Know yourself.’ The ancient Greeks considered this a must have
virtue. And they were right, as recent research shows a direct correlation between high leadership performance and accurate self-awareness – in other words, emotional intelligence.
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
Coaching Redefined: How Internal Motivation Can Fuel Performance AchieveGlobal
Behind every disengaged employee is a leadership problem to be solved. This research report illuminates the different types of motivation, what works best on the job (hint: it isn't rewards and punishments), and the four coaching skills that lead to engaged employees and better business results.
Successful leadership requires a balance of several factors. In 2005, James Haner & David Williams developed the Behaviors, Competencies & Responsibilities approach to leadership. In this first in a series of 3 White Papers, the focus is on Behaviors.
Access the remaining 2 Papers as well as 40 more White Papers & Podcasts on various Management & IT topics here - http://www.learningtree.ca/info/white-papers.htm
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
Coaching Redefined: How Internal Motivation Can Fuel Performance AchieveGlobal
Behind every disengaged employee is a leadership problem to be solved. This research report illuminates the different types of motivation, what works best on the job (hint: it isn't rewards and punishments), and the four coaching skills that lead to engaged employees and better business results.
Successful leadership requires a balance of several factors. In 2005, James Haner & David Williams developed the Behaviors, Competencies & Responsibilities approach to leadership. In this first in a series of 3 White Papers, the focus is on Behaviors.
Access the remaining 2 Papers as well as 40 more White Papers & Podcasts on various Management & IT topics here - http://www.learningtree.ca/info/white-papers.htm
Join leaders from the major construction markets around the world to explore how globalization is impacting and changing the construction industry, where the opportunities for growth are, and what is required to compete on the international playing field.
ENR has hosted 300+ delegates from more than 20 countries representing the Asia-Pacific, North American, South American, European, and Middle-East construction markets.
Social Media: An Introduction for BusinessesAren Grimshaw
A copy of the slides used on my presentations to businesses in the south west on behalf of Business Link.
Originally presented on Wednesday 11th August at the Barnstaple Hotel as part of a Business Link one day seminar on Social Media and Internet Marketing.
Few highlights of the 4th Sovereign Wealth Fund Report, written by ESADE, KPMG Spain, and ICEX–Invest in Spain:
-Sovereign wealth funds managed assets worth a record $7.1 trillion in 2014
- Sovereign wealth funds (SWFs) have increased and consolidated their investment flows.
- Worldwide, there are currently 92 active SWFs (eight more than last year) and the assets under their management are worth a total of $7.1 trillion (up from $5.9 trillion last year). Meanwhile, a further 25 countries are considering the possibility of creating a SWF.
- The greatest investment capacity is concentrated in four areas – Norway, Southeast Asia, the Gulf Cooperation Council countries, and China – but Africa and Latin America are also emerging as important SWF regions.
More highlights here: http://esade.me/1RBu9NJ
A Quantitative Analysis of the Repurchase of Stock between Quebecor and the C...malmn
On October 3rd of 2012, Québecor Inc. and the Caisse de dépôt et placement du Québec (CDP) reached an agreement on the partial sale of the CDP’s interest in Quebecor Media Inc. (QMI). Québecor will purchase a total of 30.5 million shares valued at $1.5 billion.
The purpose of this study is to analyze the quantitative and qualitative aspects of the CDP’s reduction in ownership of QMI, including the motives and non-financial considerations behind the deal. In addition, this paper will seek to determine if fair value was realized and validate or disprove the National Post’s analysts’ claim that this “pegs the Value of QMI at about $6-billion, representing a 20% premium”.
Two contrasting views fuel debate in leadership theory and practice: The classic behavioral approach assumes that developing leaders means focusing on the person, his or her skills and experience, whereas the mindful approach holds that leadership happens in the moment and requires making sense of the evolving dynamic between person and context. In essence, training leaders in the behavioral tradition means providing them with a toolbox of knowledge and skills. But is this sufficient, given the complexity and human dynamics involved in leading people in organizations?
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.
