinks that they wouldn’t be outnumbered. Not only they are outnumbered; they were also surrounded with no way out. There were between

2,000-3,000 regular enemy soldiers.

When they land in the Valley of Death, one of Moore’s men capture a

Vietnamese lookout who informs them that the location they were sent to is actually the headquarters of an entire North Vietnamese division. Then Moore tells his Captain to call in all patrols, to regroup and engage the enemy’s fire. But it’s too late; an American platoon is isolated some distance from the battalion’s main position, after 2nd Lieutenant Henry Herrick saw a scout and ran after him, ordering in the some of the platoon members’ deaths, including Herrick’s and several wounded.

Here, Moore is able to control and regulate his emotion under pressure; he stays calm, clear and focused when things do not go as planned.

Moore : Hey! Hey! Calm down! Understand the situation and communicate clearly!

From the dialogue above, Moore is trying to calm his men down. When the things are not going as planned, people tend to be not able to manage their emotion, and it can be impacted to the others. As we can see in the sentence above that Moore is ordering his men to calm down, because if his man is panic when the communicant communicates with the other communicant then the other communicant could get miss the communication. It is obvious that the ability to control emotion and manage it can help to reach a successful, especially in working as a team.

As told before, Moore’s men were surrounded with no way out. Moore also did not react quickly in making decision, he was thinking before acting.

Man 1 : Negative! Negative! Stand by! My pilots do not see the enemy. They can not pick out our friend lies. Man 2 : Bravo six, do you read?they can not pick our friend lies. Bravo six, say it again. Man1 : You gotta tell your company commander to pop smoke now. They need to mark the lines right now! Man 2 : We have no lines! We have enemies and friend lies mixed in all over the place. We can not distinguish target. Sir, our perimeters are collapsing, Alpha Company and Bravo Company can not hold. Charlie’s Company is being overrun. Net call! Net call! Keep this net clear! Man 3 : [overlapping dialogue] all companies have been notified the enemy has broken through our lines. All companies have been notified and are popping smoke. Moore : Hastings! Broken Arrow! Hastings : Broken Arrow! I say again! Broken Arrow!

At this condition, Moore looks all around, their perimeters collapsing,

Alpha Company and Bravo Company can not hold. Charlie’s Company is being overrun. For a moment Moore thinks what he has to do (see picture 12 enclosure), he finally make a decision to call a last resort Broken Arrow. Broken Arrow

means that the American unit has been overrun; it calls in every combat aircraft for support, and even though it kills some of their own soldiers but eliminating most of the Vietnamese offensive force.

The sign of Moore’s regulation are easy to see. He is thoughtfulness and comfort with ambiguity and change, as described above.

3. Motivation

If there is one trait that virtually all effective leaders have, it is motivation.

They are driven to achieve beyond expectations –their own and everyone else’s.

The first sign of people that have a high motivation in them is a passion for the work itself-such love to learn.69 Here, the writer sees Moore’s passion and propensity to pursue goals. He loves to learn to achieve the goals, which is winning the battle (see picture 2, 3, 4 enclosures).

Moore is not only has a high motivation in himself to achieve the goals and to get the better result in winning the battle, but he is also able to motivate other team members. See the dialogue between Moore and Snakeshit below.

Moore : Well, I got a problem, Snakeshit, and I think you’re the solution. Snakeshit : I’ve been called a lot of things, Colonel, never a solution. Moore : You know what air cavalry really means? You fly into hostile territory, out numbered, 10,000 miles from home. Sometimes the battle ground’s no bigger than a football field. And if the choppers stop coming, we all get slaughtered. Now, I figure chopper pilots won’t fly for strangers. So……… I’m Hal Moore. Snakeshit : I know, sir. Why us? Moore : Well you guys look like a shit, but your equipment is immaculate. Yesterday was Sunday. You didn’t have to be

69 Goleman, D. (1998 November-December). What Makes a Leader? Harvard Business Review.

training, but you were. You got pilots like Too Tall character. He’s way outside the limits of army regs. They wanna fly with you for some reasons. I guess its cause they think you’re the best.

In the dialogue above, we can see when Moore asks Snakeshit to be a part of the air cavalry team Moore motivates him by saying that he is the solution of

Moore’s problem and even though they look like a shit, but their equipment is immaculate. As the result, Snakeshit joins Moore as a team.

