This document discusses emotional intelligence and its impact on leadership effectiveness. It begins by defining emotional intelligence as involving self-awareness, self-regulation, motivation, empathy, and social skills. Research has shown that leaders who outperform their peers have mastered these aspects of emotional intelligence. The document then examines different models of emotional intelligence, tools for measuring emotional intelligence like the BarOn EQ-i and EQ-360, and research linking higher emotional intelligence to better leadership performance. It concludes that developing emotional intelligence competencies is important for leadership success and that leadership requires long-term development, not just short training courses.
Discuss a workable definition of Emotional Intelligence in leadership and organizations.
Understand the five domains of Emotional Intelligence.
Utilize the EQ-i to explore personal strengths and vulnerabilities related to EQ.
Develop an EQ Action Plan resulting in demonstrable and measurable change.
Here are some questions that will help you reflect on your own mix of strengths and limits in EI.
This is not a “test” of EI, but a “taste” to get you thinking about your own competencies:
Discuss a workable definition of Emotional Intelligence in leadership and organizations.
Understand the five domains of Emotional Intelligence.
Utilize the EQ-i to explore personal strengths and vulnerabilities related to EQ.
Develop an EQ Action Plan resulting in demonstrable and measurable change.
Here are some questions that will help you reflect on your own mix of strengths and limits in EI.
This is not a “test” of EI, but a “taste” to get you thinking about your own competencies:
Emotional Intelligence is the most fundamental attribute for success in a career.While Intelligent Quotient may take a person to a job, it is Emotional Quotient which sustains him there.
* Online course: https://www.voiceofthebusinessacademy.com/course/emotional-intelligence-ei-leadership-development
Emotional Intelligence (EI) is the ability to understand and manage your own emotions, and those of the people on your team or around you. People with a high degree of emotional intelligence know what they're feeling, what their emotions mean, and how these emotions can impact others.
For leaders, having emotional intelligence is essential for success in business. The five primary elements of emotional intelligence are self-awareness, self-regulation, motivation, empathy, and social skills. To be effective, the better a leader relates to and works with others, the more successful they will be.
This webinar will step you through all of the elements of emotional intelligence and how to incorporate them into your leadership development to improve relationships, build trust, and create a teamwork culture. The more that you, as a leader, manage each of these elements, the higher your emotional intelligence. So, let's look at each element in more detail and examine how you can grow as a leader.
What's Your Emotional Intelligence Quotient- EQ? Includes the Nature of Emotions, Importance of Emotional Intelligence, What are YOUR moods and emotions?http://www.lynboyer.net/?page_id=1940
Emotional Quotient, EQ, Comparison between EQ vs IQ , Advantages and Disadvantages of EQ along with its sub topics and other linked branches of it. Physiological View and view of scientists
Emotional Intelligence is the most fundamental attribute for success in a career.While Intelligent Quotient may take a person to a job, it is Emotional Quotient which sustains him there.
* Online course: https://www.voiceofthebusinessacademy.com/course/emotional-intelligence-ei-leadership-development
Emotional Intelligence (EI) is the ability to understand and manage your own emotions, and those of the people on your team or around you. People with a high degree of emotional intelligence know what they're feeling, what their emotions mean, and how these emotions can impact others.
For leaders, having emotional intelligence is essential for success in business. The five primary elements of emotional intelligence are self-awareness, self-regulation, motivation, empathy, and social skills. To be effective, the better a leader relates to and works with others, the more successful they will be.
This webinar will step you through all of the elements of emotional intelligence and how to incorporate them into your leadership development to improve relationships, build trust, and create a teamwork culture. The more that you, as a leader, manage each of these elements, the higher your emotional intelligence. So, let's look at each element in more detail and examine how you can grow as a leader.