Hay Group Managing Your Boss In Boom Times Jan 2013Nidthia C
So you've coped with your boss's "Dr Jekyll-Mr. Hyde" mood swings last year when business accelerated in Indonesia economic boom. Now that you have received your bonus and salary increment letter, things are looking up. You're thinking "why do I have to put up with this?".
And you're looking for greener pastures. But, when it comes to your next boss, will the grass be truly greener? What will you look for in a new manager?
Is leaving really the best option for you? Or can a deeper understanding of leadership help you manage your current boss better?
Hay Group invites you to its signature global business event - the International Conference. Slated to be held in Shanghai this year, the theme of focus is "Leading Transformation". Stay posted for more details on the event!
The social life of ideas: From innovation to profitHay Group India
The main challenge in organizational innovation lies in its execution, and not in having more ideas. Top companies create supportive cultures that transform ideas into profitable investments.
Companies need innovation to survive. In fact, there is no shortage of clever people and smart ideas. Hence the competitive edge comes from having the best execution – from the time the idea is first identified, shepherded through the corporate maze, and into the hands of the paying customer.
And yet, in many companies, the chase for short-term profitability can become the Achilles heel of long-term business sustainability. The way to avoid this is to have a deep-rooted culture that promotes innovation and new ideas to filter up and sideways.
The global economic meltdown has radically changed the deal landscape. Research findings from Hay Group reveal that there are several critical success factors for all executives to keep in mind which make the difference between winning and losing in the M&A game.
The changing face of reward examines how the business drivers of reward are changing due to the impact of the global downturn and other macroeconomic trends in the global economy.
Talent Q’s Dimensions provides a cost-effective way to measure the capability of sales staff, especially when assessing large numbers in revenue-critical roles.
CEOs at the world’s most successful companies know that they can only safeguard their organization’s competitive future if they have the right leaders to develop and implement their strategy.
Future winners are investing in the right leaders today. As in past recessions margins are being cut, costs pushed down, currencies are shifting – and future winning organisations are starting to reposition themselves.
An organisation can be destroyed by its own culture. There’s a slow route to decline and a swift route to catastrophe. In these circumstances, institutional collusion in interpreting key facts leads to pervasive managerial delinquency.
Ask someone to name some management gurus and it’s a pretty safe bet that the name Bob Geldof won’t come top of their list. On the face of it, the rock star who sang about hating Mondays might sound like one of the most unlikely experts on management issues.
In the words of EI guru Dr Daniel Goleman, Emotional Intelligence is: ‘the capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.’
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
1. MT ELIZA BUSINESS REVIEW – SUMMER / AUTUMN 2003/2004
Leadership for tomorrow: Once
more, with feeling
Paul G Power
now yourself.’ The ancient Greeks considered this a must-
‘K have virtue. And they were right, as recent research shows
a direct correlation between high leadership performance
and accurate self-awareness – in other words, emotional
intelligence.
43
2. MT ELIZA BUSINESS REVIEW – SUMMER / AUTUMN 2003/2004
PETER IS THE CEO of a medium-sized, high-profile For Peter, the breakthrough came from his discovery
organisation providing business services to of the effect he was having on his staff (social
professionals. While he is achieving financial results to awareness) and the realisation that it resulted from a
delight the company’s shareholders, he is unaware of lack of self-control (self-management) in misusing
the impact he is having on the members of his what he considered to be his great strength – his sharp
executive team. In their view, he rules the organisation intellect (self-awareness).
by fear and is considered unapproachable because of For Paul, insight came from an understanding that
his stern demeanour and his capacity to deliver a he had a strong need for relationships and belonging
‘quick put-down’. (self-awareness)
Paul is the which was driving
principal of a Leaders who are not emotionally self-aware will his behaviour to the
secondary school extent that he was
with a reputation not be mentally tough enough to succeed in ‘killing performance
for mediocrity in its with kindness’. He
teaching and a
tomorrow’s business environment. learned to value the
history of poor importance of
student results. He providing balanced
believes that his relationships with his teachers are too positive and negative feedback to his staff which more
important to jeopardise by addressing the issues accurately reflected their levels of performance.
