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HOW OUTSTANDING LEADERS USE EMOTIONAL INTELLIGENCE
Author(s) -
Cherniss Cary,
Roche Cornelia W.
Publication year - 2020
Publication title -
leader to leader
Language(s) - English
Resource type - Journals
eISSN - 1531-5355
pISSN - 1087-8149
DOI - 10.1002/ltl.20517
Subject(s) - emotional intelligence , popularity , psychology , cognition , social psychology , applied psychology , event (particle physics) , position (finance) , social intelligence , public relations , business , political science , finance , quantum mechanics , neuroscience , physics
The popularity of emotional intelligence among business leaders is based in part on the realization that cognitive intelligence, or “IQ,” accounts for only part of what leaders need to be effective. A meta‐analysis combining the results from 151 independent studies and over 40,000 leaders found that IQ accounted for only about 7% of the variability in leader effectiveness. Emotional intelligence is the ability to perceive, understand, and manage our own emotions and those of others. We have studied how 25 outstanding leaders have used their emotional intelligence to confront critical challenges and opportunities. Using a modified behavior event interview, we asked the leaders to describe “one or more incidents in which they used or managed their own emotions and/or those of others to deal with a challenge or opportunity.” We identified nine strategies that the leaders used often. In this article, we describe each strategy. In their roles as supervisors, managers, or executives, organizational leaders are in a particularly good position to help others develop emotional intelligence. Organizational leaders are often able to see their people behaving in various real‐life situations on multiple occasions over time. They also are better able to provide feedback immediately or soon after an incident.