What's Your Emotional Intelligence Quotient- EQ? Includes the Nature of Emotions, Importance of Emotional Intelligence, What are YOUR moods and emotions?http://www.lynboyer.net/?page_id=1940
Emotional Quotient, EQ, Comparison between EQ vs IQ , Advantages and Disadvantages of EQ along with its sub topics and other linked branches of it. Physiological View and view of scientists
Infografía 7 claves en publicidad para 2016Adgravity
La relación entre las marcas y los consumidores está cambiando a pasos agigantados. Con el auge del marketing online, los medios han ido transformado su esquema publicitario tradicional. A continuación se exponen 7 aspectos clave imprescindibles para reajustar la estrategia publicitaria en un mercado cada vez más digital, omnicanal y programático.
A Study on Emotional Quotient Among new Generation Employeesijtsrd
Success in the workplace takes a lot more than education, book knowledge or experience. Organizations and the conscious, achievement-oriented managers need a high rate of Emotional Quotient to be successful. Emotional Quotient is the ability to identify and manage personal emotions and the emotions of others. Emotional Quotient EQ matters just as much as intellectual ability IQ . In the employment field, work pressure, anxiety, employee's stress, agitation, depression or irritability all are related to the various factors of emotional intelligence. All these emotional intelligence symptoms could harm employee's performance. It can direct either a higher or lower level of morale, which will ultimately impact employee's performance in a positive or negative way. The main question of the study is to analyze the emotional intelligence according to new generations in banking and IT Field. Mr. S. Maheshwaran | Dr. K. Soniya | Dr. S. Krishnaraj "A Study on Emotional Quotient Among new Generation Employees" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-6 , October 2018, URL: http://www.ijtsrd.com/papers/ijtsrd18900.pdf
This is the final report of my project that i made in my Fundamental management course. This report is all about emotional intelligence that how it is helpful in your life
A recent HBR article highlights the skills that a kind, positive manager might lack: The ability to deliver difficult feedback to employees, The courage to ruffle feathers and drive change,The creativity to think outside the box. But these gaps are simply evidence that her EI skills are uneven.
Experience and studies have shown that having a well-balanced array of specific EI capabilities actually prepares a leader for exactly these kinds of tough challenges.
Running head: EMOTIONAL INTELLIGENCE 1
EMOTIONAL INTELLIGENCE 2
Emotional Intelligence - an Art or a Science?
Thomas Griffin
Husson University
Emotional Intelligence - an Art or a Science?
Introduction
Emotional intelligence is an attribute related to emotional information and individual’s emotions; it is not only beneficial to an individual in terms influencing interpersonal relationship, but is also applicable in group settings such as in work environments. Due to its importance, a number of researches have been conducted relating emotional intelligence to leadership and management. Drigas and Papoutsi (2019) describe emotional intelligence-EI as the evaluation, perception, and management of individual’s and others’ emotions. The concept of EI connects cognition, emotion, and metacognitive processes; it is more important in the work places now than it were before due to the high interconnection of the world economy thanks to globalization. That means in work environments, employees with high emotional intelligence are valued than those without because of their ability to cope with a different people from different cultures and lifestyles. In leadership and management positions, EI is attractive because of the many demands and enhanced competition faced today. Summarily, EI creates the needed skills framework and responsible behavior that help people succeed at work. Whereas emotional intelligence is a human attribute, organizations also adopt the concept. Drigas and Papoutsi (2019) note that emotionally intelligent organizations attract talents to their workforce and address challenges effectively; in such organizations the leaders and managers cooperate, influence others and find creative and faster ways of finishing tasks. Notably emotions that are properly managed enhance trust, commitment, and faith. That means the innovations, productivity, and success of organizations, groups, or individuals arise in situations where emotional intelligence is high (Zeider, Matthews, & Roberts, 2004). Due to the importance and applications of emotional intelligence at different levels, the paper explains whether EI is an art or a science.
Issue
As highlighted above, emotional intelligence is associated with success; as such, leaders and managers value EI because of its importance in their various responsibilities. The concept explained in relation to whether EI is an art or a science is linked to its role in leadership and managerial success. Specifically, there are different applications of EI in management and leadership positions; therefore, the focus of the paper is narrowing down the different applications of EI and identifying if such applications make EI an art or a science.
