Introduction Talking about leadership and EQ- how EQ impacts one’s success as a leader By end of presentation better understanding of EQ as well as own level of EQ (strengths, areas for growth), how to grow
What is EQ? In a nutshell…. An emotionally intelligent leader knows himself or herself, emotions, strengths, limitations, and knows the impact that those things have on himself or herself and how to manage them. They are in tune with others– empathize with their needs and lead others to get the job done. This all comes together in how a leader effectively communicates and builds relationships.
Daniel Goleman psychologist, the guru of EQ. Wrote a book in the mid-90s. Research shows positive correlation between EQ and job success, effectiveness as a leader
Lots of research that look at job success and EQ which has shown a positive relationship between the 2. (dealing with conflict, better leadership, better ability to handle tension and conflict resolution).
What are your thoughts on this?
Reflect for a moment about the best leader you ever worked for…or the best coach. What did they do that made them the best?
[Ask the team for input and get them to name what their best bosses “did” that made them the best.]
Now, think about your worst leader or coach. What did they do that made them the worst?
[Generate a list for the worst as well. Then, discuss how hard you were willing to work for the best and the worst. What was the work environment like?]
We clearly all know what it takes to be a great leader – why is it so hard? Why do the best individual contributors or the “smartest” people not always make the best leader? Why is great leadership common sense but not common practice? (Ask for input)
MYTH#2: Your mood does not matter. The fact is that emotions and behavior affect culture and climate. Leaders have significant impact on team climate and culture and climate account for nearly 30% of organizational performance. Goleman, Daniel. “Leadership That Gets Results”. Harvard Business Review, Vol. 78, No. 2. (Mar 2000): 79-90
Mood and emotions are contagious – both positive and negative. Think about a time when you worked with someone who was negative all the time. Chances are, this started to rub off on you and impacted your productivity and engagement. Emotions surge through us like electricity. Our brains process information at a rate hard to imagine. We respond at light speed emotionally and far more slowly cognitively. We feel before we think. Mastering the ability to accurately scan our environment and respond appropriately is central to effective personal and professional success in today’s complex and stressful environment. Many people struggle with this and unfortunately those who become extremely angry or those whose emotions seem out of control or inappropriate to a situation do not draw people to them. Studies show that when people are working with leaders who create dissonance in their teams, blood pressure rises and other physical and psychological effects are evident. People shut down. Stress leads to impaired cognitive functioning. (Nadia Wager, George Fieldman, and Trevor Hussey, “The Effect on Ambulatory Blood Pressure of Working Under Favorably and Unfavorably Perceived Supervisors,” in Occupational Environmental Medicine 60 (2003): 468-474. ) A leader can create a climate that supports success or can spread emotions that create a dissonant, unproductive, and unhealthy climate. Heart and head both need to meet for a gifted leader. Intellect can get us in the door to leadership but intellect alone will not make us a good leader. Leaders execute a vision by motivating, guiding, inspiring, listening and persuading.
MYTH #3: Leaders are tough enough to take constant pressure – We are Superheroes. Even the best leaders are impacted by daily crises and threats. They must constantly maintain their composure in the face of challenge and this takes a physical and emotional toll. Without a practice of balance and renewal leaders can find themselves in “power stress”. A vicious cycle of stress and sacrifice resulting in mental and physical stress, burnout and diminished effectiveness. Balance looks different for every single person and the key is for each leader to determine what it means for him/her. What does this look like for you? In what ways do you recharge or find balance? Is it exercise? Is it time with friends or family? Is it reading a book? There is a reason you must put on your own oxygen mask first before you help your fellow passengers on an airplane. If you don’t take care of yourself, you may not be able to help anyone – including you. The same is true in leadership. (McKee, Boyatzis, Johnston. Becoming a Resonant Leader, 2008) The best leaders manage the pressure through adopting practices of renewal.
