March 1, 2016

Social and Emotional Intelligence for Effective Leadership

Our research points out that the leader’s style determines about 70 per cent of the emotional climate, which in turn drives around 20 per cent—and sometimes 30 per cent—of business performance (Goleman, 2002).


Four Fundamentals of Emotional Intelligence




The four fundamentals are self-awareness, self-mastery or self-management of emotion, empathy or social awareness, and relationship management. Self-awareness is actually the fundamental ability of emotional intelligence. Self-awareness is fundamental for self-management. Social awareness and self-management in tandem are the building blocks for relationship management.


Emotional Resources Required of a Leader




A leader needs self-awareness, to know what’s happening with his emotions. Leaders use self-awareness to sense what’s right and what’s wrong in a situation. Leaders have to manage their to keep their distressing emotions out of the way when they are trying to get a job done, and maintain a positive state, to have a good time with people as well, along with getting the job done.



Leaders also need empathy. Leaders need to put emotional intelligence and social intelligence into practice in a way that primes positive emotions in people, because that’s the state in which they’re going to work best.


Leadership requires a combination of self-mastery and social intelligence. Self-mastery refers to how one handles himself. Self-mastery includes self-awareness and self-control. The leadership competencies that build on self-mastery include self-confidence, the drive to improve performance, staying calm under pressure, and a positive outlook.

All these abilities can be seen at full force also, for instance, in workers who are outstanding individual performers. But when it comes to leaders, effectiveness in relationships is also important. Solo stars are often promoted to leadership positions, but then fail for lack of people skills.


References

Goleman, 2002, http://www.iveybusinessjournal.com/view_article.asp?intArticle_ID=362

http://www.danielgoleman.info/blog/2008/02/28/leadership-social-intelligent-is-essential

Originally posted in
http://knol.google.com/k/narayana-rao/social-and-emotional-intelligence-for/2utb2lsm2k7a/ 205
Earlier update 5 Dec 2011

Update on 1 March 2016


Developing emotional intelligence

April 3, 2013
http://www.danielgoleman.info/developing-emotional-intelligence/








How to Help Someone Learn Emotionally Intelligent Behavior (EIB)

EB - Emotional Behavior

EI is difficult to develop because it is linked to psychological development and neurological pathways created over an entire lifetime. It takes a lot of effort to change long-standing habits of human interaction. This means in practice is unless they want to change, EB will not change



To create the motive to change  help people find a deep and very personal vision of their own future and b) then help them to see how their current ways of operating (EB) might need a bit of work if that future is to be realized. These are the first two steps in Richard Boyatzis’ Intentional Change theory

If you’re coaching an employee, you must first help him or her discover what’s important in life. Notice the word coaching, not managing. There’s a big difference.

Next, find out  the current state of this person’s emotional intelligence? Find a way to gather input from others, either through a 360-degree feedback instrument like the ESCI (Emotional and Social Competency Inventory). ,

Once  the dream and the reality are available, it’s time for a gap analysis and a learning plan.  A learning plan charts a direct path from the personal vision to what must be learned over time to get there — to actual skill development.

Learning goals are big.  As a learning goal, empathy is one of the toughest and most important competencies to develop. The capacity for emotional and cognitive empathy is laid down early in life, and then reinforced over many years.

It a lot of hard work for your employee, and it can be. An important piece of the theory is that  you can’t do it alone. People need people — kind and supportive people — when embarking on a journey of self-development. So help mentee find other supporters, in addition to yourself, who will help when their confidence wanes or when they experience inevitable setbacks?


Developing one’s emotional intelligence can make the difference between success and failure in life and in work. And, if you’re the one responsible for people’s contributions to the team and your organization, you have to try to help those people who are EI-challenged, deficient, and dangerous. It’s part of  your job.

Even  if you’re not the boss? You can still make a difference with colleagues, too using the same approach. Put them on a learning path.

Source

How to Help Someone Develop Emotional Intelligence
Annie McKee
Harvard Business Review
APRIL, 2015






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