Literature Review
Psychologists first coined the concept of emotional in.
Managing Emotional Intelligence for Effective Leadership in Organizationijtsrd
Leadership is described as the heart of every organization and it is a process of leading followers team. To get better outcome from the employees and to achieve the organizational goals, the leader should be able to understand the pulse of the employees and his or her own. This research study is to understand how the employees Emotional Intelligence can be enhanced for developing effective leadership skills within them. Emotional intelligence has become increasingly popular as a measure for identifying potentially effective leaders, as a tool for developing effective leadership skills. The aim of the present paper was to explore the relationship between emotional intelligence and effective leadership. There are numerous definitions of such leadership that have come to light however these definitions have always been debatable. Most scholars agree that the concept of leadership does not ascribe to one specific definition however, provided the following definition of leadership in his landmark publication, leadership "Leaders inducing followers to act for certain goals that represent the values and the motivations - the wants and needs, the aspirations and expectations - of both leaders and followers Emotional intelligence correlated with several components transformational leadership suggesting that it may be an important components of effective leadership in particular emotional intelligence leader's monitors and respond to subordinates and make them feel at work. Dr. Seema Singh | Ms. Aditi "Managing Emotional Intelligence for Effective Leadership in Organization" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd23629.pdf Paper URL: https://www.ijtsrd.com/management/other/23629/managing-emotional-intelligence-for-effective-leadership-in-organization/dr-seema-singh
Letter of Appointment of Centre for Executive Education as the Authorised Representative of IPE Management School Paris in the Asia Pacific region. Visit https://www.cee-global.com/mba-disruptive-leadership
The details on the IPE MBA in Disruptive Leadership could be found at http://www.ipe-paris.fr/edu-course/disruptive-leadership/ and https://www.cee-global.com/mba-disruptive-leadership
Overview of Presentation
The Fourth Industrial Revolution (also known as Industry 4.0) is here, and it's changing everything. The advent of cloud computing and the unprecedented availability of information is shaping a business climate that rewards innovation and agility. This shift has the potential for enormous impact on businesses and, consequently, on their brands.
This Digital Revolution has changed the business landscape significantly, transforming the ways in which brands reach out to consumers and how consumers interact with brands. Being present on digital channels has thus become necessary for brands to continue engaging with their customers effectively.
The integration of digital and physical technologies heralds the imminent arrival of a new digital revolution. For brands – especially those still struggling to get to grips with data – capitalizing on the opportunities created by the new ‘Industry 4.0’ could be daunting. Yet all can benefit by self-optimizing for the opportunities and challenges that lie ahead today. From artificial intelligence and analytics to robotics, connected cities to smart homes and the internet of things, key components of Industry 4.0 are being powered by data. So the first thing organizations must do is adjust their mindset.
The primary challenge for businesses today is to navigate the increasingly connected world and changing consumer landscape to reach more customers, more effectively. Today's customers have less time and attention to devote to your brand—and they are surrounded by alternatives every step of the way. You need to stand up, get their attention, and deliver the message they want to hear.
This presentation examines the marketplace's shifting power dynamics, the paradoxes wrought by connectivity that will shape today’s and tomorrow's consumer. We will also discuss the challenges and strategies in driving brand success in today’s digital-driven market place.
