SlideShare a Scribd company logo
1 of 3
10 THE GRADUATE Jan-Mar 2013
Special report
Maya Angelou, an American author and poet, once said this, “I’ve
learned that people will forget what you said, people will forget
what you did, but people will never forget how you made them feel.”
Lilian Wu takes a closer look at how this ties in with the new wave of
leadership with Emotional Intelligence (EI) or Emotional Quotient (EQ).
The Impact of leadership with
Emotional
Intelligence
Jan-Mar 2013 THE GRADUATE 11
Special report
I
f feeling is what is best remem-
bered, then the same can be said
of leadership, especially in today’s
competitive global environment.
Leadership has been commonly
defined as a process where a per-
son influences a group of people or
organisation to accomplish a common
goal. To qualify as a good leader, you
need to have the necessary exper-
tise and technical skills to lead the
organisation. However, to be a truly
great leader, it takes exceptional skills
to communicate and manage people
effectively. In other words, you need
EI or EQ.
What Leaders Need To Succeed
In a research done by the Carnegie
Institute of Technology, it was found
that 85 percent of our financial suc-
cess is due to ‘human engineering’
skills (personality and ability to com-
municate, negotiate and lead) while
only 15 percent is based on technical
skills. The case of Johnson & John-
son further proves the link between a
company’s financial performance and
leadership that possesses EQ — the
ability to perceive, assess and man-
age one’s emotions and those of oth-
ers. In a global study1
that was con-
ducted on 358 managers across the
Johnson & Johnson Consumer & Per-
sonal Care Group (JJC&PC Group),
results show that the best performing
managers were also the ones who
were more “emotionally competent”.
Randstad’s World of Work Report
2012/2013, which canvassed opinions
from 1,315 people (including 625
leaders) in Singapore, also showed a
similar trend: analytical and technical
skills are rated as far less important
than leadership and other skills when
maintaining competitiveness in the
next five years.
When Dr Mike Gosling,
Emotional Leader Coach, did a
doctoral thesis2
on the emotional
intelligence of managers in
Singapore in 2006, he pointed out
that “managers who want to be
emotionally intelligent leaders have
a responsibility to exercise emotional
leadership in their interactions with
others, assisting them in gaining
emotional knowledge and nurturing
emotionally intelligent behaviour.”
Martin Tan, Co-founder and Ex-
When Dr Mike Gosling,
Emotional Leader
Coach, did a doctoral
thesison the emotional
intelligence of
managers in Singapore
in 2006, he pointed out
that “managers who
want to be emotionally
intelligent leaders
have a responsibility
to exercise emotional
leadership in their
interactions with
others, assisting them
in gaining emotional
knowledge and
nurturing emotionally
intelligent behaviour.”
ecutive Director of Halogen Founda-
tion Singapore, clearly illustrates this
point when he had to negotiate the
differences that had arisen among his
staff at a restaurant he co-owned with
his wife at Plaza Singapura.
“At Tea Cosy, I often have issues
between the kitchen staff and the
service staff. One wants the food to be
served hot, the other wants to ensure
that the customer enjoys his or her
appetiser without feeling rushed to
finish it because the main course is
served.” Mr Tan shared.
“There was once where anger
flared. I sat both parties down
individually first to understand their
perspectives and subsequently getting
both to sit down together to work
through the differences. Having EQ
allowed me to manage the emotions
of both parties.” he added. “It
allowed me to have a conversation
about the pain points for both of
them and find common ground so
that they continue to be good friends
and colleagues. It’s always satisfying
to see issues being resolved amicably
where both parties are willing to
work through their differences.”
Why EI Works
“Effective leaders use Emotional Intel-
ligence in their leadership to achieve
buy-in, trust and commitment,”
Dr Granville D’Souza, Regional Direc-
tor of 6 Seconds SEA Pte Ltd and
author of two books, EQ from Inside
Out and an upcoming title The EQ
Leader, explained.
“If this is done effectively, they
can better marshal the inner resources
to influence, communicate and
convince others. Quite often, we learn
tactical skills [and] strategies that are
cognitive in nature. These can never
be understated. However, when these
are executed without sensitivity to
the other person’s feelings and devoid
of empathy, it can come across as
transactional,” he observed.
Dr D’Souza then went on to
elaborate, “I have witnessed leaders
who are very sharp and they are
quick to whip out their thoughts,
ideas and strategies to solve problems
but they do this without considering
people’s feelings. This happens very
often when sales departments clash
with operations. Sales oversells and
Research by Carnegie Institute of Technology
found that 85 percent of our financial success is
due to ‘human engineering’ skills (personality
and ability to communicate, negotiate and
lead) while only 15 percent is based on
technical skills.
operations cannot meet such promises
to the customers. Sales leaders then
rebuke operations for incompetence
and indifference.”
When this happens, the two
teams will cease to see themselves
as part of the organisation with
a common goal. Resentment will
brew and the company often ends
up paying the price in terms of poor
12 THE GRADUATE Jan-Mar 2013
Special report
sales performance, wasted time
and opportunities, as well as loss of
customers. The company’s reputation
takes a hit and leaders who persist in
their old ways may find themselves
becoming a liability to the companies
they serve.
Low EQ & No Action
Dr Karol Wasylyshyn, Adjunct Profes-
sor of Clinical Psychology at Institute
for Graduate Clinical Psychology at
Widener University and author of Be-
hind the Executive Door: Unexpected
Lessons in Managing your Boss and
Career, shared a story of how one of
her clients refused to accept the 360-
degree report that she had compiled
based on feedback from his company.
“He was very self-focused and
very narcissistic. The only thing
he really cared about was his
relationships with the people at the
top and looking good,” described
Dr Wasylyshyn.
After her client confronted his
leadership team about the report in
a meeting, he was later told behind
closed doors that if he did not make
an effort to change his behaviour, his
retirement would be accelerated as he
was close to retiring then.
“And he would not hear of it, his
defences were so strong and that was
what happened,” she commented.
“They accelerated his retirement and
they put someone else in the job.”
“It starts with the intention.
Leaders have to decide that they
need to evolve in that way,”
Dr Wasylyshyn concluded.
Mr Tan shares the same view,
“The will to have EQ has to do with
whether we care enough about our
staff or colleagues. If a leader does not
care about people or their well-being,
they typically lack the ingredient to
have high EQ.”
Having low EQ does not mean
things cannot get better. As long as
there is the intention and motivation
to improve, a company can still be
taken to new heights even when
things seem bleak. Chade-Meng
Tan, best-selling author of Search
Inside Yourself, shared the story3
of
Patagonia, a company that makes
outdoor clothing and gear. Casey
Sheahan, the CEO, had wanted to
lay off people during an economic
downturn as he thought that was the
only solution available to him. His
wife, Tara, then asked him, “Are you
making this decision out of fear or
out of love?”
When Casey realised that he was
acting due to fear, he decided not
to lay off people and this decision
eventually paid off when the company
achieved record sales the year after.
Imagine what it would have been
like had Casey gone through with the
layoffs. He would have to spend extra
time and money to hire new people
and train them properly.
“Even when it is ‘obvious’ that
you have to fire people, if you see
things in an emotionally intelligent
way, it turns out that it may not be
the only solution. There may be other
creative solutions that enable better
outcomes,” said Chade-Meng.
What EI is Not
While being considerate of other
people’s feelings is a key trait of
being emotionally intelligent,
Dr Granville stressed that EI is not
about being ‘nice’. “Leaders should
demonstrate emotional competence
and lead with ‘Love’ which refers
to a strong affiliation and coach-
ing leadership style with care and
humility, instead of using ‘Fear’
which refers to a coercive leadership
style,” said Professor Sattar Bawany,
Master Executive Coach of Executive
Development Associates. “Flexible
leadership, however, involves being
able to adapt your leadership style
according to the situation and the
state of the team.”
It is clear that EI is the critical
currency that sets a leader apart from
his peers and propels an organisa-
tion to success. Of course, there
are exceptions where leaders who
lack EQ are tolerated because they
bring in the results. But the minute a
major crisis hits the company, when
people’s emotions are at their most
turbulent, it is the wise leader who
will seek to improve their EQ to keep
up with their company’s changing
needs with a softer touch and more
creative solutions.
“Leaders should demonstrate
emotional competence and
lead with ‘Love’ which refers
to a strong affiliation and
coaching leadership style with
care and humility,
instead of using
‘Fear’ which refers
to a coercive
leadership style.”
Professor Sattar Bawany
Master Executive Coach
Executive Development Associates
1. Cavallo, K. & Brienza, D. (2001). Emotional competence and leadership excellence at Johnson & Johnson: The emotional intelligence and leadership study.
2. Gosling. M (2006). The Emotional Intelligence of Managers in Singapore
3. http://knowledge.wharton.upenn.edu/article.cfm?articleid=2992