After recruiting Snakeshit as a part of the air Cavalry team, Moore gathers the all unit in the formal meeting. Moore says to his men the vision they were there; “We will ride into battle.” And Before riding into the battle, in a speech given by Moore, he also tells that the battle they’ll go is the valley of the shadow of death.

Moore : “…We’re moving into the valley of the shadow of death, where you will watch the back of the man next to you, as he will watch yours, and you won’t care what color he is or by what name he call God. Let us understand the situation we’re going into the battle against a tough and determined enemy…”

Telling a vision is one of the ways to motivate the team. So, they can always remember what they were there for and could have their best effort and preparation of what happen in the future.

In the formal meeting, Moore also tells his men that he and Sergeant-

Major-Plumpley will always be with them in the battle.

Moore : Sergeant-Major-Plumpley and I came from the paratroopers where the officer is always the first one out of the plane because to follow your instincts and to inspire your men by your example you have to be with them where the metal meets the meat.

From his speech that he said, it is clear that he won’t leave his men in the middle of the battle. It becomes one of things that motivate all his men to contribute their best in winning the battle.

It is proven when brigade headquarters wants Moore to lift out on the first chopper at dawn to return to Saigon for debriefing during the middle of the conflict.

Man : Colonel, brigade headquarters want you lifted out on the first chopper at dawn. Moore : Now, what idiot would keep ordering that in the middle of a goddamn battle? Man : Gen. Westmoreland wants a briefing. Moore : Give me the horn. I’m in a fight and I object to this order to return to Saigon. Now, I will not leave my men. Is that clear? Out.

From the dialogue above, it can be seen that Moore objects the order to return to Saigon. He says that he will not leave his men. Those things could make a motivation in the middle of the battle for all Moore’s men, because they feel unignored. It can be seen from one of Moore’s subordinates face when he hears

Moore objects the order to return to Saigon

During training, a soldier intercepts radio transmissions. Moore identifies the soldier as his radio operator

Moore : Did you tune in? Man : Ah, yes, sir. Moore : Well, that’s fine. You’re my new radio operator. Man : I-I didn’t Moore : You’ll be fine. You’ll work it out.

Moore identifies his soldier as his radio operator. He considers his subordinates of his individual skill. At first, he is not sure that he could, but then

Moore motivates him that he’ll be fine.

During training he also motivates his entire team by his two basic principles to govern ground combat.

Moore : Three strikes and you’re not out! There is always one more thing you can do.

It is obvious, people with high motivation remain optimistic even when the score is against them. This is what occurs too in the middle of the battle when

Moore is being outnumbered and overrun, there was between 2,000-3,000 regular enemy soldiers against just 400 American troops, Moore still optimist that they’ll win the battle (see picture 13 enclosure). It is important to keep maintaining hope to others team in the face of frustration, Moore need to remain optimistic in order to motivate other team members that they still could win the battle even though they are being outnumbered.

Still at during training Moore teaches his men teamwork, makes a Crazy

Horse, a hero of Indian Sioux Tribe, reference stating that every woman in the tribe was called “mother” and every elder called “grandfather. He also states,

“The tribe fought as a family. Take care of you men. Teach then to take care of one another. ‘Cause when this start, each other is all we’re gonna have.

Moore : When Crazy Horse was a baby: he nursed from the breast of every woman in tribe. The Sioux raised the children that way. Every warrior called every woman in tribe “Mother”. Every older warrior, they called him “grandfather”. Now, the point here is that they fought as a family. Take care of your men. Teach them to take care each other ‘cause when this start, each other is all we’re gonna have.

The point that Moore tells in his speech below, before riding into the battle is also to unify team.

Moore : Look around you, in the 7th Cavalry, we got a Captain from Ukraine, another from Puerto Rico, we got Japanese, Chinese, Blacks, Hispanics, Cherokee Indian, Jews and Gentiles, all American. Now here in the States some men in this unit may experience discrimination because of race or creed, but for you and me now, all that is gone. We’re moving into the valley of the shadow of death, where you will watch the back of the man next to you, as he will watch yours, and you won’t care what color he is or by what name he calls God. Let us understand the situation we’re goin into battle against a tough and determined enemy. I can’t promise you that I will bring you all home alive, but this I swear: When we go into battle, I will be the first one to set foot on the field, and I will be the last to step off. And I will leave no one behind. Dead, or alive, we all come home together. So, help me God.”