CEE Key Note Presentation on "Authenticity Matters: Developing Authentic Relationships at the Workplace"
For the list of topics of CEE Key Note Sessions, please visit http://www.cee-global.com/keynote/
For Testimonials, visit http://www.cee-global.com/testimonials/
The article can be purchased at http://www.businessexpertpress.com/expert-insights-summary?search=bawany
CEE Leadership Masterclass Series in Leading to a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools, and techniques to drive organizational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customized in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge, and behaviors of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organizations through the development of an organizational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognized certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organizations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
The article can be purchased at http://www.businessexpertpress.com/expert-insights-summary?search=bawany
CEE Leadership Masterclass Series in Leading to a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools, and techniques to drive organizational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customized in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge, and behaviors of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organizations through the development of an organizational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognized certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organizations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
The article can be purchased at http://www.businessexpertpress.com/expert-insights-summary?search=bawany
CEE Leadership Masterclass Series in Leading to a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools, and techniques to drive organizational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customized in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge, and behaviors of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organizations through the development of an organizational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognized certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organizations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
The article can be purchased at http://www.businessexpertpress.com/expert-insights-summary?search=bawany
CEE Leadership Masterclass Series in Leading to a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools, and techniques to drive organizational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customized in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge, and behaviors of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organizations through the development of an organizational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognized certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organizations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
STRENGTH – PERFORMANCE – AESTHETICS
Corporate Wellness Division of CEE
“Working out gives me at least four additional hours of productive time every day.”
– Sir Richard Branson, Founder & CEO of Virgin Group,
When asked what his #1 tip would be for success, in the book ‘The 4-Hour Body’ by Timothy Ferriss
Why Keeping Employee Healthy Leads towards the Development of a Sustainable Competitive Advantage for Your Organisation?
Have you ever considered the impact that an effective corporate wellness programme could make on your business?
Are you interested in making your office a healthy and fun place to work for your employees?
Wondering how a wellness programme can motivate and energize your employees while also possibly reducing health insurance costs to your organisation?
STRENGTH – PERFORMANCE – AESTHETICS (SPA) is the Corporate Wellness Division of Centre for Executive Education (CEE).
Corporate Wellness is any workplace health promotion activity or organisational policy designed to support healthy behaviour in the workplace and to improve health outcomes of your employees.
Being competitive in the market place means more than products and services. Businesses need productive employees to stay competitive in the market place. Employees need good health to stay productive. That’s where SPA Corporate Wellness becomes a key component in your business plan.
SPA Corporate Wellness provides the expertise for planning, promoting and implementing on-site health promotion programmes. All programmes can be custom-designed to meet the site, scheduling/shift, and volume requirements of your organisation.
A corporate wellness programme designed by SPA Corporate Wellness is a combination of educational, organisational and environmental activities designed to support behaviour conducive to the health improvement and well-being of employees. Corporate wellness programs may consist of many components, but the scope of the programmes is defined by the objectives of the companies.
The Benefits of SPA Corporate Wellness Programme
As health improves, so does workplace employee productivity. Research has consistently shows that organisations that provide their employees’ wellness programmes can expect the following benefits:
Decreased healthcare costs
Reduced absenteeism
Increased energy and mental clarity
Increased employee morale and retention rate
Increase Sustainable Profits and Wellness
Reduce Burnout
Reduce Health-Related Costs
Reduce Turnover
Increase Empowerment Mandates
The SPA Corporate Wellness Brochure is available at http://www.corporate-wellness.pro/
CEE Leadership Masterclass Series in Leading in a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools and techniques to drive organisational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customised in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge and behaviours of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organisations through the development of an organisational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognised certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organisations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
CEE Leadership Masterclass Series in Leading in a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools and techniques to drive organisational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High-Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customised in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge and behaviours of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organisations through the development of an organisational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognised certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organisations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
CEE Leadership Masterclass Series in Leading in a #Disrupted, #VUCA World
CEE in collaboration with FGD Academy is pleased to offer a series of Virtual Masterclass.
For further details visit: http://www.cee-global.com/masterclass/
Ten highly practical Leadership Masterclass programmes, dedicated to developing Leadership skills for Board, C-Suite and Senior Level Leaders operating in today’s VUCA world
This Series of Courses will leverage on best-in-class or thought-leadership concepts, tools and techniques to drive organisational & leadership excellence.
The Courses are designed to provide Business and HR leaders with a platform to develop from being good to great.
They are being offered in response to the market needs to ensure that their senior-level executives possess the right competencies and skills to successfully adapt to new realities when leading in a VUCA World.