More Related Content

What's hot

Reluctant Leadership: Bridging the Gap
Reluctant Leadership: Bridging the GapReluctant Leadership: Bridging the Gap
Reluctant Leadership: Bridging the GapJulene Hope
 
Mastering The Art of Human Engagement
Mastering The Art of Human EngagementMastering The Art of Human Engagement
Mastering The Art of Human EngagementJohn Terhune
 
Better Together: How a Shared Leadership Model Supports Relationships and Res...
Better Together: How a Shared Leadership Model Supports Relationships and Res...Better Together: How a Shared Leadership Model Supports Relationships and Res...
Better Together: How a Shared Leadership Model Supports Relationships and Res...MRG (Management Research Group)
 
Making Mindsets Malleable: Supporting Shifts in Perspective that Unlock Trans...
Making Mindsets Malleable: Supporting Shifts in Perspective that Unlock Trans...Making Mindsets Malleable: Supporting Shifts in Perspective that Unlock Trans...
Making Mindsets Malleable: Supporting Shifts in Perspective that Unlock Trans...MRG (Management Research Group)
 
The Science of Satisfaction: the Data around Personal and Professional Fulfil...
The Science of Satisfaction: the Data around Personal and Professional Fulfil...The Science of Satisfaction: the Data around Personal and Professional Fulfil...
The Science of Satisfaction: the Data around Personal and Professional Fulfil...MRG (Management Research Group)
 
Leadership in a Dynamic Information Age
Leadership in a Dynamic Information AgeLeadership in a Dynamic Information Age
Leadership in a Dynamic Information AgeLeena Guptha
 
Better Together: How a Shared Leadership Model Supports Relationships and Res...
Better Together: How a Shared Leadership Model Supports Relationships and Res...Better Together: How a Shared Leadership Model Supports Relationships and Res...
Better Together: How a Shared Leadership Model Supports Relationships and Res...MRG (Management Research Group)
 
Employee Engagement: Practical Approaches to Building and Sustaining Higher L...
Employee Engagement: Practical Approaches to Building and Sustaining Higher L...Employee Engagement: Practical Approaches to Building and Sustaining Higher L...
Employee Engagement: Practical Approaches to Building and Sustaining Higher L...MRG (Management Research Group)
 
Characterizing Observer Differences: Insights from Different Observer Perspec...
Characterizing Observer Differences: Insights from Different Observer Perspec...Characterizing Observer Differences: Insights from Different Observer Perspec...
Characterizing Observer Differences: Insights from Different Observer Perspec...MRG (Management Research Group)
 
Exec Leadership Retreat
Exec Leadership RetreatExec Leadership Retreat
Exec Leadership Retreatcamachch
 
Leadership through Emotional Intelligence
Leadership through Emotional IntelligenceLeadership through Emotional Intelligence
Leadership through Emotional Intelligence'Yinka Akinnubi
 
All About Agile Performance Management
All About Agile Performance ManagementAll About Agile Performance Management
All About Agile Performance ManagementJon Windust
 
Motivation and Self-Regulation: How Self-Awareness and Observation can Increa...
Motivation and Self-Regulation: How Self-Awareness and Observation can Increa...Motivation and Self-Regulation: How Self-Awareness and Observation can Increa...
Motivation and Self-Regulation: How Self-Awareness and Observation can Increa...MRG (Management Research Group)
 
