In my experience with new leaders, the question they most often seem to grapple with is how to motivate other […]
Want to expand your leadership? Sign up here to stay connected.
I look back at my first experience hiring a new employee with a mixture of embarrassment and regret: embarrassment that […]
Three leadership experts, Dan Rockwell, LaRae Quy and Shawn Upchurch, answer the question: What do High EQ Leaders do that other leaders do not? Their focus on nurturing relationships leads to 10 reminders for leaders about how they can build and nurture strong and authentic relationships.
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?