Learning Outcomes:
• The context for leadership today’s VUCA business environment
• Understand the elements of Cognitive Readiness Competencies
• What is required to transform to be a ‘High Performance Organisation’ (HPO)?
• How to transform your NextGen leaders to succeed in the VUCA world?
The CEE Masterclass Series is also available as customised in-company Leadership Development Workshops which are certified by The International Professional Managers Association (IPMA).
The programs incorporate a number of unique features and work on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge and behaviours of the participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organisations through the development of an organisational climate that will contribute towards enhancing employee engagement and productivity.
For further information, contact us at enquiry@cee-global.com or visit our website at http://www.cee-global.com/masterclass/
The Overview of the CEE Executive Coaching Solutions could be found here: http://www.cee-global.com/executive-coaching/
The Centre for Executive Coaching (CEC), a wholly-owned division of CEE, delivers recognised certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organisations.
Further information on CEC could be found here: http://www.cee-global.com/about-cec/
For initial 30 min complimentary coaching session for CEOs and C-Suite Leaders, email us at enquiry@cee-global.com
Appointment of Prof Sattar Bawany as Adjunct Professor of Leadership and Human Resource Management at Curtin Graduate School of Management (CGSB) 21 Oct 2015
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
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Article leadership that_gets_results human capital
1. leadership
Vol 10 Issue 4
32
Leadership that
Gets Results:
Sattar Bawany, Managing Director & Country Head, Singapore
& Head of Transition Coaching Practice, DBM Asia Pacific
Impact and Measurement of Emotional
Intelligence on Leadership Effectiveness
2. leadership
Vol 10 Issue 4
33
The New Realities
Leadership is something that may not necessarily be tailor-made
for everyone today. Much has to do with self-confidence and
the ability to believe in oneself before one can motivate others
and elicit their respect. Hence, there are a chosen few who are
able to lead and approach each undertaking with confidence
and achieve the desired results.
In the early years of leadership studies, the so-called ‘trait
theory’ took the view that there is a set of traits that separates
the leader from the pack. Traits claiming to be characteristic
of leaders included intelligence, a drive to dominate others,
being extroverted and having charisma. Today, people often
point to the importance of emotional intelligence in achieving
leadership effectiveness.
What is Emotional Intelligence?
The most widely accepted model of emotional intelligence
(EI) has been influenced by several scientists and researchers.
Sternberg’s (2003) theory of multiple intelligences suggests
that interpersonal and intrapersonal intelligence are unique,
and different from the mathematical and logical type
recognised today as ‘IQ’, or general intelligence. Peter Salovey
and John Mayer first proposed their own theory of EI in 1990
and Reuven Bar-On (1988) has placed EI in the context of
personality, health and well-being.
With his 1995 mega best-seller Emotional Intelligence:
Why It Can Matter More Than IQ, Daniel Goleman brought
to prominence the notion of emotional intelligence and
‘emotional quotient’ (EQ) as an alternative to the more
traditional measures of IQ. Goleman (1998) reformulated EI
in terms of a theory of organisational and job performance.
According to Goleman (2000), ‘a leader’s singular job is to get
results’. But even with all the leadership training programs and
‘expert’ advice available, effective leadership still eludes many
people and organisations. One reason, says Goleman, is that
such experts offer advice based on inference, experience and
instinct, not on quantitative data.
The discussion of EQ often begins with an emotional
challenge from Aristotle:
‘Anyone can become angry–that is easy. But to be angry with
the right person, to the right degree, at the right time, for the
right purpose, and in the right way–that is not easy’.
Typically, everyone involved gets anxious, frustrated,
worried and even angry at times. It’s bad enough to feel these
emotions, but brain researchers have recently found that
experiencing them actually inhibits cognitive function. It’s
called cortical inhibition, or ‘amygdala hijack’, as Goleman
terms it. So the old saying ‘I was so upset I couldn’t think
straight’ is actually true. Think about the last time you got mad
at yourself for hitting a bad golf shot. What typically happens
to your performance after that? It gets worse. When you
experience negative emotions, you are not as likely to make the
best decisions.
