AN INTRODUCTION TO EMOTIONAL INTELLIGENCE
This section will help you understand the science of emotional intelligence.
SELF-AWARENESS = THE AWARE LEADER
Self-awareness is about being aware of the behaviour you demonstrate, your strengths and limitations, and the impact you have on others. Leaders high in this skill are often said to be present rather than disconnected with who they are.
AWARENESS OF OTHERS = THE EMPATHETIC LEADER
Awareness of others is about noticing and acknowledging others, ensuring others feel valued, and adjusting your leadership style to best fit with others. Leaders high in this skill are often described as empathetic rather than insensitive to others and their feelings.
AUTHENTICITY = THE GENUINE LEADER
Authenticity is about openly and effectively expressing oneself, honouring commitments and encouraging this behaviour in others. It involves appropriately expressing specific feelings at work, such as happiness and frustration, providing feedback to colleagues about the way you feel, and expressing emotions at the right time, to the right degree and to the right people. Leaders high in this skill are often described as genuine, whereas leaders low in this skill are often described as untrustworthy.
EMOTIONAL REASONING = THE EXPANSIVE LEADER
Emotional reasoning is the skill of using emotional information (from yourself and others) and combining it with other facts and information when decision-making. Leaders high in this skill make expansive decisions, whereas leaders who are low in this skill often make more limited decisions based on facts and technical data only.
SELF-MANAGEMENT = THE RESILIENT LEADER
Self-management is about managing one’s own mood and emotions; time and behaviour; and continuously improving oneself. This emotionally intelligent leadership competency is particularly important. Leaders high in this skill are often described as resilient rather than temperamental in the workplace. The modern workplace is one of high work demands and stress, which can cause negative emotions and outcomes.
INSPIRING PERFORMANCE = THE EMPOWERING LEADER
Inspiring performance is about facilitating high performance in others through problem solving, promoting, recognising and supporting others’ work. An individual’s performance can be managed with key performance indicators; however, research has shown that this ‘compliance’ style often fails to drive discretionary effort and high performance. Leaders who adopt a more inspiring style often empower others to perform above and beyond what is expected of them.