Choosing HiPos Wisely: Using Data to Build a Smarter Definition of the High P...
Choosing HiPos Wisely: Using Data to Build a Smarter Definition of the High P...Choosing HiPos Wisely: Using Data to Build a Smarter Definition of the High P...
Choosing HiPos Wisely: Using Data to Build a Smarter Definition of the High P...MRG (Management Research Group)
 
Top 5 Reasons Why Getting in the Trenches Matters
Top 5 Reasons Why Getting in the Trenches MattersTop 5 Reasons Why Getting in the Trenches Matters
Top 5 Reasons Why Getting in the Trenches MattersKhorus
 

What's hot (19)

Finding the Leader in You
Finding the Leader in YouFinding the Leader in You
Finding the Leader in You
 
Reluctant Leadership: Bridging the Gap
Reluctant Leadership: Bridging the GapReluctant Leadership: Bridging the Gap
Reluctant Leadership: Bridging the Gap
 
Mastering The Art of Human Engagement
Mastering The Art of Human EngagementMastering The Art of Human Engagement
Mastering The Art of Human Engagement
 
Better Together: How a Shared Leadership Model Supports Relationships and Res...
Better Together: How a Shared Leadership Model Supports Relationships and Res...Better Together: How a Shared Leadership Model Supports Relationships and Res...
Better Together: How a Shared Leadership Model Supports Relationships and Res...
 
Emotional intelligence
Emotional intelligenceEmotional intelligence
Emotional intelligence
 
Making Mindsets Malleable: Supporting Shifts in Perspective that Unlock Trans...
Making Mindsets Malleable: Supporting Shifts in Perspective that Unlock Trans...Making Mindsets Malleable: Supporting Shifts in Perspective that Unlock Trans...
Making Mindsets Malleable: Supporting Shifts in Perspective that Unlock Trans...
 
The Science of Satisfaction: the Data around Personal and Professional Fulfil...
The Science of Satisfaction: the Data around Personal and Professional Fulfil...The Science of Satisfaction: the Data around Personal and Professional Fulfil...
The Science of Satisfaction: the Data around Personal and Professional Fulfil...
 
Leadership in a Dynamic Information Age
Leadership in a Dynamic Information AgeLeadership in a Dynamic Information Age
Leadership in a Dynamic Information Age
 
Better Together: How a Shared Leadership Model Supports Relationships and Res...
Better Together: How a Shared Leadership Model Supports Relationships and Res...Better Together: How a Shared Leadership Model Supports Relationships and Res...
Better Together: How a Shared Leadership Model Supports Relationships and Res...
 
Using the IDI to Reveal Motivation and Unlock Potential
Using the IDI to Reveal Motivation and Unlock PotentialUsing the IDI to Reveal Motivation and Unlock Potential
Using the IDI to Reveal Motivation and Unlock Potential
 
Employee Engagement: Practical Approaches to Building and Sustaining Higher L...
Employee Engagement: Practical Approaches to Building and Sustaining Higher L...Employee Engagement: Practical Approaches to Building and Sustaining Higher L...
Employee Engagement: Practical Approaches to Building and Sustaining Higher L...
 
Characterizing Observer Differences: Insights from Different Observer Perspec...
Characterizing Observer Differences: Insights from Different Observer Perspec...Characterizing Observer Differences: Insights from Different Observer Perspec...
Characterizing Observer Differences: Insights from Different Observer Perspec...
 
Exec Leadership Retreat
Exec Leadership RetreatExec Leadership Retreat
Exec Leadership Retreat
 
Leadership through Emotional Intelligence
Leadership through Emotional IntelligenceLeadership through Emotional Intelligence
Leadership through Emotional Intelligence
 
All About Agile Performance Management
All About Agile Performance ManagementAll About Agile Performance Management
All About Agile Performance Management
 
Motivation and Self-Regulation: How Self-Awareness and Observation can Increa...
Motivation and Self-Regulation: How Self-Awareness and Observation can Increa...Motivation and Self-Regulation: How Self-Awareness and Observation can Increa...
Motivation and Self-Regulation: How Self-Awareness and Observation can Increa...
 
Choosing HiPos Wisely: Using Data to Build a Smarter Definition of the High P...
Choosing HiPos Wisely: Using Data to Build a Smarter Definition of the High P...Choosing HiPos Wisely: Using Data to Build a Smarter Definition of the High P...
Choosing HiPos Wisely: Using Data to Build a Smarter Definition of the High P...
 
Top 5 Reasons Why Getting in the Trenches Matters
Top 5 Reasons Why Getting in the Trenches MattersTop 5 Reasons Why Getting in the Trenches Matters
Top 5 Reasons Why Getting in the Trenches Matters
 
Leading the Way Forward in Unprecedented Times
Leading the Way Forward in Unprecedented TimesLeading the Way Forward in Unprecedented Times
Leading the Way Forward in Unprecedented Times
 

Viewers also liked

Vertrouwen en conflict in organisaties
Vertrouwen en conflict in organisatiesVertrouwen en conflict in organisaties
Vertrouwen en conflict in organisatiesFrancine ten Hoedt
 
LibreOffice: software libero e formati standard - by LibreItalia - festival I...
LibreOffice: software libero e formati standard - by LibreItalia - festival I...LibreOffice: software libero e formati standard - by LibreItalia - festival I...
LibreOffice: software libero e formati standard - by LibreItalia - festival I...festival ICT 2016
 
Thiet ke san nam n go the phong
Thiet ke san nam n go the phongThiet ke san nam n go the phong
Thiet ke san nam n go the phongAn Nam Education
 
Uso Estratégico de Patentes em Negócios
Uso Estratégico de Patentes em NegóciosUso Estratégico de Patentes em Negócios
Uso Estratégico de Patentes em NegóciosSCIP Brasil
 
зимові канікули
зимові канікулизимові канікули
зимові канікулиfreedom_Z
 
Prezentatsiya 180
Prezentatsiya 180Prezentatsiya 180
Prezentatsiya 180ampyiam
 
Cell parts and functions transport across membranes
Cell parts and functions transport across membranesCell parts and functions transport across membranes
Cell parts and functions transport across membranesOmar Jacalne
 