The Consortium for Research on Emotional Intelligence
in organisations (www.eiconsortium.org) is a useful website
that serves as a resource portal on the topic of emotional
intelligence, including information on measures, current
findings and EI resources.
Emotional Intelligence and Leadership
Effectiveness
Studies have demonstrated that leaders who consistently
outperform their peers not only have the technical skills
required, but more importantly, have mastered most of the
aspects of Emotional Intelligence. In the Harvard Business
Review landmark article ‘What Makes a Leader?’, Goleman
(1998) states that the five components of Emotional Intelligence
at Work are: Self-Awareness, Self-Regulation (or Management),
Motivation, Empathy (Social Awareness), and Social Skills
(Relationship Management).
There is growing evidence that the range of abilities that
constitute what is now commonly known as emotional
intelligence plays a key role in determining success, both in
one’s personal life and in the workplace. Research by Ruderman
et. al (2001) has uncovered links between specific elements of
emotional intelligence and specific behaviors associated with
leadership effectiveness and ineffectiveness. The study using
BarOn EQ-i® (Emotional Quotient Inventory) –an assessment
“Leadership is a journey that requires
investments of time and reflection, not
something that can be learned in a
five-day training course.”
3. leadership
Vol 10 Issue 4
34
of emotional intelligence–found that higher levels of particular
emotional intelligence components appear to be connected to
better performance. The study also identified potential problem
areas that could contribute to executive derailment.
Measurement of Emotional Intelligence
Using BarOn EQ-i® (Emotional Quotient Inventory) and
BarOn-360® Multi-rater Assessment
The development of the BarOn® model of emotional
intelligence evolved from Dr. Reuven Bar-On’s early clinical
experiences. Based on these experiences, he asked the
question: ‘Why are some individuals more able to succeed in
life than others?’ After a thorough review of the factors thought
to determine success in general, Bar-On (1988) found that
predicting success is not always based on cognitive intelligence.
Many cognitively intelligent people flounder in life, while many
less cognitively intelligent individuals succeed and prosper.
Emotional intelligence addresses the emotional, personal,
social and survival dimensions of intelligence, which are often
more important to successful coping with environmental
demands and pressures than the more traditional cognitive
aspects of intelligence. In everyday language, emotional
intelligence is referred to as ‘street smarts’ or ‘common sense’
(Stein & Book, 2003). Emotional intelligence competencies
can be improved through training, and thus provide an
excellent means of identifying potential areas for improvement,
as well as measuring the effectiveness of individual and
organisational development programs. Studies indicate that
emotional intelligence accounts for 15–45% of work success,
whereas cognitive intelligence has shown low and insignificant
correlations with performance in the workplace (Jae, J. H.,
1997). This means that the most intelligent or highly qualified
person for a position may not have the emotional constitution
to handle the stresses of the job environment.
BarOn Emotional Quotient Inventory (BarOn EQ-i®) (1997)
was the first scientifically validated instrument produced for
the purpose of assessing emotionally intelligent behavior.
BarOn EQ-i® was developed from the comprehensive
integration of theoretical knowledge and empirical
sophistication guided by state-of-the-art psychometric
methodology. Age- and gender-specific norms are available
based on a normative sample that exceeds 3,150. Development
of this instrument, following scientific methodology, ensures
that it assesses emotional intelligence in a dependable
and consistent manner. Without this careful attention to
development, obtained scores could not be compared to a
yardstick, so they could not have relevance. If that were the
case, obtained scores would merely be numbers, and could
provide no useful information. It is a certainty that BarOn EQ-
i® has been well researched and developed in accordance with
the highest test development standards.
The BarOn EQ-i® identifies ‘people skills’ by measuring
leadership
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Table 1 – The Factorial Components of BarOn’s® Concept of Emotional Intelligence
Self-Regard (SR) The ability to respect and accept yourself as basically good. Self-acceptance is the ability to accept your perceived
positive and negative aspects as well as limitations and possibilities.