From the two monologs above, it can be concluded that Moore motivates his man to contribute their best, without caring of the different race and creed.

It was said before, people use motivation to get results, and motivation requires a delicate balance of communication, structure, and incentives.70 See the dialogues below between Moore and his men in the middle of the battle.

Moore : Go over and reinforce that company! On that ridge there! Look! Jack : Yes, sir!

When people are giving detailed instructions – If you want a specific result, give specific instructions, people will work better because they know exactly what they are expected, this is what exactly happened to Jack when he are given instruction by Moore (see picture 14, 15 enclosure).

It still in the middle of the battle, Moore motivates his men to contributing their best.

1.Moore : Hey, you’re doing a fine job, son. Man : Don’t worry we gave them more than they gave us today.

70 http://www.pickthebrain.com/blog/21-proven-motivation-tactics/

Moore : Keep it up.

2.Moore : How you boys doin’? Man : Fine, sir. Moore : You keep doin’ what you’re doin’. We’ll be fine.

3. Moore : You men have done a hell of a job today, Lieutenant Geoghegan. Jack : They won’t get through us, sir. You can count on it. Moore : I know that, Jack. You keep it up, son.

4. Moore : You and your boys have done a hell of a job today, Snake. Crandall : It’s the last fight for the night, Colonel. But, you need us, you call us.

From the dialogues above, we can see that Moore motivates his men by giving complements to them. He recognizes his men achievement in doing their jobs, recognizing achievement is one of the ways to motivate other people.71

In the middle of the battle, all Moore Company’s is being overrun; Moore thinks what he has to do. Then he calls a last Broken Arrow. As said before,

Moore : Charlie! Listen to me. You’re keeping us alive now. You forget about that one, and you keep ‘em coming in. you’re doing well, son Charlie: 7-0-2 attack against the tree line.

In the conversation above, Moore is not mad of Charlie in giving the wrong coordination, but when Charlie feels down for a moment (see picture 16 enclosure), Moore motivates his men, Charlie, to keep the support coming when

71Ibid

he makes mistake in giving the wrong coordination which pointed to his own friend. After Moore encourages him, then he keeps them coming in to help them.

4. Empathy

After 2nd Lt. Jack Geoghegan’s wife Barbara birth her first child, Moore shows his empathy by congratulates Jack on the birth of his first child.

Jack : Oh, Colonel. Moore : at ease, at ease. I heard one of my new Lieutenants just became a father. I came to say congratulations. Jack : Thank you, sir.

Next, in their chat, Jack tells Moore that he and his wife Barbara spend a year in Africa. They help to build a school for orphans. Jack tells that they are orphans because the warlord across the border doesn’t like their tribe. He knows

God has a plan for him and he just hope it’s to protect orphans not make any; he doesn’t want his child an orphan too. Moore then asks Jack to ask God for his hope; then the two pray together before heading into the battle.

Jack : Colonel, may I ask you question? Moore : Sure. Jack : What do you think about being a soldier and a father? Moore : I hope that being good as the one makes me better at the other. Why? What about you? Jack : I don’t know, sir. Between college and here, Barbara and I spent a year in Africa. We helped build a school for orphans. They were orphans because the warlord across the border didn’t like their tribe. I know God has Moore : Well, why don’t we ask him? Come on let’s go ask him. Our father in heaven, before we go into battle every soldier among us will approach you each in his own way. Our enemies too, according to their own understanding will ask for protection and victory. And so we bow before your infinite wisdom. We offer our prayers as the best we can. I pray you watch over young men like Jack Geoghegan that I lead into battle. You use me as your instrument in this

awful hell of war to watch over them. Especially if they’re men like this one beside me, deserving of a future in your blessing and good will. Amen. Jack : Amen.

People with this characteristic are attentive to emotional cues and listen well.72 It can be seen clearly from how Moore congratulates Jack on the birth of his first child and how he asks Jack to pray together, after Jack tells Moore his worried, he is afraid if his child will become an orphan.