As we saw from the best leader/worst leader activity—the qualities that set the good leaders apart all stem from EI. What is emotional intelligence? It is a conscious process that requires a person to be highly self-aware, manage himself or herself in stressful and complex environments, read other people, empathize with their needs and lead others to get the job done. Leaders with EQ know what inhibits effective individual and team performance and how to address these issues.
It isn’t just soft skills- but takes a lot of work to continuously check in with yourself and others… involves knowing how to use even negative emotions in a productive way
Walk through the EI quadrant- self awareness, social awareness, self management, and relationship management.
Self awareness- The foundation of emotional intelligence. The ability to process emotional information quickly and accurately. We respond at light speed emotionally and far more slowly cognitively. Recognition is key and then understanding them and their impact on ourselves and others. Good leaders know their strengths, limitations, values and principles. They believe in their own capability and convey self-assurance and efficacy. A person notices them and trusts them because they know who they are and what is most important to them. They live up to their own standards. Activity: We actually feel before we think. How do you know that you are feeling an emotion? Where in your body do you notice it? Which emotions are easy for you to notice and which are harder for you to discern or describe? Spend a few minutes and think about something that happened recently that caused you to feel strong emotions. Bring the entire situation to mind vividly. Describe those emotions. What words describe your feeling. Debrief: How difficult it is to articulate and recognize what you were feeling. Self-awareness takes practice to develop. Take a few minutes to check in with yourself. How are you feeling? What words describe your feelings? Where in your body do you notice your feelings? What factors have contributed to how you feel in this moment? Debrief: How easy/ difficult is it to articulate how you feel? How often do you check in with yourself in this way and consciously recognize what you are feeling and why?
Self-awareness impacts our social awareness. Without recognizing our own emotions we will be poor at managing them and less able to recognize what others’ are feeling. When we are self-aware, we have control over how we manage our emotions and also how they might affect someone else. When we better understand ourselves and others we have a better sense of how to manage our relationships with others. For leaders, the better we are at relationship management, the more others will be engaged in their work, positive and productive. With self-awareness, a person has a 50-50 chance of demonstrating self-management. Without self-awareness, a person has virtually no chance of demonstrating self-management. With self-awareness, a person has a 38% chance of demonstrating social awareness. Without self-awareness a person has an 83% chance of lacking social awareness. https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=video&cd=1&cad=rja&uact=8&ved=0ahUKEwi298vEgLbRAhVJ34MKHSRoD2kQtwIIIzAA&url=https%3A%2F%2Fwww.youtube.com%2Fwatch%3Fv%3DnZskNGdP_zM&usg=AFQjCNGMMLZhRGYYBTofyka6p46rHPetcw&sig2=8frQiV-NL_3XOGGH352ntA
What was it like for you to get in touch with your feelings? How might this be useful for you in the future?
Our brains are wired in such a way that we process feelings much more quickly than thought. It is easy to let our emotions guide our actions and not actually stop and think about what we are doing as well as the outcomes of our actions and how they affect others. Leadership takes both feeling and thought. Limbic system is an open loop system which means external events, people, etc. regulate our mood whereas a closed system would rely on internal mechanisms to regulate.
What was it like for you to answer these questions?
Essentially social awareness is the ability to empathize- sensing others’ feelings and perspectives. Again, going back to limbic resonance, the ability to empathize stems from neurons that connect to the amygdala, the emotional processing center in the brain- that read another person’s face and voice for emotion and feelings as we speak to them. Once we pick up on how another person is feeling, an emotionally aware or self-aware person can change how they are communicating with that person. In today’s workplace, we have been taught to leave our emotions at home, to stay focused on the task at hand, but being empathic or socially aware in the workplace does not mean to be a people-pleaser or a pushover. Instead, it means taking people’s feelings into consideration when making decisions and recognize others’ feelings in your response. Reading a groups’ emotional currents and relationships Ask: Think back to best leader/worst leader exercise: when you think of those two examples, how socially aware were they of group concerns/individual concerns? What made them socially aware? How much do I genuinely listen to others and try to understand others? In what ways could I improve in this area? What blocks me from being more socially aware? How could being more socially aware help me be successful?