Презентація 5-Б класу Первомайської ЗОШ № 5
Презентація 5-Б класу Первомайської ЗОШ № 5 Презентація 5-Б класу Первомайської ЗОШ № 5
Презентація 5-Б класу Первомайської ЗОШ № 5 Екатерина Пасичник
 
шкільний драйв 2016 1
шкільний драйв 2016 1шкільний драйв 2016 1
шкільний драйв 2016 1freedom_Z
 
діагностика і корекція раннього дитячого аутизму
діагностика і корекція раннього дитячого аутизмудіагностика і корекція раннього дитячого аутизму
діагностика і корекція раннього дитячого аутизмуОльга Демидова
 
360 Degree Leadership
360 Degree Leadership360 Degree Leadership
360 Degree LeadershipNaveen Dandge
 
Reinventing the Business Model
Reinventing the Business ModelReinventing the Business Model
Reinventing the Business ModelNaveen Dandge
 
Plan dexperience
Plan dexperiencePlan dexperience
Plan dexperienceNihal Bén
 
Diagnosi discalculia tressoldi v
Diagnosi discalculia tressoldi vDiagnosi discalculia tressoldi v
Diagnosi discalculia tressoldi vimartini
 
Mythes sur la perte de poids
Mythes sur la perte de poidsMythes sur la perte de poids
Mythes sur la perte de poidsMaxime St-Onge
 
Come rendere più collaborative le tue riunioni - by Epson - festival ICT 2015
Come rendere più collaborative le tue riunioni - by Epson - festival ICT 2015Come rendere più collaborative le tue riunioni - by Epson - festival ICT 2015
Come rendere più collaborative le tue riunioni - by Epson - festival ICT 2015festival ICT 2016
 
експериментально дослідницька діяльність дітей
експериментально дослідницька діяльність дітейекспериментально дослідницька діяльність дітей
експериментально дослідницька діяльність дітейJohn_Fikus
 

Viewers also liked (19)

Vertrouwen en conflict in organisaties
Vertrouwen en conflict in organisatiesVertrouwen en conflict in organisaties
Vertrouwen en conflict in organisaties
 
LibreOffice: software libero e formati standard - by LibreItalia - festival I...
LibreOffice: software libero e formati standard - by LibreItalia - festival I...LibreOffice: software libero e formati standard - by LibreItalia - festival I...
LibreOffice: software libero e formati standard - by LibreItalia - festival I...
 
Thiet ke san nam n go the phong
Thiet ke san nam n go the phongThiet ke san nam n go the phong
Thiet ke san nam n go the phong
 
Uso Estratégico de Patentes em Negócios
Uso Estratégico de Patentes em NegóciosUso Estratégico de Patentes em Negócios
Uso Estratégico de Patentes em Negócios
 
зимові канікули
зимові канікулизимові канікули
зимові канікули
 
Prezentatsiya 180
Prezentatsiya 180Prezentatsiya 180
Prezentatsiya 180
 
копия 2015 звіт (2)
копия 2015 звіт (2)копия 2015 звіт (2)
копия 2015 звіт (2)
 
Cell parts and functions transport across membranes
Cell parts and functions transport across membranesCell parts and functions transport across membranes
Cell parts and functions transport across membranes
 
Презентація 5-Б класу Первомайської ЗОШ № 5
Презентація 5-Б класу Первомайської ЗОШ № 5 Презентація 5-Б класу Первомайської ЗОШ № 5
Презентація 5-Б класу Первомайської ЗОШ № 5
 
шкільний драйв 2016 1
шкільний драйв 2016 1шкільний драйв 2016 1
шкільний драйв 2016 1
 
діагностика і корекція раннього дитячого аутизму
діагностика і корекція раннього дитячого аутизмудіагностика і корекція раннього дитячого аутизму
діагностика і корекція раннього дитячого аутизму
 
Spreecast 51 compensation
Spreecast 51 compensationSpreecast 51 compensation
Spreecast 51 compensation
 
360 Degree Leadership
360 Degree Leadership360 Degree Leadership
360 Degree Leadership
 
Reinventing the Business Model
Reinventing the Business ModelReinventing the Business Model
Reinventing the Business Model
 
Plan dexperience
Plan dexperiencePlan dexperience
Plan dexperience
 
Diagnosi discalculia tressoldi v
Diagnosi discalculia tressoldi vDiagnosi discalculia tressoldi v
Diagnosi discalculia tressoldi v
 
Mythes sur la perte de poids
Mythes sur la perte de poidsMythes sur la perte de poids
Mythes sur la perte de poids
 
Come rendere più collaborative le tue riunioni - by Epson - festival ICT 2015
Come rendere più collaborative le tue riunioni - by Epson - festival ICT 2015Come rendere più collaborative le tue riunioni - by Epson - festival ICT 2015
Come rendere più collaborative le tue riunioni - by Epson - festival ICT 2015
 
експериментально дослідницька діяльність дітей
експериментально дослідницька діяльність дітейекспериментально дослідницька діяльність дітей
експериментально дослідницька діяльність дітей
 

Similar to EQ and Leadership Effectiveness in The Graduate by NUSS (Jan-Mar 2013 Issue)

The role of emotional intelligence in effective leadership
The role of emotional intelligence in effective leadershipThe role of emotional intelligence in effective leadership
The role of emotional intelligence in effective leadershipAyorinde Oduroye
 
Running head STYLES OF LEADERSHIP5Styles of Leadership .docx
Running head STYLES OF LEADERSHIP5Styles of Leadership .docxRunning head STYLES OF LEADERSHIP5Styles of Leadership .docx
Running head STYLES OF LEADERSHIP5Styles of Leadership .docxtoltonkendal
 
12 elements of emotional intelligence
12 elements of emotional intelligence12 elements of emotional intelligence
12 elements of emotional intelligenceCol Mukteshwar Prasad
 
JR & Assoc EQ and Adapting to Rapid Change 2015
JR & Assoc EQ and Adapting to Rapid Change 2015JR & Assoc EQ and Adapting to Rapid Change 2015
JR & Assoc EQ and Adapting to Rapid Change 2015Jane Ryan, PhD Candidate
 
