Program 7: Achieving Organisational Success with Results-Based Leadership
Daniel Goleman brought the notion of “Emotional Intelligence” (EI) and “Emotional Quotient” (EQ) to prominence as an alternative to more traditional measures of IQ with his 1995 mega-best-seller Emotional Intelligence. According to Goleman, “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.
Drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviours yield positive results. 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 mobilize people toward a vision. Participative leaders create emotional bonds and harmony. Democratic leaders 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.9
Organisations need leaders to visualise the future, motivate and inspire employees, and adapt to changing needs. Our research indicates that, with the right leadership development support including executive coaching, those with leadership potential can be developed into outstanding leaders. Emotional Intelligence competencies are perhaps the most challenging for leaders to develop effectively and yet it is the one that often has the most impact. As leaders rise through the ranks of an organisation, their profile becomes more visible to employees and their increased power can have subtle and direct ramifications.
As a result of attending this session, each participant will be able to:
- Understand the Emotional Intelligence (EI) competency framework
- Make the link between Emotional Intelligence and Leadership Effectiveness
- Use Emotional Intelligence to Create a Positive Organisational Climate
- Understand how emotions can influence thoughts, behaviour, goals, decision–making
- Develop a Personal Leadership Development Plan
9 “Making Results-based Leadership Work in Singapore” published by Singapore Business Review, 12 February 2013. http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore