Clear Confident Leader Weekly Observer, Issue #9
From the Greenbelt of Boise, Idaho, Fall Showers
Emotional Intelligence accounts for 80% of career success
– Daniel Goleman
What do Followers want and need from Leaders?
A Gallup study summarized in Strengths Based Leadership, identified four elements:
- Trust – chance of engagement at work by employees when they trust organization’s leaders is better than 50%, and when they do not trust the leaders it is just 8%.
- Compassion – when employees agree that their supervisor or someone at work cares about them, they are significantly more likely to stay with their organization, have much more engaged customers, are substantially more productive, and produce more profitability.
- Stability – Followers need to have a basic sense of confidence about where their career is headed and how the organization is doing financially.
- Hope – followers want stability in the moment, and hope for the future. 69% of employees who strongly agreed that they “feel enthusiastic about the future” were engaged in their jobs, compared to 1% who disagreed or strongly disagreed.
What makes a leader credible? Or, why do we trust a leader?
According to Silent Messages: Implicit Communication of Emotions and Attitudes, by Albert Mehrabian, there are three elements in any face-to-face communication: words, tone of voice and nonverbal behavior. The three elements account differently for our liking for the person. When someone puts forward a message concerning their feelings, the basis of our liking is:
- 7% on words,
- 38% on tone of voice, and
- 55% on body language
Our ability to communicate through body language and tone of voice in a coherent fashion with our words requires integration of our physiological, emotional and mental states.
Emotional Intelligence as a Leadership skill
Emotional Intelligence, popularized in 1995 by Daniel Goleman, has extensive roots in psychological research back to the 1930’s. Our emotional intelligence has a significant impact on our leadership effectiveness:
- A study of 130 executives found that how well people handled their own emotions determined how much people around them preferred to deal with them (Walter V. Clarke Associates, 1997).
- Research by the Center for Creative Leadership has found that the primary causes of derailment in executives involve deficits in emotional competence. The three primary ones are difficulty in handling change, not being able to work well in a team, and poor interpersonal relations.
- One of the foundations of emotional competence -- accurate self-assessment – was associated with superior performance among several hundred managers from 12 different organizations (Boyatzis, 1982).
I build on the principles of emotional intelligence to assist leaders in aligning their physiological, emotional and mental states to become Clear Confident Leaders. Consider how you might assess and develop your emotional intelligence as a leader through Generative Leadership Coaching.
Let’s create a better future today!