Emotional Intelligence And Effective Leadership
Emotional Intelligence And Effective LeadershipEmotional Intelligence And Effective Leadership
Emotional Intelligence And Effective LeadershipMonica Turner
 
Cee key note presentation achieving career success with emotional intellige...
Cee key note presentation   achieving career success with emotional intellige...Cee key note presentation   achieving career success with emotional intellige...
Cee key note presentation achieving career success with emotional intellige...Centre for Executive Education
 
SocialStyle-Whitepaper-WhatsNewWhatsTrue
SocialStyle-Whitepaper-WhatsNewWhatsTrueSocialStyle-Whitepaper-WhatsNewWhatsTrue
SocialStyle-Whitepaper-WhatsNewWhatsTrueLes Bailey
 
It’s not the How or the What But
It’s not the How or the What ButIt’s not the How or the What But
It’s not the How or the What ButShiv Shivakumar
 
Importance of EI in Leadership
Importance of EI in LeadershipImportance of EI in Leadership
Importance of EI in Leadershipsunil singh
 
Aanchal presntation on ei (1)
Aanchal presntation on ei (1)Aanchal presntation on ei (1)
Aanchal presntation on ei (1)Aanchal
 
The Five Levels Of Leadership Essay
The Five Levels Of Leadership EssayThe Five Levels Of Leadership Essay
The Five Levels Of Leadership EssayPaper Writer Hickory
 
Essay On Effective Leadership
Essay On Effective LeadershipEssay On Effective Leadership
Essay On Effective LeadershipKatie Fernandez
 
Empathy in leadership
Empathy in leadershipEmpathy in leadership
Empathy in leadershipshadaitul zin
 
Emotional Intelligence Papers
Emotional Intelligence PapersEmotional Intelligence Papers
Emotional Intelligence PapersKrystal Green
 
EMPOWER Your Personal Leadership Program
EMPOWER Your Personal Leadership ProgramEMPOWER Your Personal Leadership Program
EMPOWER Your Personal Leadership ProgramElaine Cercado
 

Similar to EQ and Leadership Effectiveness in The Graduate by NUSS (Jan-Mar 2013 Issue) (20)

The role of emotional intelligence in effective leadership
The role of emotional intelligence in effective leadershipThe role of emotional intelligence in effective leadership
The role of emotional intelligence in effective leadership
 
Emotional Intelligence Self-Assessment Essay
Emotional Intelligence Self-Assessment EssayEmotional Intelligence Self-Assessment Essay
Emotional Intelligence Self-Assessment Essay
 
Running head STYLES OF LEADERSHIP5Styles of Leadership .docx
Running head STYLES OF LEADERSHIP5Styles of Leadership .docxRunning head STYLES OF LEADERSHIP5Styles of Leadership .docx
Running head STYLES OF LEADERSHIP5Styles of Leadership .docx
 
12 elements of emotional intelligence
12 elements of emotional intelligence12 elements of emotional intelligence
12 elements of emotional intelligence
 
JR & Assoc EQ and Adapting to Rapid Change 2015
JR & Assoc EQ and Adapting to Rapid Change 2015JR & Assoc EQ and Adapting to Rapid Change 2015
JR & Assoc EQ and Adapting to Rapid Change 2015
 
Emotional Intelligence Essay
Emotional Intelligence EssayEmotional Intelligence Essay
Emotional Intelligence Essay
 
Emotional Intelligence And Effective Leadership
Emotional Intelligence And Effective LeadershipEmotional Intelligence And Effective Leadership
Emotional Intelligence And Effective Leadership
 
Cee key note presentation achieving career success with emotional intellige...
Cee key note presentation   achieving career success with emotional intellige...Cee key note presentation   achieving career success with emotional intellige...
Cee key note presentation achieving career success with emotional intellige...
 
SocialStyle-Whitepaper-WhatsNewWhatsTrue
SocialStyle-Whitepaper-WhatsNewWhatsTrueSocialStyle-Whitepaper-WhatsNewWhatsTrue
SocialStyle-Whitepaper-WhatsNewWhatsTrue
 
It’s not the How or the What But
It’s not the How or the What ButIt’s not the How or the What But
It’s not the How or the What But
 
Importance of EI in Leadership
Importance of EI in LeadershipImportance of EI in Leadership
Importance of EI in Leadership
 
Aanchal presntation on ei (1)
Aanchal presntation on ei (1)Aanchal presntation on ei (1)
Aanchal presntation on ei (1)
 
Eq case study
Eq case studyEq case study
Eq case study
 
Leadership report
Leadership reportLeadership report
Leadership report
 
Essay On Traits Of An Effective Leader
Essay On Traits Of An Effective LeaderEssay On Traits Of An Effective Leader
Essay On Traits Of An Effective Leader
 
The Five Levels Of Leadership Essay
The Five Levels Of Leadership EssayThe Five Levels Of Leadership Essay
The Five Levels Of Leadership Essay
 
Essay On Effective Leadership
Essay On Effective LeadershipEssay On Effective Leadership
Essay On Effective Leadership
 
Empathy in leadership
Empathy in leadershipEmpathy in leadership
Empathy in leadership
 
Emotional Intelligence Papers
Emotional Intelligence PapersEmotional Intelligence Papers
Emotional Intelligence Papers
 
EMPOWER Your Personal Leadership Program
EMPOWER Your Personal Leadership ProgramEMPOWER Your Personal Leadership Program
EMPOWER Your Personal Leadership Program
 

More from Centre for Executive Education

Appointment of CEE as Authorised Representative of IPE Management School Pari...
Appointment of CEE as Authorised Representative of IPE Management School Pari...Appointment of CEE as Authorised Representative of IPE Management School Pari...
Appointment of CEE as Authorised Representative of IPE Management School Pari...Centre for Executive Education
 
Letter of Appointment as Professor of Practice with IPE Management School Paris
Letter of Appointment as Professor of Practice with IPE Management School ParisLetter of Appointment as Professor of Practice with IPE Management School Paris
Letter of Appointment as Professor of Practice with IPE Management School ParisCentre for Executive Education
 
