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Emotional Intelligence (EQ) and Leadership

Emotional Quotient (EQ) AND LEADERSHIP "Emotional intelligence is the ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth." [Mayer and Salovey] EMOTIONAL QUOTIENT (EQ) VS. INTELLIGENCE QUOTIENT (IQ) A study comparing with OUTSTANDING AVERAGE MANAGERS IQ IQ MANAGERS -EQ found that 90% OF EQ THE DIFFERENCE WAS ACCOUNTED FOR BY EQ. Exposure to a traditional Exposure to CĂ“GNITIVE-BASED LEADERSHIP CURRICULUM = WITHOUT SKILLS DEVELOPMENT %3D does not correlate with IMPROVEMENTS IN EQ OR CAREER SUCCESS. A study found that the most important factor to predict WHETHER OR NOT a person TOOK THE LEAD WITHIN HIS OR HER TEAM was an individual's IQ AND PERSONALITY even EMOTIONAL INTELLIGENCE when taking A study at PepsiCo found that company units headed by MANAGERS WITH 15%-20% MANAGERS 15%-20% WITH E WELL-DEVELOPED UNDERDEVELOPED YEARLY YEARLY OUT PERFORM REVENUE TARGETS UNDER REVENUE PERFORM TARGETS EMOTIONAL INTELLIGENCE SKILLS EMOTIONAL INTELLIGENCE SKILLS A study of UC of Berkeley PhDs over 40 years found that THAN in EQ WAS FOUR TIMES IQ predicting who achieved TU SUCCESS IN THEIR FIELD. MORE POWERFUL EQ SCORES while average IQ SCORES HAVE JUMPED approximately among young people and adults HAS FALLEN | 25 POINTS In a worldwide study of what CcOMPANIES WERE LOOKING FOR in hiring new employees, 67% EQ COMPETENCIES 33% WERE UTHER COMPETENCIES of the most desired OF ATTRIBUTES ATTRIBUTES WERE HABITS OF HIGH EQ LEADERS A study that looked at the successes and failures of eleven American presidents showed that EI WAS THE KEY QUALITY that distinguished the successful from the unsuccessful. They choose their battles WISELY, behave ASSERTIVELY when They are able to recognize and UNDERSTAND THEIR OWN MOODS, EMOTIONS They are able to UNDERSTAND THE EMOTIONAL MAKEUP of necessary, and display the COURAGE to confront sticky other people and the skills it takes to treat people according to their emotional reactions. AND DRIVES as well as their effect on others. They have situations with CONFIDENCE. the ability to ALIGN PEOPLE, bringing them together to work toward a common goal. COMMON LEADERSHIP/ORGANIZATIONAL PROBLEMS THAT CAN BE ADDRESSED BY HIGH EQ LEADERSHIP Research indicates SYMBOLIC MANAGEMENT TECHNIQUES such as the use of stories, inspirational speech, and rituals effectively AROUSE INDIVIDUALS TO INSPIRE THEM to perform according to team values and goal behaviors. Emotionally intelligent leaders CONSTRUCTIVELY RESOLVE CONFLICTS and establish a relationship of COOPERATION AND TRUST between members, thus contributing to the COLLECTIVE MOTIVATION OF TEAM MEMBERS. Several studies show that managers' El positively accounts for DIFFERENCES IN TEAM OUTCOMES AND TEAM ATTITUDES, such as group satisfaction, cohesiveness and effectiveness. Managerial El is positively related to EMPLOYEE PROFIT PERFORMANCE. Leaders in positive affective states MAY ENERGIZE THE PEOPLE THEY LEAD, causing them to approach tasks actively and enthusiastically, as they have high levels of confidence in their ability to succeed. Leaders with high EQ help to ELIMINATE DISAGREEMENTS AND CONFLICT THROUGH EXCELLENT COMMUNICATION to achieve the highest synergy within a team, enhancing its internal harmony and goal achievement. A Gallup study found that EMPLOYEES WHO HAD MANAGERS WITH HIGH EQ were than those 41 TIMES LESS WHO HAD MANAGERS WITH LOW EQ A FO LEAVE A study found that MORE THAN of an EMPLOYEE'S VIEW of the A study found that EXECUTIVES WHO LACKED EMOTIONAL INTELLIGENCE were rarely rated as outstanding in their annual performance reviews, and THEIR DIVISIONS A study found that 69% 70% of the managers whose workers reported HIGH ENGAGEMENT = Could be considered EMOTIONALLY INTELLIGENT ORGANIZATIONAL 20% CLIMATE of a company directly results from their MANAGER'S EMOTIONAL INTELLIGENCE. by an average of almost UNDERPERFORMED WAYS TO INCREASE EQ EQ TENDS TO INCREASE incrementally with age, without deliberate interventions Being ASSERTIVE and being able to express difficult emotions when necessary STAYING PROACTIVE Maintaining a POSITIVE ATTITUDE and not reactive in the face of a difficult situation O Staying cool and MANAGING STRESS Developing RESILIENCY in the face of adversity COACHING PROGRAMS: While no program can get someone from 0 to 100%, A WELL-DESIGNED COACHING INTERVENTION CAN ACHIEVE IMPROVEMENTS OF 25% SOURCES %286TH%20ED%29%20-%20INTRODUCTION.pdf Management%20of%20EI_Org%20Dynamics.pdf blog/communication-success/201410/how-increase-your-emotional- intelligence-6-essentials NORWICH UNIVERSITY Online into account

Emotional Intelligence (EQ) and Leadership

shared by andrewdeen on Dec 02
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Time and again, research has shown that high EQ can work wonders in the workplace in virtually any field. CEOs and politicians have harnessed EQ to achieve incredible results in their respective careers.


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