This is where all of the components of EI come together- self-awareness, self- management, social awareness and then relationship management. Relationship management is where we see the more visible tools of leadership- This is what it looks like: influence, inspirational leadership, coach and mentor, conflict management, teamwork. The art of handling relationships well then begins with authenticity- acting from one’s genuine feelings, visions and values,
Influence having positive impact on others Inspirational Leadership inspiring and guiding individuals and groups Coach and Mentor taking an active interest in others’ development needs and bolstering their abilities Conflict Management negotiating and resolving conflict Teamwork working with others toward a shared goal
Questions? In what areas do I excel in developing relationships and effectively communicating? What areas might need more attention? How do I handle conflict? Do I handle conflict? How do my own actions and behaviors inspire others?
What are the implications for healthcare?
Also, when we consider patient centered care which means understanding and listening to the experience of the patient and being responsive to the individual needs, preferences, and values of the patient, developing higher EQ can help us get there.
Show video of Goleman
Leadership is a conscious process. It starts with clarity about one’s own personal vision and hopes for the future. Resonant leadership requires that a person be highly self-aware, manage himself or herself in stressful situations and environments as well as read other people, empathize with their needs and lead others. Leaders also need to know what inhibits effective individual and team performance and how to address these issues. Emotionally intelligent leadership takes us effort and a willingness to uncover things about yourself, be honest, receive support and feedback, self-reflection, and openness to change. Practicing. It can be learned.
Emotional Intelligence Presentation
Leadership and Emotional Intelligence
Organizational Development Department
Amy Ballard, MEd
One’s ability to understand and to control
emotions may be a better indicator of life
success than one’s IQ.
Think of the best coach or boss you
have ever had. What did they do
that made them the best?
Think of the worst coach or boss
you have ever had. What did
they do that made them the
Myth 1: Smart is Good Enough
Primal Leadership, Goleman, Boyatzis and McKee. See also Daniel Goleman,
“Emotional Intelligence: A Theory of Performance,” in The Emotionally Intelligent
Workplace, eds. Cary Cherniss and Daniel Goleman.
Emotional Intelligence (EI)
The differentiating factor
Intellectual Capability (IQ)
of the difference between
outstanding and average
leaders is linked
to Emotional Intelligence
Only one cognitive ability
Goleman, Daniel. “Leadership That Gets Results”. Harvard Business Review.
Myth 2: Your Mood Does Not Matter
Spend a few minutes getting in touch with how you are
• What words describe my feelings?
• Where in my body do I notice my feelings?
• What factors have contributed to how I am feeling?
• How often do I consciously reflect on and recognize how I
• How do I regularly manage my emotions?
• What guides me in this process?
• Am I able to motivate myself even in challenging situations?
• What areas might need attention in how I manage my
• Am I in touch with others?
• Do I really know what is in others’ hearts and on their minds?
How do I do this?
• Do I regularly experience empathy?
• How could being more socially aware help me to be more
• How do I show that I am in touch with others?
• Am I authentic and in tune with myself, others and the
• How can people see this in me?
What are the implications for EQ in
• Patient centered care
• Working as a healthcare team
• Improved productivity and efficiency in the workplace
• Increased job satisfaction and employee engagement
• Improved diagnostic accuracy
• Therapeutic adherence
• Patient and physician satisfaction
The facts are….
Low EQ directly correlates:
• Higher rates of error and malpractice
• Lower patient and physician satisfaction
• Poorer outcomes
• Burn out
• Disengaged employees (low productivity, higher turnover, etc.)
Leadership is a conscious
All Rights Reserved.
• Additional Resources
-- Becoming a Resonant Leader by Annie McKee, Richard Boyatzis
and Frances Johnston
-- Primal Leadership by Daniel Goleman, Richard Boyatzis and
AMBallard@uams.edu or 501-526-7605