During the battle, Moore also shows his empathy, he concerns of his men’s need. When Moore’s men are wounded, he gives his water to his wounded men that more needed (see the picture 17 enclosure).

Not only had that, during training Moore also told his men to respect different personalities, cultures and sensitivities

He told also the same thing before riding into the battle.

72 Goleman, D. (1998a). Working with emotional intelligence. New York: Bantam Books.

When we go into battle, I will be the first one to set foot on the field, and I will be the last to step off. And I will leave no one behind. Dead, or alive, we all come home together. So, help me God.”

5. Social Skill

People with this characteristic are able to influence and persuade people around them. When Moore asks Snakeshit to be part of his air cavalry team,

Moore gives complements to him for his good performance, at the same time

Moore motivates Snakeshit. He says that is the solution of Moore’s problem and even though they look like a shit, but their equipment is immaculate. Moore also says that Major Crandall’s men train on Sunday when they did not have to, and although Army regulations dictated pilot height, Major Crandall, knowing Captain

Ed “Too Tall” Freeman’s pilot abilities, allowed him to fly.

Moore : can I buy you a drink? Snakeshit : Sure. Oh, thanks. Moore : So, your men call you Snakeshit. Snakeshit : That’s and affectionate appellation of my comrades-in – arms sir. Cause I fly lower than snakeshit. Moore : Well, I got a problem, Snakeshit, and I think you’re the solution. Snakeshit : I’ve been called a lot of things, Colonel, never a solution.

73 Goleman, D. (1998 November-December). What Makes a Leader? Harvard Business Review.

Moore : You know what air cavalry really means? You fly into hostile territory, out numbered, 10,000 miles from home. Sometimes the battle ground’s no bigger than a football field. And if the choppers stop coming, we all get slaughtered. Now, I figure chopper pilots won’t fly for strangers. So……… I’m Hal Moore. Snakeshit : I know, sir. Why us? Moore : Well you guys look like a shit, but your equipment is immaculate. Yesterday was Sunday. You didn’t have to be training, but you were. You got pilots like Too Tall character. He’s way outside the limits of army regs. They wanna fly with you for some reasons. I guess its cause they think you’re the best.

Moore also gives his compliments when the men make accomplishment in holding on the Vietnamese.

Jack : Colonel, may I ask you question? Moore : Sure. Jack : What do you think about being a soldier and a father?

Moore : I hope that being good as the one makes me better at the other. Why? What about you? Jack : I don’t know, sir. Between college and here, Barbara and I spent a year in Africa. We helped build a school for orphans. They were orphans because the warlord across the border didn’t like their tribe. I know God has Moore : Well, why don’t we ask him? Come on let’s go ask him. Our father in heaven, before we go into battle every soldier among us will approach you each in his own way. Our enemies too, according to their own understanding will ask for protection and victory. And so we bow before your infinite wisdom. We offer our prayers as the best we can. I pray you watch over young men like Jack Geoghegan that I lead into battle. You use me as your instrument in this awful hell of war to watch over them. Especially if they’re men like this one beside me, deserving of a future in your blessing and good will. Amen. Jack : Amen.

In addition, the person with good social skills listens well. Nodding of the head, the occasional quick comment, and clearly taking in someone else’s communications is valuable. People don’t simply wish to be talked to; they want to be talked with. A sense that both communicators are taking equal part in a conversation demonstrates advanced social skills.74

People with these social skills are able to create group synergy in pursuit collective goals, build the team and shows commitment. It shows when during training Moore teach his men teamwork in building his team , makes a Crazy

Horse, a hero of Indian Sioux Tribe, reference stating that every woman in the tribe was called “mother” and every elder called “grandfather. He also states,

“The tribe fought as a family. Take care of you men. Teach then to take care of one another. ‘Cause when this start, each other is all we’re gonna have. During

74 http://www.wisegeek.com/what-are-social-skills.htm

training Moore also tells his men to respect different personalities, cultures and sensitivities.

Sergeant-Major-Plumpley will always be with them in the battle.

From his speech that he said, it is clear that he won’t leave his men in the middle of the battle. It becomes one of things that build a close relationship with

Moore’s men and build trust to Moore.

