Does Emotional Intelligence Make You a Better Leader?

In my 16 years as an executive coach, I have been exposed to hundreds of books, articles and training methods aimed at developing successful leaders. In recent years, the studies linked to  emotional intelligence make the greatest case for what skills are most important for effective management and leadership.

WHERE DID EMOTIONAL INTELLIGENCE ORIGINATE?

The term was initially developed by psychologists John Mayer, of the University of New Hampshire, and Peter Salovey, of Yale University. Independently, Israeli psychologist Reuven Bar-On worked on a concept he called "emotional quotient" or EQ in the early 1980s.

The idea was popularized in 1995 by American journalist Daniel Goleman, who wrote the first best-selling book on the subject.  Most recently, Daniel Goleman wrote another best-seller, Primal Leadership. 

A DEFINITION OF EMOTIONAL INTELLIGENCE

According to Bar-On, emotional intelligence is:

a set of skills or competencies that influence one’s ability to cope with life’s demands and pressures.

Goleman defines emotional intelligence as:

the capacity for recognizing our own feelings and those of others, for motivating ourselves and for managing emotions in ourselves and others.

THE RESEARCH

1.  In a study of more than 2,000 managers from 12 large organizations, 81% of the competencies that distinguished outstanding managers were related to emotional intelligence. One of the foundations of emotional competence -- accurate self-assessment -- was particularly associated with superior performance. (Boyatzis, (1982)

2.  An analysis of more than 300 top-level executives from fifteen global companies showed that six emotional competencies distinguished stars from the average:  Influence, Team Leadership, Organizational Awareness, Self-Confidence, Achievement Drive, and Leadership. (Spencer, L. M., Jr., 1997).

3.  In a large beverage firm, division leaders with emotional intelligence competencies (such as initiative and self-confidence) outperformed their targets by 15 to 20 percent.  Those who lacked them under-performed by almost 20% (McClelland, 1999).

4.  Research by the Center for Creative Leadership has found that the primary causes of derailment in executives involve deficits in emotional competence.  The three primary ones are difficulty in handling change, not being able to work well in a team, and poor interpersonal relations.

5.  After supervisors in a manufacturing plant received training in emotional competencies such as how to listen better and help employees resolve problems on their own, lost-time accidents were reduced by 50 percent, formal grievances were reduced from an average of 15 per year to 3 per year, and the plant exceeded productivity goals by $250,000 (Pesuric & Byham, 1996).  In another manufacturing plant where supervisors received similar training, production increased 17 percent.  There was no such increase in production for a group of matched supervisors who were not trained (Porras & Anderson, 1981).

6.  Another emotional competence, the ability to handle stress, was linked to success as a store manager in a retail chain.  The most successful store managers were those best able to handle stress.  Success was based on net profits, sales per square foot, sales per employee, and per dollar inventory investment (Lusch & Serpkeuci, 1990).

7.  Optimism is another emotional competence that leads to increased productivity.  New salesmen at Met Life who scored high on a test of “learned optimism” sold 37 percent more life insurance in their first two years than pessimists (Seligman, 1990).

8.  A study of 130 executives found that how well people handled their own emotions determined how much people around them preferred to deal with them (Walter V. Clarke Associates, 1997).

 DEVELOPING EMOTIONAL INTELLIGENCE

Can leaders develop their emotional intelligence and make significant changes in their performance?  Yes, but it takes both patience and perseverance, and it helps to have a coach or mentor to guide the process. In my experience of working with leaders it takes their willingness to engage their heads and hearts:

1)  Determination:  They have to truly WANT to change. 
2)  Passion:  The changes must be linked to their goals, dreams for the future, as well as their values and beliefs.
3)  Vision:  They need to see a vision of their “future self” and know how that vision is different from the current state.

About the Author: Elaine Siciliano Morris is principal consultant and founder of Sea Change Inc, an organizational effectiveness firm based in the Dallas/Fort Worth area. A frequent keynote speaker and workshop presenter on leadership, corporate culture and personal growth, Elaine works with leaders and their teams to create productive and rewarding work environments. More information about her is available on her website: www.seachangecoach.com, or contact Elaine by phone at 972-407-0648.