Emotional Awareness (ES) The ability to recognise your feelings and to know why you are feeling a certain way.
Assertiveness (AS) The ability to express feelings, beliefs, and thoughts and defend one’s right in a non-destructive manner or
asserting your rights without threatening others.
Independence (IN) The ability to be self-reliant in your thinking and actions; to be free of emotional dependency.
Self-Actualization (SA) The ability to realise your potential capacities through involvement in pursuits that have meaning for you.
Empathy (EM) The ability to be aware of, to understand and to care about the feelings of others; to be able to read other people.
Social Responsibility (RE) The ability to be a cooperative, contributing, and constructive member of your social groups.
Interpersonal Relationship (IR) The ability to create and maintain mutually satisfying relationships that are characterised by intimacy and
affection.
Reality Testing (RT) The ability to see things as they are, rather than as we wish or fear them to be; to keep feelings from overwhelming
our perception of objective facts.
Flexibility (FL) The ability to adjust our emotions, thoughts, and behavior to changing situations and conditions.
Problem Solving (PS) The ability to methodically confront, identify and define problems as well as to generate and implement
potentially effective solutions.
Stress Tolerance (ST) The ability to handle bad events and stressful situations without ‘falling apart’; to manage through active and
positive coping techniques.
Impulse Control (IC) The ability to resist or delay an impulse or temptation to act; to be able to tolerate frustration without loss of control.
Optimism (OP) The ability to look at the brighter side of life and to maintain a positive attitude, even in the face of adversity; to
have hope.
Happiness (HA) The ability to feel satisfied with your present life; to enjoy yourself and others, and to have fun.
Adapted from Bar-On, R. (1997), ‘BarOn Emotional Quotient Inventory’, Technical Manual, Toronto, ON, Multi-Health Systems.
various aspects of social and emotional functioning. It is
the first fully validated and globally normed measure which
includes: intrapersonal, interpersonal, adaptability, stress
management and general mood. Table 1 outlines the 15
factors/sub-scales of EQ. The assessment demonstrates
excellent internal consistency and test-retest consistency.
Validity studies have shown the BarOn EQ-i® to possess factor
analytic criterion and solid predictive validity.
The BarOn EQ-360® (based on BarOn's EQ-i®) is
the emotional intelligence multi-rater of perceptions of
demonstrated EQ behaviours. When observer ratings are
compared with the results of a standard EQ-i self-report, a
more complete 360-degree profile emerges. While the EQ-i
identifies the level of a client’s emotional and social functioning
based on his or her responses, the EQ-360® assessment
provides a more in-depth analysis by having those who work
closely with the client provide information as well.
The EQ-360® is ideal for use in organisations where
developing effective communication between individuals,
teams, and the entire organisation is crucial to success. The
EQ-360® identifies both key leadership strengths that can
be leveraged to the benefit of the organisation, as well as
impediments getting in the way of high performance. The
assessment process can also be used as a follow-up to formal
coaching and to measure progress.
5. leadership
Vol 10 Issue 4
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Effective Leadership Styles
Drawing on research of more than 3,000 executives, Goleman
(2000) explores which precise leadership behaviours yield positive
results. The findings were published in the Harvard Business
Review article ‘Leadership That Gets Results’. In that article he
outlines six distinct leadership styles, each one springing from
different components of emotional intelligence.
Each style has a distinct effect on the working atmosphere
of a company, division or team, and, in turn, on its financial
performance. The styles, by name and brief description alone, will
resonate with anyone who leads, is led, or as is the case with most of
us, does both. Commanding leaders demand immediate compliance.
Visionary leaders mobilise people towards a vision. Participative
leaders create emotional bonds and harmony. Democratic leaders
Some people have one style of leadership, which is fine if they
can find a situation that requires that particular style of leadership.
Having said that, the autocratic style of leadership is the least
successful. It would be a good idea to develop a more involving style
that gives you the benefit of exchange with and commitment from
the people around you. If you have not learnt the skills of working
cooperatively with others in ways that allow them to see you as a
leader, then learn those skills. If you find yourself dictating direction
to people who regularly resist your well-intentioned efforts, then
learn more participatory skills. When you have the skills, you can
call on them. Without them, you are stuck with doing what you have
done in the past, and you will achieve similar results.