It is proven when brigade headquarters wants Moore to lift out on the first chopper at dawn to return to Saigon for debriefing during the middle of the conflict.

From the dialogue above, it can be seen that Moore objects the order to return to Saigon. He says that he will not leave his men.

As said before, people with this characteristic are able to show their commitment; in Moore’s speech he tells that he will be the first on the ground and the last off.

Moore: “We are going into battle against a tough and determined enemy. I can’t promise you that I will bring you all home alive. But this I swear, before you and before Almighty God: that when we go into battle, I will be the first to set foot on the field, and I’ll be the last to step off. And I will leave no one behind. Dead or alive, we will all come home together, so help me God.”

He proves his speech to all his subordinates that he becomes the first one to set foot on the field, and after all of his men, dead or alive is removed from the battlefield, he steps on to a helicopter and flies out of the valley and be the last to step off (see picture 18 enclosure).

B. Emotional Intelligence and Teamwork in the Film “We Were Soldiers”

On the previous explanation, the writer tells that the main character has the characteristics of Emotional Intelligence. Here, the writer will analyze that

American successful teamwork in We Were Soldiers film has a strong relation with Emotional Intelligence. Emotional Intelligence has much commonality between successful teamwork and emotional intelligence and this is supported by

Yost and Tucker who promotes a strong relationship between successful teamwork and emotional intelligence.75

Emotional Intelligence is different way of being smart. It includes knowing your feeling and using them to make good decision; managing your feeling well; motivating yourself with zeal and persistence; maintaining hope in the face of frustration; exhibiting empathy and compassion; interacting smoothly; and managing your relationship effectively. Those emotional skill matters for teamwork. As defined by Harris and Harris, team work is “…a work group or unit with a common purpose through which members develop mutual relationships for the achievement of goals/tasks”76

75 Yost, C.A., & Tucker, M.L. (2000). Are effective teams more emotionally intelligent? Confirming the importance of effective communication in teams. Delta Pi Epsilon Journal. 76 Harris, P.R., & Harris, K.G. (1996). Managing effectively through teams. Team Performance Management: An International Journal, p.23.

On the previous explanation, it was said that Moore has a good level of emotional intelligence, Moore is able to understand other people’s emotions. It is showed when Moore congratulates Jack on the birth of his first child. He’s also able to communicate with him. When Jack is telling his problem, he is afraid if his child becomes an orphan, Moore is aware of Jack emotion on that time. Moore asks Jack to pray together after Jack tells Moore his worried if his child will become an orphan if he goes into the battle. In this time, we can see Jack face that he feels supported in discussing his problem (see picture 19 enclosure). People usually feel more comfortable after sharing their problems, talking about or communicating problem to each other is a healthy thing. It can be concluded that

Moore cares for one another, showing warm feelings, shows empathy and all of those contribute to and have impact on the success of the team. As telling before that Emotional Intelligence helps build an emotionally intelligent in a team. It is showed when Jack concern of one of his subordinates, Goldbolt. Jack sees

Goldbolt left behind during training. Jack knows that there’s something wrong

with his feet. Jack tells him to take his boots off, and then he recognizes that his soldiers need to take care of his feet.

Emotional Intelligence is about how we relate with others, teams that care about each other at a personal and professional level are more likely to be successful than teams that ignore the importance of the relationship between positive interpersonal relationships, professional relationships and goal achievement.

On the previous scene, Moore teaches his men teamwork in building his team, makes a Crazy Horse, a hero of Indian Sioux Tribe, reference stating that every woman in the tribe was called “mother” and every elder called “grandfather.

He also states, “The tribe fought as a family. Take care of you men. Teach then to take care of one another. ‘Cause when this start, each other is all we’re gonna have. During training Moore also tells his men to respect different personalities, cultures and sensitivities. And in the middle of the battle, we can see that they work as a team, try to save their friend that ambushed by Vietnamese.

Men: we got an American platoon out there! An air Cav. Platoon cut off out there. All: Air Cav! Air Cav! Garry Owen!

One of Moore’s men also tries to save his different color friend (see picture 20 enclosure) without ignoring his own safety.

