Session Three: EQ - The Why
“75% of careers are derailed for reasons related to emotional competencies, including inability to handle interpersonal problems; unsatisfactory team leadership during times of difficulty or conflict; or inability to adapt to change or elicit trust.”
We have discussed what defines strong Emotional Intelligence in a leader. Now let’s take a closer look into why it is essential for you to be intentional about developing your EQ. In today's rapidly evolving world, where technological advancements and complex human dynamics intertwine, the significance of Emotional Intelligence for leaders cannot be overstated. EQ extends beyond mere proficiency in technical skills or strategic thinking; it is the cornerstone of leadership, fostering authentic connections, inspiring trust, and driving meaningful change. More than just a desirable trait, Emotional Intelligence is a crucial skill that empowers you to thrive in both your professional and personal life.
For Supervisors, developing a high EQ is essential for effectively managing your teams and addressing the immediate, day-to-day challenges that arise. With a strong Emotional Intelligence, you are better equipped to understand and respond to the emotions of your team members, fostering a positive and supportive work environment. This capability is critical for maintaining high levels of employee satisfaction and retention. By cultivating a strong EQ, Supervisors can effectively handle conflicts, provide meaningful feedback, and support their team's professional growth, leading to improved team morale and productivity.
Self-Assessment:
EQ: The Why
Please take a few moments to contemplate the following self-reflection questions. Where can you identify opportunities for personal growth in your leadership approach?
1. How do my emotions influence my thoughts and behaviors in different situations?
2. Have there been instances where I've let my emotions cloud my judgment or decision-making process?
3. Have I ever experienced the consequences of lacking emotional intelligence in personal or professional relationships?
4. Do I try to regulate my emotions and express them appropriately in different contexts?
5. Have I taken the time to reflect on past experiences and identify areas for improvement in my emotional intelligence?
6. How do I prioritize building and maintaining healthy relationships with others, considering the role of emotional intelligence?
7. Have I noticed any correlations between my level of emotional intelligence and my overall satisfaction and success in life?
8. How can I leverage my emotional intelligence to achieve my personal and professional goals more effectively?
Remember, this self-assessment is just a starting point for understanding your emotional intelligence as a leader. It's essential to reflect on your responses and actively work on areas where improvement is needed. Additionally, seeking feedback from others and working with your ECFL Leadership Coach can provide valuable insights into your emotional intelligence strengths and weaknesses.
In a world hungering for genuine leadership, where the lines between professional and personal realms increasingly overlap, developing a strong Emotional Intelligence isn't just advantageous—it's imperative. By nurturing EQ, you elevate not only yourself but also uplift those you lead, forging a brighter, more compassionate future for everyone.
Since the concept was first introduced in 1990, there have been over 3,000 scientific articles published on Emotional Intelligence, underscoring its value in leadership. Research shows that a robust EQ contributes to career success, entrepreneurial potential, leadership skills, health, relationship satisfaction, humor, and happiness. Most importantly for us as leaders, EQ can be enhanced through deliberate training and practice—It’s a metaphorical muscle that can be strengthened through repetition!
Here are a few of the guaranteed benefits of having a strong EQ:
The overall health of our relationships, both personally and professionally, improves.
It becomes easier to read the emotional needs of others by assessing their facial expressions, gestures, postures, and thoughtfully considering their feelings when responding and making decisions.
Listening skills improve. For example, people often wait for the pause in the conversation so they can offer their opinion; they are not really listening, but just waiting to speak. EQ encourages active listening, where you not only hear what someone is saying, but also attune to their thoughts and feelings. This turns a conversation into an active, non-competitive, two-way interaction.
Stress becomes manageable when you’re intentionally aware of the feelings of others, as you’re able to identify and remove yourself from situations that are toxic, stressful, and ultimately unhealthy.
Ultimately, Emotional Intelligence will enable you to cultivate a supportive and inclusive work environment, leading to higher morale, increased productivity, and enhanced overall team performance.
“Leadership is all about emotional Intelligence. Management is taught, while leadership is experienced.”
We can get a better grasp of the importance of a strong Emotional Intelligence by examining its scientific principles. According to Shawn Andrews in his 2018 article, “The Business Case for Emotional Intelligence” (published on Workforce.com), EQ involves how we perceive and express ourselves, and how we develop and maintain social relationships. However, neuroscience and brain-based leadership studies by Daniel Goleman reveal that EQ encompasses much more. There is a direct correlation between high EQ and increased job performance. Emotional Intelligence accounts for 58 percent of performance in all types of jobs, and 90 percent of top performers possess high EQ.
Let’s look at more research highlights:
Salovey and Mayer (1) first introduced the concept of EQ as a type of social intelligence, separable from general intelligence. According to them, EQ is the ability to monitor one's own and others’ emotions, to discriminate among them, and use the information to guide one's thinking and actions. It has been brought up that EQ is the common element that influences the different ways in which people develop in their lives, jobs, and social skills, handle frustration, control their emotions, and get along with other people. It has been found that the difference between a simply brilliant person and a brilliant manager is due to a person's EQ.
Bardzill and Slaski (2) found that organizational leaders must recognize the importance of emotionally intelligent behaviors and reward them actively. Positive reinforcement of an EQ environment ensures the development of a service – driven climate. Emotional elements underlie the dynamics of many aspects of modern organizations, and the role of EQ should be considered while devising organizational policies, processes, and procedures.
