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How to be a High EQ Leader: Shape Culture

In a time when women were supposed to focus on their families and perhaps reach out to their neighbors, Eleanor Roosevelt became involved in political activity and social justice. She delved into issues of economic and social equality. She actively worked to create a culture that was more tolerant, more equitable, more compassionate, more inclusive and more politically active. Leaders can look at her work to create this kind of culture to measure their own culture-building efforts. With quotes from Scott Mabry and Chris Edmonds, this article looks at how leaders can build a culture that is safe and inspiring for every person every day.

High EQ Leaders Communicate With More than Just Words

How to be a High EQ Leader: Communicate

Hi EQ Leaders Communicate with their words, with their ability to listen and with their physical presence. With a description of a very High EQ leader and quotes from Tamara McCleary, Charlee Hanna and Shawn Murphy, this article explores what it takes to be an effective communicator who can inspire passion and productive action.

Jon Mertz image for emotionally intelligent leaders

How to Be a High EQ Leader: Empathize

For the last week, I have been tending to my beloved mother who had a traumatic fall last Tuesday and who passed away very peacefully yesterday morning. this week, I planned to focus on the empathy that emotionally intelligent leaders demonstrate, but I am writing from a very different perspective—as the recipient. In the last few days, I have been the grateful recipient of so much empathy and concern that, in addition to talking about why leaders need it, I will write about what it means to experience that special gift.

Emotional Intelligence, leadership

How to be a High EQ Leader: Be Self-Aware

In a 2004 Harvard Business Review article, Daniel Goleman wrote about his review of senior manager comments from 188 companies regarding their organizations’ most outstanding leaders. He said, “When I compared star performers with average ones in senior leadership positions, nearly 90% of the difference in their profiles was attributable to emotional intelligence factors rather than cognitive abilities.

He went on to say, “In a 1996 study of a global food and beverage company, [David] McClelland found that when senior managers had a critical mass of emotional intelligence capabilities, their divisions outperformed yearly earnings goals by 20%. Meanwhile, division leaders without that critical mass underperformed by almost the same amount. McClelland’s findings, interestingly, held as true in the company’s U.S. divisions as in its divisions in Asia and Europe.”

Clearly, emotional intelligence affects a leader’s success and the success of an organization, but what are the EI skills leaders must possess or develop?


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