In the middle of the battle, Moore concern of his men need, Moore gives his water to his wounded men that more needed. Then next one of his men shows his empathy too, although he is wounded he gets out of the helicopter and gives

his room to another wounded soldier in a helicopter. And we can see here that the team member felt his need is noticed during the battle.

Harris and Harris (1996) explain that successful teams have a high level of maintenance and must incorporate essential ‘invisible’ skills such offering team members support when needed. It is showed by Snakeshit. Moore gives compliments to Snakeshit and as the result Snakeshit says that “if you need us you call us”. From that statement, we can see that the way how we relate with other affect our relationship. Positive relationship could impact on successful team.

A leader, who had a high self confidence, could influence his men easily.

It is obvious that Self awareness of main character has a relationship to American soldiers’ successful teamwork, which is Moore was aware of his emotions and the possible impact they could have on the team.

During the battle, pressure and stress are facing by Moore. Before landing in Vietnam, Moore though that they wouldn’t be outnumbered. Not only they were outnumbered; they were also surrounded with no way out. There was between 2,000-3,000 regular enemy soldiers. Here, Moore able to control and regulate his emotion under pressure, he stay calm, clear and focused when things do not go as planned so the team did not have a negative impact in trying to pursuit the goal. It is seen when Moore not only regulating his emotion but also his men, by keep trying calm and tries to calm him men down. When the things are not going as planned, people tend to be not able to manage their emotion, and

it can be impacted to the others, the communicant could get miss the communication.

Moore also does not react quickly in making decision, he thinks before acting. Here, during the battle, we can see also that Moore cope his stress through supportive relationships. In the middle of the battle, all Moore Company’s is being overrun, Moore think what he has to do. Then he calls a last Broken Arrow.

As said before, Broken Arrow means that the American unit has been overrun; it calls in every combat aircraft for support. The coordinates will be needed to direct those combat air craft. But at this time, Charlie makes mistake by giving the wrong coordinate, which is pointed to his own friends. He feels down for a moment (see picture 21 enclosure), and Moore could see it. He motivates his men,

Charlie, to keep the support coming when he makes mistake in giving the wrong coordinates which pointed to his own friend. We can see here that Charlie felt encouraged, by then he keeps them coming in to help them. It is important to make team members felt supported, especially when they make mistakes.

After being chosen to lead the American soldiers, Moore asks Major

Crandall as a team member. Moore asks Major Bruce Crandall, usually called

Snakeshit by his men, to be part of his air Cavalry team as a chopper pilot.

Moore : Well you guys look like a shit, but your equipment is immaculate. Yesterday was Sunday. You didn’t have to be training, but you were. You got pilots like Too Tall character. He’s way outside the limits of army regs. They wanna fly with you for some reasons. I guess its cause they think you’re the best. Snakeshit : It’s cause I only recruit the dumb one, sir. Moore : [chuckles] Snakeshit : I don’t suppose I have a choice in all this. Moore : You sure you don’t. Snakeshit : Wouldn’t miss it for the world. To the Air Cavalry.

In the dialogue above, we can see Moore’s social skill in recruiting

Snakeshit. We can see here Moore is so good in persuading people to cooperate;

Moore make a comfortable situation and motivates him by saying that he is the solution of Moore’s problem and even though they look like a shit, but their equipment is immaculate. And we can see above in the end of their chat that

Snakeshit felt motivated and decided to join Moore to be his part of the Air

Cavalry team.

On the night of last day, Brigade headquarters are ordering all of

American soldiers out and they are gonna march reinforcement in, but Moore is better knowing. He knows that they can not get out, because the Vietminh is waiting up there in a cave and that’s what he wants. The minute he sees live soldiers hopping on a helicopter, he’ll be all over them. Moore then tells to

Sergeant Major Plumpley that they are planning their final attack. That is what he would do if he were Lieutenant Colonel Nguyen Huu An. So, Moore orders

Sergeant Major Plumpley to hand out the last ammunition.

Moore awareness is right, at that time LC. Nguyen Hu An is planning their final attack. On the third day at 5:57 am is the beginning of the final fight between

American and Vietminh soldiers. Moore orders all his men to fix bayonets. On that 3rd day, American soldiers charge up the mountain where the Vietnamese division headquarters is located. The Vietnamese have set up heavy machine gun emplacements near the hidden entrance of the underground headquarters spoken of by the scout. Moore and his men charge right at them, into a seemingly impending massacre.