Welch (3) said that EQ enables teams to boost their performance. In an era of teamwork, it is essential to figure out what makes teams work. His research has shown that just like individuals, the most effective teams are the ones with high EQ, and that any team can improve and attain higher levels of EQ. In his study, teams with identical aggregate intelligence quotient (IQ) were compared, and it was found that teams with high levels of EQ outperformed teams with low levels of EQ by a margin of two to one.
Turner (4) stated that EQ is the softer component of the total intelligence and that it contributes to both professional and personal lives. Traditional IQ is the ability to learn, understand and reason. It is now thought to contribute only 20% to one's success, whereas EQ contributes 80%. EQ is critical to effective leadership. IQ has been linked to job performance and was a key element in recruitment. However, EQ is evident in the leaders’/managers’ ability to retain their positions and be successful in their roles. The fact is that most firms hire for IQ and fire because of lack of EQ.
Vakola et al. (5) presented that EQ contributes to a better understanding of the affective implications of policy changes within an organization. More specifically, they claimed that employees with low control of emotions react negatively toward the proposed changes since they are not well equipped to deal effectively with the demands and the affective consequences of such a stressful, emotionally expensive procedure.
There is no doubt about the importance of continuing to grow your EQ muscle. It will reap benefits not only in your professional life as a leader but will heavily impact your personal life and the relationships that are so important to you.
If you’d like to read more of this research on your own, the links can be found at the end of this session.
Remember :
Research highlights that emotional intelligence (EQ) is a critical factor for success, contributing 80% to one's achievements compared to 20% for traditional IQ, and is essential for effective leadership, teamwork, navigating organizational changes, and maintaining personal and professional relationships.
As you can see, the research is clear on why having a strong Emotional Intelligence is critical for leaders. There is one more piece of information that is important to know. Recent studies have demonstrated that as we get older, our emotional intelligence improves significantly. As people age, they tend to be more focused on positive outcomes as opposed to having negative feelings. They tend to value relationships and work harder at maintaining existing relationships and fostering new ones. They generally have a more positive outlook and a greater sense of optimism, all of which is somewhat surprising to many observers.
All of this information creates a multiplying effect for leaders:
EQ is a muscle you can grow + EQ increases as we age + Intentional Focus on Developing EQ = Leader with a very high EQ.
The higher your EQ, the more effectively you’ll lead in an organization.
There is one more ingredient to add to all of this - Motivation. People have to possess motivation, a desire, to want to continue to improve. This “internal motivation” is about having a deep personal commitment to one's goals, possessing an inner drive to pursue those goals, and a passion for the work itself rather than external rewards. Individuals with high levels of internal motivation are more likely to be perseverant in the face of setbacks, be highly productive, and have a high energy level toward achieving their goals.
Goleman suggests that this type of motivation is characterized by a strong desire to achieve for the sake of achievement itself, and it involves three key elements:
Commitment to goals: Highly motivated leaders set challenging but achievable goals and are committed to reaching them, which gives them a sense of direction and purpose.
Optimism: You maintain a positive attitude even in the face of obstacles, believing in your ability to overcome them.
Initiative: You take the initiative to act on opportunities and are ready to go beyond what's required to achieve your goals.
All of this translates to leaders who set the bar high for themselves, seek out new challenges, and are resilient in the face of difficulties.
Additionally, fostering an environment that supports internal motivation can lead to a more engaged, committed, and productive workforce. This involves providing meaningful work, opportunities for personal and professional growth, and a culture that values and recognizes individual contributions beyond just external rewards.
A strong EQ is vital for leaders as it not only enhances self-awareness and self-regulation, but also significantly improves the ability to motivate, empathize, and connect with others. This emotional acuity fosters a conducive work environment, encourages collaborative teamwork, and drives effective conflict resolution, all of which are fundamental for achieving sustained organizational success and navigating the complex dynamics of leadership roles.
Supervisors play a pivotal role in implementing the strategic vision of upper management and ensuring that frontline employees are aligned with organizational goals. A high EQ allows you to build strong, trusting relationships with your team members, making it easier to navigate the complexities of team dynamics. This emotional acuity enables Supervisors to manage stress, maintain a positive work atmosphere, and drive their team's performance. By developing a strong EQ, you’ll not only enhance your own leadership capabilities but also contribute to a more cohesive and efficient organization, ultimately leading to greater overall success.
Elevate your understanding of the components of Emotional Intelligence by taking flight with the following resources. Use this opportunity to navigate, uncover, and expand the horizons of your leadership influence.
Strategies to Become More Emotional Intelligent
Daniel Goleman (10:31)
4 Ways to Boost Your Emotional Intelligence
Farah Harris
(1. Salovey P, Mayer J. Emotional intelligence. Imagin Cogn Pers. 1990;9:185–211. [Google Scholar]
2. Bardzill P, Slaski M. Emotional intelligence: Fundamental competencies for enhanced service provision. Manag Serv Qual. 2003;13:97–104. [Google Scholar]
3. Welch J. The best teams are emotionally literate. Ind Commer Train. 2003;35:168–71. [Google Scholar]
4. Turner L. Emotional Intelligence-our intangible assets. Chart Account J N Z. 2004;83:29–31. [Google Scholar]
5. Vakola M, Tsaousis I, Nikolaou I. The role of emotional intelligence and personality variables on attitudes toward organizational change. J Manage Psychol. 2004;19:88–110. [Google Scholar])