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Skills intelligence
 

Skills intelligence

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    Skills intelligence Skills intelligence Document Transcript

    • Leadership Skills & Emotional IntelligenceExecutive Summary: Emotional intelligence has become a popular topic in the business press in recent years. Although we have not used the term “emotional intelligence”, the Center for Creative Leadership has helped many leaders understand and develop emotional intelligence competencies for over thirty years. One way that we have successfully helped managers move beyond intellectual know-how and expand their emotional intelligence is through Benchmarks, a multi-rater feedback tool. This study compares scores on Benchmarks to self-reported emotional intelligence as measured by the BarOn EQ-i. We learned that key leadership skills and perspectives are related to aspects of emotional intelligence and the absence of emotional intelligence was related to career derailment.
    • Leadership Skills & Emotional IntelligenceHow is emotional intelligence related and weaknesses. Ratings on self-awareness wereto the specific behaviors we associate related to impulse control and stress tolerance. If you find that you explode into anger easily, it iswith leadership effectiveness? likely that others don’t see you as very self-aware. In addition, it appears that others may drawFindings: Higher levels of emotional conclusions about your self-awareness from howintelligence are associated with better you handle difficult and challenging situations. Ifperformance in the following areas: you get anxious, others may interpret this as a Participative Management lack of self-awareness. Putting People at Ease Self-Awareness Balance Between Personal Life and Work Balance Between Personal Life and Work measures the degree to which work and personal Straightforwardness and Composure life activities are prioritized so that neither is Building and Mending Relationships neglected. High ratings from bosses on these Doing Whatever it Takes behaviors were associated with the emotional Decisiveness intelligence measures of social responsibility, Confronting Problem Employees impulse control, and empathy. Giving your Change Management bosses the impression that you are balanced is connected with your feelings of being able toParticipative Management reflects the contribute to a group, controlling your impulses,importance of getting buy-in at the beginning of and understanding the emotions of others. Highan initiative. It is an extremely important ratings from direct reports are also associatedrelationship-building skill in today’s management with impulse control.climate in which organizations valueinterdependency within and between groups. Of Straightforwardness and Composure, whichall the skills and perspectives measures on refers to the skill of remaining calm in a crisis andBenchmarks, participative management had the recovering from mistakes, is related to severallargest number of meaningful correlations with emotional intelligence measures. Notmeasures of emotional intelligence. In other surprisingly, ratings from bosses, peers, and directwords, managers who are seen as good at reports on this scale are related to impulselistening to others and gaining their input before control. Direct report ratings are also associatedimplementing change are likely to be assessed as with stress tolerance, optimism, and socialgood at cooperating with others, able to find responsibility. Boss ratings are related topleasure in life, able to foster relationships, happiness. Thus it appears that being rated highlycontrol impulses, and understand their own on straightforwardness and composure has to doemotions and the emotions of others. with controlling impulses during difficult times, being responsible toward others, and having aPutting People at Ease gets at the heart of satisfied disposition.making others relaxed and comfortable in yourpresence. From the perspective of direct reports, Building and Mending Relationships is theputting people at ease was related to impulse ability to develop and maintain workingcontrol, which is defined as the ability to resist or relationships with various internal and externaldelay the impulse to act. This finding suggests parties. Ratings from bosses on this scale werethat being able to behaviorally put people at ease related to only one measure of emotionalhas to do with controlling your own impulses intelligence: impulse control. This is notwith regard to anger or other emotions. Boss surprising because poor impulse control manifestsratings of putting people at ease are related to itself as an inability to control hostility andhappiness, suggesting that your disposition is explosive behavior. Obviously, this tendency willrelated to how comfortable others are in your not translate into strong relationships with bosses.presence. Similarly, scores on stress tolerance are related to direct report ratings. Difficulties handling stressSelf-Awareness describes those managers who may reveal themselves to direct reports ashave an accurate understanding of their strengths ©2003 Center for Creative Leadership
    • problematic relationships or the stress may result of change management are related tofrom troubled relationships with direct reports. interpersonal relationship abilities. Apparently, the ability to establish satisfying relationships hasBoss ratings on Doing Whatever It Takes, a connection to how well peers judge your abilitywhich has to do with persevering in the face of to institute change.obstacles as well as taking charge and standingalone when necessary were related to two of the Conclusions: Leadership abilities vary accordingemotional intelligence scales: independence and to rater perspective and level of emotionalassertiveness. People who are high on intelligence. In general, co-workers seem toindependence tend to be self-reliant and appreciate managers’ abilities to control theirautonomous. Although they may ask for input impulses and anger, to withstand adverse eventsfrom others, they are not dependent on it. and stressful situations, to be happy with life, andAssertiveness has to do with expressing feelings, to be a cooperative member of the group. Thesethoughts, and beliefs in a nondestructive manner. leaders are more likely to be seen as participative,People high on this scale are not shy about letting self-aware, composed, and balanced.others know what they want. Direct report ratingsare associated with independence and optimism.Optimism has to do with looking at the brighter The Method and Analysisside of life. This constellation of relationshipssuggests that doing whatever it takes