But, before the Vietnamese can fire; Major Bruce ‘Snakeshit” Crandall flies in with his helicopter and kills Vietnamese guards with his side mounted machine guns. Meanwhile, the Vietnamese commander is alerted that the

Americans have broken through their lines, and the headquarters has no troops between them and Americans. He orders the headquarters evacuated. Moore, having completed his objective, returns to the Landing Zone, to be picked up, and after all of his men, dead or alive is removed from the battlefield, steps on to a helicopter and flies out of the valley. In a brief, American soldiers has succeed to save their trapped friend which ambushed by Vietnamese and broken through enemy’s line as a team.

At the end, as Harris and Harris say that successful teams require both technical skills and interpersonal skills “…communication at both the cognitive and feeling levels is what determines the success or failure of the team”77. In the film, we can see that Moore and Snakeshit are as the characters that mostly appear. Communication at both also has a relationship with the successful team in winning the battle. Moore, as the leader, knows well how to communicate with

77 Harris, P.R., & Harris, K.G. (1996), op.cit. p.29.

his team and treat his men well. When Moore asks Snakeshit to join his team,

Moore use his Emotional Intelligence in persuading him, Moore is able to stimulate cooperation, through well developed communication and social skill.

Moore has a good communication with his team.

Vietnamese. At the end of the battle, American soldiers has succeed to save their trapped friend which ambushed by Vietnamese and broken through the enemy’s line.

CHAPTER IV

CONCLUSSION AND SUGGESTION

A. Conclusion

In this research, the writer analyzes “We Were Soldiers” film that is a

2002 television film adapted from the book ‘We Were Soldiers Once . . . And

Young’ by Lieutenant Colonel Harold G. Moore and Joseph L. Galloway, the only journalist willing to go into the front lines to capture a firsthand account of the war. The film produced by Arne L. Schmidt, Jim Lemley, and Randall Wallace. It directed by Randall Wallace. The movie which adapted from the book is based on a true story about a gruesome depiction of the bloody engagement in which 400

American troops, under the leadership of Moore, took on 2000 North

Vietnamese.78

In this thesis the writer uses Daniel Goleman’s leadership theory of

Emotional Intelligence and its implication for everyday life including the world of work (1998b) as the basis theory of this thesis analysis.

The film describes the Emotional Intelligence through the main character, which is self awareness, self regulation, motivation, empathy and social skill.

Emotional Intelligence its self means the "capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships" Goleman (1998).79

78 http://www.reelviews.net/movies/w/we_were_soldiers.html. It accessed on October, 2009. 79Goleman, D. (1998a). Working with emotional intelligence. New York: Bantam Books. p.317.

As described in the analysis, Moore is able to recognize and understand his own emotions and how they affect to the others. Moore also knows his strengths and weaknesses which are making self confidence in him, because people that know his own limitations are means strengths in their selves. The next important component key is Moore able to control and regulate his emotion under pressure; he is still calm, clear and focused when things do not go as planned so the team did not have a negative impact in trying to pursuit the goal. Moore also does not react quickly in making decision, he thinks before acting. Moore has a high motivation to pursuit goal in leading his men, not only his own but also everyone else’s. When one of his men makes a mistake in the middle of the battle,

Moore encourages him. It is important to make team members feel comfortable and supported, especially in discussing their problem.

Before riding into the battle, Moore is also able to build rapport with others, to get them cooperate and move them in a direction he desire. It can be seen when Moore asks Snakeshit to be his part of Moore Air Cavalry team, and he did join Moore as a team. In the middle of the battle, Moore also giving compliments to his men to contributing their best in fighting the Vietnamese.

During training Moore also tells his men to respect different personalities, cultures and sensitivities. And in the middle of the battle, we can see that they work as a team, try to save their friend that ambushed by Vietnamese.

In the last moments, American soldiers are mostly beaten by Vietnamese, but then Snakeshit flies in with his helicopter and kills Vietnamese guards with his side mounted machine guns.

