How We Can Make New Excel From The Old One Leadership – Just How Important Is Emotional Competence?

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Leadership – Just How Important Is Emotional Competence?

The old ways of doing business no longer work: the increasingly intense competitive challenges of the world economy challenge everyone, everywhere, to adapt in order to thrive under the new rules. In the old economy, hierarchies pitted labor against management, with workers paid according to their skills, but this is eroding as the rate of change accelerates.

Hierarchies are being replaced by networks; labor and management are coming together in teams; salaries are coming in new mixes of options, incentives and ownership; fixed jobs merge into fluid careers.

As the business changes, so do the traits needed to survive, let alone excel. All of these transitions place a greater value on emotional intelligence. Competitive pressures place a new value on people who are self-motivated, show initiative, have the inner drive to outdo themselves, and are optimistic enough to take setbacks and setbacks in their stride. The ever-urgent need to serve customers and clients well and to work seamlessly and creatively with an increasingly diverse range of people makes the ability to empathize even more so.

At the same time, the dissolution of old hierarchies increases the importance of traditional people skills such as relationship building, influence and collaboration. And this is as true for employers as it is for employees. The task of leadership is based on a wide range of personal skills. Research has shown that emotional competence makes the crucial difference between mediocre and great leaders. Indeed, emotional competence accounts for about two-thirds of the components of star performance overall, but for outstanding leaders emotional competence—as opposed to technical or cognitive cues—accounts for 80 to 100% of those listed by companies as crucial. for success. read

Star performers show significantly greater strengths in a number of emotional competencies, such as persuasion skills, team leadership, political awareness, self-confidence, and achievement motivation. Empathy, one of the key elements of emotional intelligence, is essential to good management; it is difficult to have a positive influence on others without first understanding how they feel and understanding their position. People who are poor at reading emotional cues and inept at social interactions are very poor at influencing others in the workplace.

Empathy has become more important as the entire world of work changes. These are troubled times for workers – it seems no one is guaranteed a job anywhere anymore. The creeping sense that no one’s job is secure, even as the companies they work for are thriving, means fear, dread and confusion are spreading. An attitude of self-interest is, understandably, increasingly common for employees who are faced with downsizing and other changes that make them feel that their organization is no longer loyal to them. This sense of betrayal or mistrust erodes loyalty and encourages cynicism. And once lost, trust—and the commitment that flows from it—is hard to rebuild. If employees are not treated fairly and with respect, no organization will earn their emotional loyalty. Sensing the development needs of others and strengthening their skills is emerging as second only to team leadership among superior managers.

For leaders, developing the skills of others is even more important—indeed, it’s the emotional competence most often found among those at the top of the field. This is a person-to-person art, and the effectiveness of counseling depends on sensitivity and the ability to focus on our feelings and share them.

Research suggests that the best ‘coaches’ show a genuine personal interest in those they lead and have empathy and understanding for their employees. Trust is crucial – when there is little trust in the coach, advice is ignored. This also happens when the coach is impersonal and cold, or the relationship seems too one-sided or selfish. Coaches who show respect, trustworthiness and empathy are the best. One way to encourage people to perform better is to let others take the lead in setting their goals rather than dictating the conditions and manner of their development. This communicates the belief that employees have the capacity to be the pilot of their own destiny.

Another technique is to show problems without offering solutions: this implies that employees can find the solution themselves. And people are hungry for feedback, yet many managers, supervisors, and leaders aren’t skilled at giving it or simply aren’t inclined to give any. Almost everyone who has a supervisor is part of at least one vertical ‘pair’ in the workplace; every boss creates such a bond with every subordinate. Such vertical pairs are a basic unit of organizational life. Herein lies the blessing or the curse: This interdependence ties a subordinate and superior together in a way that can become very fraught. If both do well emotionally – if they create a relationship of trust and rapport, of understanding and inspired effort – their performance will shine. But if things go wrong emotionally, the relationship can become a nightmare and their performance can become a series of minor and major mishaps. While vertical pairings have all the emotional cover that power and compatibility bring to a relationship, peer pairings—our relationships with colleagues—have a parallel emotional component, something akin to the pleasures, jealousies, and rivalries of siblings.

If there is one place where emotional intelligence should enter an organization, it is at this most fundamental level. Building collaborative and fruitful relationships begins with the couples we are a part of at work. Bringing emotional intelligence to a working relationship can lead it to the evolutionary, creative, mutually engaged end of the continuum; Failure to do so increases the risk of a downward shift toward stiffness, stiffness, and failure.

Copyright © 2007 Jonathan Farrington. all rights reserved

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