related to their teaching performance. Mary discovered that her behaviour toward her
Mary is a senior executive in a high-performing, peers was driven in large part by her upbringing,
fast-moving consumer goods (FMCG) company. She where her parents had enthusiastically and repeatedly
has an excellent reputation among her own staff for encouraged her education with admonitions of ‘you are
the quality of her leadership. Among her peers in the what you learn’, and ‘always look after your brothers
executive team, however, she is considered arrogant and sisters’ (self-awareness). On the basis of this new-
and patronising. found awareness, she stopped lecturing her colleagues
Through a leadership transformation program that from her vast knowledge base whenever a topic was
included diagnostic raised in meetings,
feedback and one- so they no longer
on-one coaching, all Emotionally intelligent leadership is about considered her
three of these arrogant.
leaders gained exercising real choice, based on a realistic and Furthermore, they
insight into their accurate assessment of oneself. no longer considered
behaviour and her to be
discovered that they patronising, because
needed to develop some of the elements of emotional she now refrained from ‘protecting’ them when she felt
intelligence. they were ‘under attack’ from other members of the
team.
WHAT IS EMOTIONAL INTELLIGENCE?
Emotional intelligence is “the capacity for recognising
our own feelings and those of others, for motivating
ourselves and for managing emotions effectively in
ourselves and others.”1 This has been misconstrued by
some as a requirement to become ‘warm and fuzzy’ at
the expense of having a hard-nosed business sense. But
emotionally intelligent leadership is not about
unfaltering ‘niceness’, nor is it about being emotionally
bland or controlled to the point of appearing
emotionless and robotic. Rather, it is about exercising
real choice, based upon a realistic and accurate
assessment of oneself in a given situation, instead of
being driven by one’s emotions to act in an
uncontrolled manner.
As described in detail in The New Leaders2, this
perspective on emotional intelligence can be
encapsulated in a behavioural framework of four
competency clusters: self-awareness, self-management,
social awareness and relationship management.
44
3. MT ELIZA BUSINESS REVIEW – SUMMER / AUTUMN 2003/2004
EMOTIONALLY INTELLIGENT LEADERSHIP Daniel Goleman wrote compellingly in 1998 about
“Leadership is largely about a relationship between the need for leaders to demonstrate emotional
leaders and followers; therefore, a central task for all intelligence.7 He has subsequently published further
leaders is to build and maintain a solid relationship evidence of the need for today’s organisations to foster
with others”.3 emotionally intelligent leadership8, a view echoed
This has not always been the case. For many years, widely by others.9 In essence, Goleman and his
business enterprises colleagues maintain
were led and that it is the
managed by people, Kotter asserts leadership and management are fundamental task of
mostly men, who leaders to be
ruled by fiat, by
two sides of a coin: the former relates to change
intelligent about
force, by fear, or, and growth, the latter to continuity and stability. their emotions and
occasionally, through to thereby act in a
charisma. Indeed, way that releases
the distinction between leadership and management the best in the people they lead. It is this quality that
was typically viewed as unnecessary and a matter for “determines whether everything else a leader does will
academic discourse with little relevance to the reality work as well as it could.”10
of corporate life. But what does an emotionally intelligent leader look
like? Can emotional intelligence be identified? Can it
be developed? Are the characteristics of emotionally
intelligent leadership consistent around the world?
What impact do these attributes really have on
business results?
Many have attempted to describe the characteristics
of great leaders. Goleman’s work has relied heavily on
the research of David McClelland and his colleagues,
first at McBer & Company and more recently at the
Hay Group’s McClelland Center for Research and
Innovation in Boston.