BRANDING 4.0: Challenges of Brand Building in the digital-driven era of the F...
BRANDING 4.0: Challenges of Brand Building in the digital-driven era of the F...BRANDING 4.0: Challenges of Brand Building in the digital-driven era of the F...
BRANDING 4.0: Challenges of Brand Building in the digital-driven era of the F...Centre for Executive Education
 
CEE Key Note Presentation on "Authenticity Matters: Developing Authentic Rela...
CEE Key Note Presentation on "Authenticity Matters: Developing Authentic Rela...CEE Key Note Presentation on "Authenticity Matters: Developing Authentic Rela...
CEE Key Note Presentation on "Authenticity Matters: Developing Authentic Rela...Centre for Executive Education
 
Prof Sattar Bawany Appointment as Advisory Board Member of CGSB 23 Oct 2015
Prof Sattar Bawany Appointment as Advisory Board Member of CGSB 23 Oct 2015Prof Sattar Bawany Appointment as Advisory Board Member of CGSB 23 Oct 2015
Prof Sattar Bawany Appointment as Advisory Board Member of CGSB 23 Oct 2015Centre for Executive Education
 
Prof Sattar Bawany Appointment as Adjunct Professor with CGSB 17 Nov 2014
Prof Sattar Bawany Appointment as Adjunct Professor with CGSB 17 Nov 2014Prof Sattar Bawany Appointment as Adjunct Professor with CGSB 17 Nov 2014
Prof Sattar Bawany Appointment as Adjunct Professor with CGSB 17 Nov 2014Centre for Executive Education
 
Prof Sattar Bawany's Appointment as Adjunct Professor of Strategy with PGSM 2...
Prof Sattar Bawany's Appointment as Adjunct Professor of Strategy with PGSM 2...Prof Sattar Bawany's Appointment as Adjunct Professor of Strategy with PGSM 2...
Prof Sattar Bawany's Appointment as Adjunct Professor of Strategy with PGSM 2...Centre for Executive Education
 
Prof Sattar Bawany's Appointment as Adjunct Professor of Strategy with PGSM 1...
Prof Sattar Bawany's Appointment as Adjunct Professor of Strategy with PGSM 1...Prof Sattar Bawany's Appointment as Adjunct Professor of Strategy with PGSM 1...
Prof Sattar Bawany's Appointment as Adjunct Professor of Strategy with PGSM 1...Centre for Executive Education
 
Identifying, Assessing and Selecting NextGen Leaders (2018)
Identifying, Assessing and Selecting NextGen Leaders (2018)Identifying, Assessing and Selecting NextGen Leaders (2018)
Identifying, Assessing and Selecting NextGen Leaders (2018)Centre for Executive Education
 
Managerial Challenges in Leading and Engaging Teams (2018)
Managerial Challenges in Leading and Engaging Teams (2018)Managerial Challenges in Leading and Engaging Teams (2018)
Managerial Challenges in Leading and Engaging Teams (2018)Centre for Executive Education
 
EDA Master Facilitator and Speaker's Profile of Prof Sattar Bawany 23 March ...
EDA Master Facilitator and Speaker's Profile of Prof Sattar Bawany  23 March ...EDA Master Facilitator and Speaker's Profile of Prof Sattar Bawany  23 March ...
EDA Master Facilitator and Speaker's Profile of Prof Sattar Bawany 23 March ...Centre for Executive Education
 
Selected Testimonials for CEE Executive Development & Coaching Engagements in...
Selected Testimonials for CEE Executive Development & Coaching Engagements in...Selected Testimonials for CEE Executive Development & Coaching Engagements in...
Selected Testimonials for CEE Executive Development & Coaching Engagements in...Centre for Executive Education
 
Appointment of Prof Sattar Bawany as Adjunct Professor of CGSB 21 Oct 2015
Appointment of Prof Sattar Bawany as Adjunct Professor of CGSB   21 Oct 2015Appointment of Prof Sattar Bawany as Adjunct Professor of CGSB   21 Oct 2015
Appointment of Prof Sattar Bawany as Adjunct Professor of CGSB 21 Oct 2015Centre for Executive Education
 

More from Centre for Executive Education (20)

Appointment of CEE as Authorised Representative of IPE Management School Pari...
Appointment of CEE as Authorised Representative of IPE Management School Pari...Appointment of CEE as Authorised Representative of IPE Management School Pari...
Appointment of CEE as Authorised Representative of IPE Management School Pari...
 
Letter of Appointment as Professor of Practice with IPE Management School Paris
Letter of Appointment as Professor of Practice with IPE Management School ParisLetter of Appointment as Professor of Practice with IPE Management School Paris
Letter of Appointment as Professor of Practice with IPE Management School Paris
 
BRANDING 4.0: Challenges of Brand Building in the digital-driven era of the F...
BRANDING 4.0: Challenges of Brand Building in the digital-driven era of the F...BRANDING 4.0: Challenges of Brand Building in the digital-driven era of the F...
BRANDING 4.0: Challenges of Brand Building in the digital-driven era of the F...
 
Vietnam Works Seminar Brochure on 16 - 18 July 2019
Vietnam Works Seminar Brochure  on 16 - 18 July 2019Vietnam Works Seminar Brochure  on 16 - 18 July 2019
Vietnam Works Seminar Brochure on 16 - 18 July 2019
 
CEE Key Note Presentation on "Authenticity Matters: Developing Authentic Rela...
CEE Key Note Presentation on "Authenticity Matters: Developing Authentic Rela...CEE Key Note Presentation on "Authenticity Matters: Developing Authentic Rela...
CEE Key Note Presentation on "Authenticity Matters: Developing Authentic Rela...
 