requires This summary compiled by Jean Leslie, Mangeremotional intelligence in the sense of being able of Instrument Research at CCL, is based on datato go after what you want, being able to persevere from 302 managers attending CCL’s Leadershipin getting what you want, and seeing that a bright Development Program® between July andfuture is possible. September 2000. The managers volunteered to take part in this research by completing both theDirect report ratings of Decisiveness are related BarOn Emotional Quotient Inventory (BarOn EQ-to assessments of independence. Decisiveness i), which assesses components of emotionalhas to do with a preference for quick and intelligence, and Benchmarks. On average, LDPapproximate actions over slow and approximate participants were 42.7 years old, 73% were male,ones. Independence has to do with the ability to 81% were white, and 90% had a minimum of abe self-directed and self-controlled in one’s bachelor’s degree. The results of both surveysthinking. It does not seem at all surprising that were linked and analyzed. Results reported herepeople who rate themselves as independent are based on at least moderately associatedthinkers would be viewed by their direct reports (r≥.20) zero order correlations of participantsas decisive.Another interesting relationship has to do withpeer ratings of Confronting Problem Is the need to develop emotionalEmployees, the degree to which a manager acts intelligence abilities related todecisively and fairly when dealing with problem derailment behaviors?employees, and the emotional intelligencemeasure of assertiveness. Assertive people are Findings: In his 1998 book, Working Withable to express their beliefs and feelings in a Emotional Intelligence, Donald Goleman suggestsnondestructive manner. These results suggest that that some of the reasons why people derail stembeing able to do this is helpful when it comes to from a lack of emotional intelligence. Ourdealing with problematic performance situations. research indicates the absence of emotional intelligence is related to career derailment. LowChange Management is the final Benchmarks emotional intelligence scores are related to:scale to be connected with emotional intelligence. Problems with Interpersonal RelationshipsThis skill has to do with the effectiveness of the Difficulty Changing or Adaptingstrategies used to facilitate change initiatives.Ratings from direct reports are associated with Ratings on Problems with Interpersonalmeasures of social responsibility. In other words, Relationships from all co-workers—bosses, peers,the ability to be a cooperative member of one’s and direct reports—were associated with lowsocial group is associated with perceptions of scores on impulse control. Problems witheffectiveness in introducing change. Peer ratings ©2003 Center for Creative Leadership
    • Interpersonal Relationships ratings from direct The ability to demonstrate yourself as areports and peers were related to stress tolerance. cooperative, contributing, andRatings from direct reports were related to socialresponsibility. constructive member of the group, is critical for long-term career success.Conclusions: These results suggest that Consider managing an inexperiencedmanagers who don’t feel a responsibility to work team or employees who areothers, can’t handle stress, are unaware of their resistant. Think about what you can doown emotions, lack the ability to understandothers, or erupt into anger easily are viewed as to contribute positively to group andlikely to derail due to problems dealing with other organizational goals through new jobpeople. High scores from direct reports on assignments, existing jobs, role models orDifficulty Changing or Adapting were related to coaches.EQ-i scores on stress tolerance, and impulsecontrol. Managers who resist change and If maintaining self-control is a developmentalgrowth, as high scores on this derailment factor area for you, consider leading a task force orimply, may be plainly visible to direct reports. project team made up of diverse members, taking calls on a customer hot line, negotiating a highSuggestions for Development profile case, or representing your organization toWhat can you do if you want to improve your the media or influential outsiders. Seek a jobskills in the leadership arena and perceptions of assignment such as a project or task force headedyour emotional intelligence too? by someone known for his or her high since of integrity and crisis management strength.Self-Awareness is key to leadership developmentand is a skill to handling stress. The more References:accurately we can identify and monitor our Bar-On, R. (1999). BarOn Emotional Quotientemotional upsets, the faster we can recover. Self- Inventory: A measure of emotional intelligenceawareness can be developed through the practice (Technical manual). Toronto, Canada: Multi-of seeking on-going feedback. Ask supervisors Health Systems.and co-workers who know you well for honestfeedback on how your behavior is impacting Goleman, D. (1998). Working with emotionalthem. Use opportunities to self-reflect upon intelligence. New York, NY:adversity – business failures, demotions, missed Bantam Books.promotions, unchallenging jobs, and personaltrauma. Consider what you learned as a result of Ruderman, M.N., Hannum, K., Leslie, J.B., &these hardships. Participate in a leadership Steed, J.L. (2001). Leadership skills anddevelopment program that features self-awareness emotional intelligence (Unpublished manuscript).and reflection and ask for feedback on a multi- Greensboro, NC: Center for Creative Leadership.rater assessment. The Measures Benchmarks® is 360 degree assessment-for development tool that is based on 15 years of CCL research: 1) a body of research looking at the characteristics successful executives develop over time and 2) a series of studies investigating why some high–potential executives derail and fall off the success track. Feedback is provided on 16 leadership skills and perspectives and 5 derailment scales. The BarOn EQ-i has fifteen scales that can be divided into five larger groupings. The areas assessed are emotional self-awareness, assertiveness, self-regard, self-actualization, independence, empathy, interpersonal relationship, social responsibility, problem solving, reality testing, flexibility, stress tolerance, impulse control, happiness, and optimism. The BarOn EQ-i was selected because it had the greatest body of scientific data suggesting it was an accurate and reliable means of assessing emotional intelligence. For more about Benchmarks, contact Client Services at 336-545-2810 ©2003 Center for Creative Leadership
    • ©2001 Center for Creative Leadership Research Synopsis Number 1