McClelland was the first to challenge the
widespread belief that success was solidly based in
possession of the technical skills required to perform a
role and that, the more senior and the more technical
the role, the more intelligence mattered. McClelland
was intrigued by the evidence that IQ was remarkably
unsuccessful at predicting success in a work role. In
his groundbreaking article, ‘Testing for Competence
Rather than for Intelligence’11, McClelland suggested
that, although intelligence is a necessary condition for
As recently as 1995, the Karpin Report4, as it was successful performance, it is other characteristics that
known, asserted that there was little point in distinguish superior from average performers. These
attempting to distinguish meaningfully between characteristics he named competencies. It is this
leadership and management, preferring to assume that foundation that Goleman has built upon in his book,
the two were much the same at senior levels in an Working with Emotional Intelligence. There, he has
organisation. This, primarily used the
however, is a view continuing research
that has been based on
frequently IQ was remarkably unsuccessful at predicting McClelland’s
questioned in the success in a work role … other characteristics pioneering work to
years since. In 1990, outline the
John Kotter distinguish superior from average performers. competencies of the
asserted that emotionally
leadership and intelligent leader.
management are two sides of a coin: the former
relating to change and growth, the latter concerned THE EMOTIONAL COMPETENCE INVENTORY
with continuity and stability.5 His analysis, supported Since publication of that book in 1998, Goleman has
and extended by his later writings, has informed and worked closely with Richard Boyatzis at Case Western
directed this debate.6 Reserve University and the Hay Group to develop the
45
6. MT ELIZA BUSINESS REVIEW – SUMMER / AUTUMN 2003/2004
This is not to suggest that leaders in this area of the 4. Am I prepared to practise doing things
world are devoid of feelings, or unable to be in touch differently?
with their emotions and their responses to them, but 5. Who will support me on my journey?23
more that they simply do not bring them into the open
as frequently. This may well change, as we have also LEADERSHIP FOR TOMORROW
noted a trend toward greater openness about these No longer can leaders rely on the trappings of office,
matters among the younger generation of leaders and the formal assignment of power, the unthinking
potential leaders. exercise of authority.
Several studies Many writers are
have shown that the Programs to increase and enhance emotional referring to the
ECI competencies turbulent times in
can be developed.
intelligence have been successful. which businesses are
Programs designed increasingly being
to increase and forced to operate. If
enhance emotional intelligence have been successful, they are to survive, then the need for successful,
as Goleman has stated clearly.22 As the cadre of innovative, dynamic leadership is paramount.
researchers grows in size, and the range of research Modern conceptions of leadership take account of
questions continues to expand, we will inevitably learn both the definition of leadership and the way
more and more about the development of these leadership is practised. It involves ways of acting that
competencies and gain commitment to
the impact of that a common purpose
development on Transformational leadership serves collective and generate
business results. momentum toward
Hay Group interests and develops and empowers others common goals.
research indicates Transformational, or
that adults only …emotional intelligence is its driving force. socialised, leadership
change their demands behaviour
behaviour and that is directed
habits in sustainable ways when they go through a toward the service of collective interests and develops
series of five discoveries: and empowers others. In other words, it is leadership
1. Who am I – who do I want to be? that has emotional intelligence as its driving force.
2. How do other people see me – how do I come This kind of leadership is not based on personal
across to others? dominance and is not directed toward self-
3. What are my goals – my vision for the future? aggrandisement, the service of self-interest or the
exploitation of others. Nor does it rely on
manipulation, threat or punishment. Rather, it shows
regard for the rights and feelings of others, within the
context of established institutional procedures and
guidelines. In order to be a catalyst for change, these
leaders must deal with their own uncertainties and
gain the personal confidence that will enable others to
respond positively to change. Emotional intelligence is
not for ‘wimps’. In fact, leaders who are not
emotionally self-aware will not be mentally tough
enough to succeed in tomorrow’s business
environment.
ORGANISATIONS USING THE EMOTIONAL
COMPETENCE INVENTORY IN AUSTRALIA AND
NEW ZEALAND INCLUDE :
AGL, Australia Post, Aurora Energy, Coca-Cola,
Fuji Xerox, General Mills, Holden, Merck Sharp &
Dome, Merrill Lynch, Monash University, Tabcorp,
Sky City, Unilever, ANZ, Commonwealth Banking
Corporation, Westpac, UBS Warburg, Air New
Zealand, PricewaterhouseCoopers, Ravensdown,
Australian Department of Defence.
48