No doubt emotional intelligence is rarer than book smarts, but my experience says it is actually more important in the making of a leader. You just can’t ignore it. —JACK WELCH
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A roadmap to success for tomorrow’s leaders
The EQ Leader provides an evidence-based model for exceptional leadership. This book shows you how to put these key factors to work in your own practice, with clear examples and concrete steps for improving skills and competencies and a deep look at the leaders of tomorrow delves into the fundamental differences that set them apart—and fuel their achievement.
Leadership is changing, both in look and practice; strictly authoritative approaches are quickly losing ground as today’s workers discover the power of collaboration and the importance of interpersonal awareness. This book provides step-by-step guidance for leading from within this space, with evidence-based approaches for success.
- Lead authentically to inspire and motivate others
- Support employee’s needs and nurture development
- Communicate with purpose, meaning, and vision
- Foster ingenuity, imagination, and autonomous thinking
An organization’s success rests on the backs of its leadership. At all levels, true leadership is about much more than management and task distribution—it’s about commitment, collaboration, nurturing talent, developing skills, fostering relationships, and so much more. The EQ Leader integrates the essential factors of successful leadership into a concrete blueprint for future leaders.
What Is Emotional Intelligence?
The skills that make up emotional intelligence have evolved along with humanity. The need to cope, adapt, and get along with others was critical to the survival of early hunter-gatherer societies. The human brain reflects this undeniable fact.
Basic emotional skills are the building blocks of emotionally intelligent competencies. —STEVEN STEIN
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Why is EQ Essential For A Leader?
Leaders with this important skill are able to create workplace environments in which employees feel comfortable taking risks and sharing their ideas. They are able to make difficult decisions, resolve conflict effectively, and adapt to changing business goals and circumstances.
A lack of emotional intelligence inhibits a leader’s ability to effectively collaborate and communicate with others. When a leader is not able to manage their emotions, employees may be less eager to share their ideas and are less likely to reach their full potential.
The benefit of EQ Leader
A great leader is one who has the ability to balance EQ and IQ. Here are the benefits that EQ brings to leaders
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Self-Perception: Know Thyself
We tend to underestimate how important our emotions can be in not only getting us through the day but getting us where we want to be in life. We refer to knowing your feelings in the moment as emotional self-awareness. I find that people who are successful in life are not only good at discerning exactly what they think about other people, things, and situations, but they also tend to know themselves.
Knowing your strengths and weaknesses and having the right level of self-confidence is called self-esteem. Truly successful leaders also have an idea of how they are doing in terms of their life plans. the work they love to do, live the life they choose and seek learning experiences that reinforce their work-life choices. Incidentally, they also contribute to the success of other people. We call this self-actualization.
Emotional Self-Awareness: Know Your Feelings
We all have feelings stored in our brains associated with events, people, and circumstances. These emotions range from joy and happiness to fear, disgust and anger. Some of us are better able to remember and relive these emotions. Others spend their lives repressing many past emotional experiences.
By becoming aware and analyzing your feelings and thoughts, you can better control your emotions and modify them if necessary. You may want to meet with some of your high-level employees to help find solutions, or perhaps create a special committee involving employees to help find solutions. Remember that your emotions can be more of a call to action than a reason to withdraw.
Looking at Self-Awareness and Self-Regard
Through introspection, we arrive at our self-image, which can often differ from who we really are (or at least how others see us). However, our self-perception can be somewhat flawed due to the unrealistic view we have of ourselves. Hogan refers to this as our identity, which can be self-fulfilling or self-sabotaging.
On the other hand, the way others see us is called our reputation. This might be closer to Socrates’ version of self-knowledge. “knowing yourself” goes beyond self-reflection. This experience goes beyond your own self-reflection. and consider the evidence of others and their successes and failures as they navigate the world.
Discovering Your Self-Regard
There are various ways to learn more about your own self-regard. An easy way is through an emotional intelligence assessment, either self-report or 360.
Leaders high in self-regard are confident leaders. They feel good about themselves and where they are in life. They tend to be in tune with their emotions. That means they can recognize what they’re feeling emotional and can predict how they might feel in certain situations. Further, they can detect nuances in their emotions.
On the other hand, leaders who score low in self-perception are not in touch with their feelings. They tend to lack inner strength and confidence. Instead of using emotions as a guide to making choices and managing stress, their emotions either elude them or are likely to confuse them. They often have difficulty understanding the emotional landscape and this hinders their ability to be effective as a leader.
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