Prof Sattar Bawany Appointment as Advisory Board Member of CGSB 23 Oct 2015
Prof Sattar Bawany Appointment as Advisory Board Member of CGSB 23 Oct 2015Prof Sattar Bawany Appointment as Advisory Board Member of CGSB 23 Oct 2015
Prof Sattar Bawany Appointment as Advisory Board Member of CGSB 23 Oct 2015
 
Prof Sattar Bawany Appointment as Adjunct Professor with CGSB 17 Nov 2014
Prof Sattar Bawany Appointment as Adjunct Professor with CGSB 17 Nov 2014Prof Sattar Bawany Appointment as Adjunct Professor with CGSB 17 Nov 2014
Prof Sattar Bawany Appointment as Adjunct Professor with CGSB 17 Nov 2014
 
Prof Sattar Bawany's Appointment as Adjunct Professor of Strategy with PGSM 2...
Prof Sattar Bawany's Appointment as Adjunct Professor of Strategy with PGSM 2...Prof Sattar Bawany's Appointment as Adjunct Professor of Strategy with PGSM 2...
Prof Sattar Bawany's Appointment as Adjunct Professor of Strategy with PGSM 2...
 
Prof Sattar Bawany's Appointment as Adjunct Professor of Strategy with PGSM 1...
Prof Sattar Bawany's Appointment as Adjunct Professor of Strategy with PGSM 1...Prof Sattar Bawany's Appointment as Adjunct Professor of Strategy with PGSM 1...
Prof Sattar Bawany's Appointment as Adjunct Professor of Strategy with PGSM 1...
 
Developing and Coaching of NextGen Leaders (2018)
Developing and Coaching of NextGen Leaders (2018)Developing and Coaching of NextGen Leaders (2018)
Developing and Coaching of NextGen Leaders (2018)
 
Identifying, Assessing and Selecting NextGen Leaders (2018)
Identifying, Assessing and Selecting NextGen Leaders (2018)Identifying, Assessing and Selecting NextGen Leaders (2018)
Identifying, Assessing and Selecting NextGen Leaders (2018)
 
Leading in a Disruptive VUCA World (2018)
Leading in a Disruptive VUCA World (2018)Leading in a Disruptive VUCA World (2018)
Leading in a Disruptive VUCA World (2018)
 
Managerial Challenges in Leading and Engaging Teams (2018)
Managerial Challenges in Leading and Engaging Teams (2018)Managerial Challenges in Leading and Engaging Teams (2018)
Managerial Challenges in Leading and Engaging Teams (2018)
 
CEE SPA Corporate Wellness Brochure
CEE SPA Corporate Wellness Brochure CEE SPA Corporate Wellness Brochure
CEE SPA Corporate Wellness Brochure
 
CEE 2018 Program Directory for Leadership Masterclass
CEE 2018 Program Directory for Leadership MasterclassCEE 2018 Program Directory for Leadership Masterclass
CEE 2018 Program Directory for Leadership Masterclass
 
EDA Master Facilitator and Speaker's Profile of Prof Sattar Bawany 23 March ...
EDA Master Facilitator and Speaker's Profile of Prof Sattar Bawany  23 March ...EDA Master Facilitator and Speaker's Profile of Prof Sattar Bawany  23 March ...
EDA Master Facilitator and Speaker's Profile of Prof Sattar Bawany 23 March ...
 
Selected Testimonials for CEE Executive Development & Coaching Engagements in...
Selected Testimonials for CEE Executive Development & Coaching Engagements in...Selected Testimonials for CEE Executive Development & Coaching Engagements in...
Selected Testimonials for CEE Executive Development & Coaching Engagements in...
 
Appointment of Prof Sattar Bawany as Adjunct Professor of CGSB 21 Oct 2015
Appointment of Prof Sattar Bawany as Adjunct Professor of CGSB   21 Oct 2015Appointment of Prof Sattar Bawany as Adjunct Professor of CGSB   21 Oct 2015
Appointment of Prof Sattar Bawany as Adjunct Professor of CGSB 21 Oct 2015
 
ANZ Learn@Lunch on Leading during Turbulent Times
ANZ Learn@Lunch on Leading during Turbulent TimesANZ Learn@Lunch on Leading during Turbulent Times
ANZ Learn@Lunch on Leading during Turbulent Times
 
Invest in Employees' Development TNP 23 March 2017
Invest in Employees' Development   TNP 23 March 2017Invest in Employees' Development   TNP 23 March 2017
Invest in Employees' Development TNP 23 March 2017
 

Recently uploaded

Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 

Recently uploaded (20)

Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 

EQ and Leadership Effectiveness in The Graduate by NUSS (Jan-Mar 2013 Issue)