Flexible leadership, however, involves being able to adapt your
leadership style according to the situation and the state of the
36
build consensus through participation. Pacesetting leaders expect
excellence and self-direction. And coaching leaders develop people
for the future.
Since leaders lead people, the style with which you do it is
important. It must truly represent you, fit with the situation, the
results you wish to achieve and the people you hope will follow your
lead. In truth, having a particular style is not as essential to being
a leader as having a vision of what could exist, being committed to
the vision, bringing great energy to realising that vision and having
people to support you.
team, e.g., taking charge when a team is forming, but playing the
role of coach when a team is managing itself well.
The fact that leadership qualities are dependent on context is
demonstrated in the film ‘Twelve O’Clock High’. In this 1949
film, a squadron starts to suffer increasing losses during the war;
the leader’s people-oriented approach starts to fail. He is replaced
by a dictatorial bully who turns the squadron around and restores
their pride. (In a modern setting, such leadership behaviour
would often be regarded as unacceptable, but it worked within the
group’s drastic situation.)
6. leadership
Vol 10 Issue 4
37
Article by Prof Sattar Bawany, Managing Director & Country Head, Singapore and Head of Transition Coaching Practice, DBM Asia Pacific. He is
also the Adjunct Professor of Strategy of Paris Graduate School of Management. DBM is a leading global human capital management firm providing
career transition, change management and talent development solutions including strategic leadership development and executive coaching services
to private and public companies, not-for-profits and governments. Website: www.dbm.com, Email: sbawany@dbm.com . DBM is organizing a series
of Networking and Professional Development Briefings exclusively for HR & OD Practitioners. For details on his upcoming workshop, please refer to
page 66. Please email Annie Lui at: <alui@dbm.com> for further details and registration.
References
Bar-On, R. (1988). The development of an operational concept of psychological well
being. Unpublished doctoral dissertation, Rhodes University, South Africa.
Bar-On, R. (1997). ‘BarOn Emotional Quotient Inventory, Technical Manual.
Toronto, ON: Multi-Health Systems Inc.
Goleman, D. (1998). ‘What makes a Leader?’ Harvard Business Review, November–
December.
Goleman, D. (2000). ‘Leadership that Gets Results’. Harvard Business Review, March-April.
Jae, J. H. (1997). Emotional Intelligence and Cognitive Ability as Predictors of Job
Performance in the Banking Sector. Unpublished Master’s thesis, Ateneo de Manila
University, Manila, Philippines.
Ruderman, M. N., Hannum, K., Leslie, J. B., & Steed, J. L. (2001). Leadership Skills
and Emotional Intelligence. Center for Creative Leadership, Greensboro, NC.
Stein, S. J. & Book, H. E. (2003). The EQ Edge: Emotional Intelligence and your
Success. Toronto, ON: Multi-Health Systems Inc.
Sternberg, R. J. (2003). ‘A Broad View of Intelligence: The Theory of Successful
Intelligence.’ Consulting Psychology Journal, 55, 139–154.
Conclusion
Organisations need leaders to visualise the future, motivate and
inspire employees, and adapt to changing needs. DBM research
indicates that with the right leadership, development support–
including executive coaching–those individuals with leadership
potential can be developed into outstanding leaders. Emotional
Intelligence competencies are perhaps the most challenging for
leaders to build up effectively, and yet it is the one that often has
the most impact. As emotionally intelligent leaders rise through
the ranks of an organisation, their profile becomes more visible
to employees, and their increased power can have greater
impact.
In order for Singapore’s budding leaders to compete with
the world’s best, senior managers need to embrace the latest
techniques of human leadership development. The price of not
doing so will create plenty of managers, but very few leaders.
Finally, leadership is a journey that requires investments of time
and reflection, not something that can be learned in a five-day
training course.