According to the theory, here, the writer found that Emotional Intelligence on main character does affect American soldiers’ successful teamwork. The successful team was highly motivated by the way main character, Moore, in leading all his team. Emotional intelligence that showed by Moore, as a leader who helps build an emotionally intelligent in a team, one in which everyone takes responsibility for increasing their own emotional intelligence, for using it in their relations with others, and for applying the skills of emotional intelligence to the team as a whole. Emotional bonding that exist between team members has a profound effect on the work produced and the overall success of the project, which is American Soldiers’ teamwork in the battle in Vietnam, especially in saving their trapped friends which is ambushed by Vietnamese.

B. Suggestion

Firstly, in analyzing film or literary work, the researchers need to watch it or read it more and more carefully. By doing that, the researchers will find out the right concept, theory, approach or what message what the story writers try to delivered. After finding out the right one to use in analyzing it, they have to collect the data from variety of sources related to the research.

In this occasion, the writer uses the leadership theory of Emotional

Intelligence and its implication for everyday life including the world of work

(Daniel Goleman 1998b) in analyzing “We Were Soldiers” film, but it is possible for the other researchers to use another concept, theory, or approach in analyzing this film.

Lastly, the writer hopes that this study will be use useful for future improvement of studying Emotional Intelligence, especially in the Faculty of

Adab and Humanities, State Islamic University “Syarif Hidayatullah” Jakarta.

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APPENDICES

Picture 1 Picture 2 Picture 3

Picture 4 Picture 5 Picture 6

Picture 7 Picture 8 Picture 9

Picture 10 Picture 11 Picture 12

Picture 12 Picture 13 Picture 14

Picture 15 Picture 16 Picture 17

Picture 18 Picture 19 Picture 20

Picture 21

Table 1

Definition Relationship to Successful Teamwork

Having positive and productive teamwork skills. The ability to recognize and Controlling emotions and understand the impact of emotions on understand your the team. moods, emotions, and drives, as well Being self-confident, high self-esteem and a coherent and as their effect on integrated self-identity. Self-Awareness others. Promoting psychological health including a happy disposition.

Being self-aware of emotions to enable self-regulation. The ability to control or redirect Handling emotions and putting the team task first. disruptive impulses and moods Using emotions to facilitate the progress of the project.

The propensity to Regulating emotions during conflict, pressure, stress and suspend judgement deadlines. Self-Regulation Self-Regulation – to think before acting Coping with stress, frustrations through creating and contributing to caring, supportive relationships.

Motivating other team members to contributing their best

Openness, flexibility and motivation to change, innovation, creativity and collaborative problem solving

Creating an environment that stimulates, enhances and empowers A passion to work team members to become motivated and apply themselves fully for reasons that go

beyond money or Showing initiative, perseverance and dedication, goal orientation status & focus

A propensity to Motivation Motivation Placing team or common goals ahead of individual goals and pursue goals pursue these with determination and perseverance with energy and

persistence Having a sincere interest and motivation for the group and individual’s achievements and goals

Considering team morale and aiming to maintain a positive productive work environment

Understanding, interpreting and identifying with colleagues’ feelings The ability to understand the Cultivating rapport with people from different ‘walks of life’ emotional makeup of other people Having the potential to turn adversarial relationships into collaborative alliances

Skill in treating Empathy people according to Showing emotional concern including reassurance and caring for their emotional other team members reactions Helping to create a team environment where members can express their feelings

Creating a team culture which is supportive, informal, comfortable, and non-judgemental

Developing professional as well as positive personal relationships with other team members

Developing intense, short-term relationships and being able to Proficiency in disconnect and work in another team environment with the same managing sincerity and motivation relationships and

building networks Being able to stimulate cooperation, collaboration and teamwork

through well-developed communication and social skills An ability to find Social Skill Social Skill common ground Developing positive, effective relationships with colleagues and build rapport through fostering trust, confidence and commitment

Helping to establish a positive team climate and promoting support and respect for one another

Having the ability to interact with team members and deter conflict, be aware of, ease and dissipate underlying tensions

Table 1: Emotional Intelligence (modified from Goleman 1998a) and attributes of successful teams.1

1 Joe Luca and Pina Tarricone. Does Emotional Intelligence Affect Successful Teamwork? Australia: ASCILITE, 2001. www.ascilite.org.au/conferences/melbourne01/pdf/papers/lucaj.pdf