  • 1. 10 THE GRADUATE Jan-Mar 2013 Special report Maya Angelou, an American author and poet, once said this, “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” Lilian Wu takes a closer look at how this ties in with the new wave of leadership with Emotional Intelligence (EI) or Emotional Quotient (EQ). The Impact of leadership with Emotional Intelligence
  • 2. Jan-Mar 2013 THE GRADUATE 11 Special report I f feeling is what is best remem- bered, then the same can be said of leadership, especially in today’s competitive global environment. Leadership has been commonly defined as a process where a per- son influences a group of people or organisation to accomplish a common goal. To qualify as a good leader, you need to have the necessary exper- tise and technical skills to lead the organisation. However, to be a truly great leader, it takes exceptional skills to communicate and manage people effectively. In other words, you need EI or EQ. What Leaders Need To Succeed In a research done by the Carnegie Institute of Technology, it was found that 85 percent of our financial suc- cess is due to ‘human engineering’ skills (personality and ability to com- municate, negotiate and lead) while only 15 percent is based on technical skills. The case of Johnson & John- son further proves the link between a company’s financial performance and leadership that possesses EQ — the ability to perceive, assess and man- age one’s emotions and those of oth- ers. In a global study1 that was con- ducted on 358 managers across the Johnson & Johnson Consumer & Per- sonal Care Group (JJC&PC Group), results show that the best performing managers were also the ones who were more “emotionally competent”. Randstad’s World of Work Report 2012/2013, which canvassed opinions from 1,315 people (including 625 leaders) in Singapore, also showed a similar trend: analytical and technical skills are rated as far less important than leadership and other skills when maintaining competitiveness in the next five years. When Dr Mike Gosling, Emotional Leader Coach, did a doctoral thesis2 on the emotional intelligence of managers in Singapore in 2006, he pointed out that “managers who want to be emotionally intelligent leaders have a responsibility to exercise emotional leadership in their interactions with others, assisting them in gaining emotional knowledge and nurturing emotionally intelligent behaviour.” Martin Tan, Co-founder and Ex- When Dr Mike Gosling, Emotional Leader Coach, did a doctoral thesison the emotional intelligence of managers in Singapore in 2006, he pointed out that “managers who want to be emotionally intelligent leaders have a responsibility to exercise emotional leadership in their interactions with others, assisting them in gaining emotional knowledge and nurturing emotionally intelligent behaviour.” ecutive Director of Halogen Founda- tion Singapore, clearly illustrates this point when he had to negotiate the differences that had arisen among his staff at a restaurant he co-owned with his wife at Plaza Singapura. “At Tea Cosy, I often have issues between the kitchen staff and the service staff. One wants the food to be served hot, the other wants to ensure that the customer enjoys his or her appetiser without feeling rushed to finish it because the main course is served.” Mr Tan shared. “There was once where anger flared. I sat both parties down individually first to understand their perspectives and subsequently getting both to sit down together to work through the differences. Having EQ allowed me to manage the emotions of both parties.” he added. “It allowed me to have a conversation about the pain points for both of them and find common ground so that they continue to be good friends and colleagues. It’s always satisfying to see issues being resolved amicably where both parties are willing to work through their differences.” Why EI Works “Effective leaders use Emotional Intel- ligence in their leadership to achieve buy-in, trust and commitment,” Dr Granville D’Souza, Regional Direc- tor of 6 Seconds SEA Pte Ltd and author of two books, EQ from Inside Out and an upcoming title The EQ Leader, explained. “If this is done effectively, they can better marshal the inner resources to influence, communicate and convince others. Quite often, we learn tactical skills [and] strategies that are cognitive in nature. These can never be understated. However, when these are executed without sensitivity to the other person’s feelings and devoid of empathy, it can come across as transactional,” he observed. Dr D’Souza then went on to elaborate, “I have witnessed leaders who are very sharp and they are quick to whip out their thoughts, ideas and strategies to solve problems but they do this without considering people’s feelings. This happens very often when sales departments clash with operations. Sales oversells and Research by Carnegie Institute of Technology found that 85 percent of our financial success is due to ‘human engineering’ skills (personality and ability to communicate, negotiate and lead) while only 15 percent is based on technical skills. operations cannot meet such promises to the customers. Sales leaders then rebuke operations for incompetence and indifference.” When this happens, the two teams will cease to see themselves as part of the organisation with a common goal. Resentment will brew and the company often ends up paying the price in terms of poor
  • 3. 12 THE GRADUATE Jan-Mar 2013 Special report sales performance, wasted time and opportunities, as well as loss of customers. The company’s reputation takes a hit and leaders who persist in their old ways may find themselves becoming a liability to the companies they serve. Low EQ & No Action Dr Karol Wasylyshyn, Adjunct Profes- sor of Clinical Psychology at Institute for Graduate Clinical Psychology at Widener University and author of Be- hind the Executive Door: Unexpected Lessons in Managing your Boss and Career, shared a story of how one of her clients refused to accept the 360- degree report that she had compiled based on feedback from his company. “He was very self-focused and very narcissistic. The only thing he really cared about was his relationships with the people at the top and looking good,” described Dr Wasylyshyn. After her client confronted his leadership team about the report in a meeting, he was later told behind closed doors that if he did not make an effort to change his behaviour, his retirement would be accelerated as he was close to retiring then. “And he would not hear of it, his defences were so strong and that was what happened,” she commented. “They accelerated his retirement and they put someone else in the job.” “It starts with the intention. Leaders have to decide that they need to evolve in that way,” Dr Wasylyshyn concluded. Mr Tan shares the same view, “The will to have EQ has to do with whether we care enough about our staff or colleagues. If a leader does not care about people or their well-being, they typically lack the ingredient to have high EQ.” Having low EQ does not mean things cannot get better. As long as there is the intention and motivation to improve, a company can still be taken to new heights even when things seem bleak. Chade-Meng Tan, best-selling author of Search Inside Yourself, shared the story3 of Patagonia, a company that makes outdoor clothing and gear. Casey Sheahan, the CEO, had wanted to lay off people during an economic downturn as he thought that was the only solution available to him. His wife, Tara, then asked him, “Are you making this decision out of fear or out of love?” When Casey realised that he was acting due to fear, he decided not to lay off people and this decision eventually paid off when the company achieved record sales the year after. Imagine what it would have been like had Casey gone through with the layoffs. He would have to spend extra time and money to hire new people and train them properly. “Even when it is ‘obvious’ that you have to fire people, if you see things in an emotionally intelligent way, it turns out that it may not be the only solution. There may be other creative solutions that enable better outcomes,” said Chade-Meng. What EI is Not While being considerate of other people’s feelings is a key trait of being emotionally intelligent, Dr Granville stressed that EI is not about being ‘nice’. “Leaders should demonstrate emotional competence and lead with ‘Love’ which refers to a strong affiliation and coach- ing leadership style with care and humility, instead of using ‘Fear’ which refers to a coercive leadership style,” said Professor Sattar Bawany, Master Executive Coach of Executive Development Associates. “Flexible leadership, however, involves being able to adapt your leadership style according to the situation and the state of the team.” It is clear that EI is the critical currency that sets a leader apart from his peers and propels an organisa- tion to success. Of course, there are exceptions where leaders who lack EQ are tolerated because they bring in the results. But the minute a major crisis hits the company, when people’s emotions are at their most turbulent, it is the wise leader who will seek to improve their EQ to keep up with their company’s changing needs with a softer touch and more creative solutions. “Leaders should demonstrate emotional competence and lead with ‘Love’ which refers to a strong affiliation and coaching leadership style with care and humility, instead of using ‘Fear’ which refers to a coercive leadership style.” Professor Sattar Bawany Master Executive Coach Executive Development Associates 1. Cavallo, K. & Brienza, D. (2001). Emotional competence and leadership excellence at Johnson & Johnson: The emotional intelligence and leadership study. 2. Gosling. M (2006). The Emotional Intelligence of Managers in Singapore 3. http://knowledge.wharton.upenn.edu/article.cfm?articleid=2992