{"id":4119,"date":"2023-11-06T10:57:49","date_gmt":"2023-11-06T05:27:49","guid":{"rendered":"https:\/\/ksrini.life\/journal\/?p=4119"},"modified":"2023-11-09T11:28:51","modified_gmt":"2023-11-09T05:58:51","slug":"emotional-intelligence-leadership-that-gets-results","status":"publish","type":"post","link":"https:\/\/ksrini.life\/journal\/emotional-intelligence-leadership-that-gets-results\/","title":{"rendered":"Emotional Intelligence – Leadership That Gets Results"},"content":{"rendered":"\n

Ask any group of businesspeople <\/strong>the question \u201cWhat do effective leaders do?\u201d and you\u2019ll hear a sweep of answers. Leaders set strategy; they motivate; they create a mission; they build a culture. Then ask \u201cWhat should<\/em> leaders do?\u201d If the group is seasoned, you\u2019ll likely hear one response: the leader\u2019s singular job is to get results.<\/p>\n\n\n\n

But how? The mystery of what leaders can and ought to do in order to spark the best performance from their people is age-old. In recent years, that mystery has spawned an entire cottage industry: literally thousands of \u201cleadership experts\u201d have made careers of testing and coaching executives, all in pursuit of creating businesspeople who can turn bold objectives\u2014be they strategic, financial, organizational, or all three\u2014into reality.<\/p>\n\n\n\n

Still, effective leadership eludes many people and organizations. One reason is that until recently, virtually no quantitative research has demonstrated which precise leadership behaviors yield positive results. Leadership experts proffer advice based on inference, experience, and instinct. Sometimes that advice is right on target; sometimes it\u2019s not.<\/p>\n\n\n\n

But new research by the consulting firm Hay\/McBer, which draws on a random sample of 3,871 executives selected from a database of more than 20,000 executives worldwide, takes much of the mystery out of effective leadership. The research found six distinct leadership styles, each springing from different components of emotional intelligence. The styles, taken individually, appear to have a direct and unique impact on the working atmosphere of a company, division, or team, and in turn, on its financial performance. And perhaps most important, the research indicates that leaders with the best results do not rely on only one leadership style; they use most of them in a given week\u2014seamlessly and in different measure\u2014depending on the business situation. Imagine the styles, then, as the array of clubs in a golf pro\u2019s bag. Over the course of a game, the pro picks and chooses clubs based on the demands of the shot. Sometimes he has to ponder his selection, but usually it is automatic. The pro senses the challenge ahead, swiftly pulls out the right tool, and elegantly puts it to work. That\u2019s how high-impact leaders operate, too.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Emotional intelligence\u2014the ability to manage ourselves and our relationships effectively\u2014consists of four fundamental capabilities: self-awareness, self-management, social awareness, and social skill. Each capability, in turn, is composed of specific sets of competencies. Below is a list of the capabilities and their corresponding traits.<\/p>\n\n\n\n

What are the six styles of leadership? None will shock workplace veterans. Indeed, each style, by name and brief description alone, will likely resonate with anyone who leads, is led, or as is the case with most of us, does both. Coercive leaders<\/em> demand immediate compliance. Authoritative leaders<\/em> mobilize people toward a vision. Affiliative leaders<\/em> create emotional bonds and harmony. Democratic leaders<\/em> build consensus through participation. Pacesetting leaders<\/em> expect excellence and self-direction. And coaching leaders<\/em> develop people for the future.<\/p>\n\n\n\n

Close your eyes and you can surely imagine a colleague who uses any one of these styles. You most likely use at least one yourself. What is new in this research, then, is its implications for action. First, it offers a fine-grained understanding of how different leadership styles affect performance and results. Second, it offers clear guidance on when a manager should switch between them. It also strongly suggests that switching flexibly is well advised. New, too, is the research\u2019s finding that each leadership style springs from different components of emotional intelligence.<\/p>\n\n\n\n

Measuring Leadership\u2019s Impact<\/h2>\n\n\n\n

It has been more than a decade since research first linked aspects of emotional intelligence to business results. The late David McClelland, a noted Harvard University psychologist, found that leaders with strengths in a critical mass of six or more emotional intelligence competencies were far more effective than peers who lacked such strengths. For instance, when he analyzed the performance of division heads at a global food and beverage company, he found that among leaders with this critical mass of competence, 87% placed in the top third for annual salary bonuses based on their business performance. More telling, their divisions on average outperformed yearly revenue targets by 15% to 20%. Those executives who lacked emotional intelligence were rarely rated as outstanding in their annual performance reviews, and their divisions underperformed by an average of almost 20%.<\/p>\n\n\n\n

What Makes a Leader?<\/p>\n\n\n\n

Our research set out to gain a more molecular view of the links among leadership and emotional intelligence, and climate and performance. A team of McClelland\u2019s colleagues headed by Mary Fontaine and Ruth Jacobs from Hay\/McBer studied data about or observed thousands of executives, noting specific behaviors and their impact on climate.1<\/sup> How did each individual motivate direct reports? Manage change initiatives? Handle crises? It was in a later phase of the research that we identified which emotional intelligence capabilities drive the six leadership styles. How does he rate in terms of self-control and social skill? Does a leader show high or low levels of empathy?<\/p>\n\n\n\n

The team tested each executive\u2019s immediate sphere of influence for its climate. \u201cClimate\u201d is not an amorphous term. First defined by psychologists George Litwin and Richard Stringer and later refined by McClelland and his colleagues, it refers to six key factors that influence an organization\u2019s working environment: its flexibility\u2014<\/em>that is, how free employees feel to innovate unencumbered by red tape; their sense of responsibility<\/em> to the organization; the level of standards<\/em> that people set; the sense of accuracy about performance feedback and aptness of rewards<\/em>; the clarity<\/em> people have about mission and values; and finally, the level of commitment<\/em> to a common purpose.<\/p>\n\n\n\n

By: Daniel Goleman<\/p>\n","protected":false},"excerpt":{"rendered":"

Ask any group of businesspeople the question \u201cWhat do effective leaders do?\u201d and you\u2019ll hear a sweep of answers. Leaders set strategy; they motivate; they create a mission; they build a culture. Then ask \u201cWhat should leaders do?\u201d If the group is seasoned, you\u2019ll likely hear one response: the leader\u2019s singular job is to get results. But how? The<\/p>\n","protected":false},"author":1,"featured_media":4285,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[311],"tags":[566,565,522,535,508,503,516,525],"class_list":["post-4119","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-research-insights","tag-atman","tag-bhakti","tag-emotional-intelligence","tag-leader","tag-leadership","tag-monkmindset","tag-tyaag","tag-work-place","enable-dropcap","disable-2-columns"],"yoast_head":"\nEmotional Intelligence - Leadership That Gets Results - ksrini Journal<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/ksrini.life\/journal\/emotional-intelligence-leadership-that-gets-results\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Emotional Intelligence - Leadership That Gets Results - ksrini Journal\" \/>\n<meta property=\"og:description\" content=\"Ask any group of businesspeople the question \u201cWhat do effective leaders do?\u201d and you\u2019ll hear a sweep of answers. Leaders set strategy; they motivate; they create a mission; they build a culture. Then ask \u201cWhat should leaders do?\u201d If the group is seasoned, you\u2019ll likely hear one response: the leader\u2019s singular job is to get results. But how? 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