LEAD! Book 1 by Gregory H. Garrison

Author:Gregory H. Garrison
Language: eng
Format: epub
ISBN: 9781510780231
Publisher: Skyhorse Publishing
Published: 2024-03-15T00:00:00+00:00

Daniel Goleman

98

Dan Goleman’s 1995 book Emotional Intelligence99 was a trailblazer for this emerging field and was a big eye-opener for the management community. Goleman didn’t say it first but perhaps said it best in this book, catching the essence of the moment and helping to create and perpetuate this new emotional intelligence meme.

In my experience, this was a watershed moment when businesses finally virtually closed the book on what McGregor called Theory X, command and control-style management. By this time, many business psychologists, researchers, and consultants had begun to recognize that there was a whole class of personal, social, emotional, nonintellectual “soft” skills required alongside traditional management skills and methods.

Thereafter, it was recognized almost overnight that in modern corporations, high intelligence, adequate technical skills, and appropriate experience were no longer sufficient in and of themselves to inspire, motivate, and lead high-potential knowledge workers. In today’s work environment, without highly evolved emotional intelligence, managers may be incapable, inadequate, and insecure and thus be prone to anxiety, frustration, and emotional outbursts, and experience ineffective interactions and communications with staff. Further, a manager with low emotional intelligence will have difficulties hiring and retaining high-quality staff, building cohesive teams, and motivating employees.

Today, we know and accept that an effective leader/manager must possess high emotional intelligence. It coexists alongside traditional aspects of quick-witted intellect, sharp technical skills, and extensive experience to be accepted and effective as a leader of intelligent, self-motivated, career-oriented, and self-actualizing staff.

If you reflect on your work experience, it won’t take long to identify previous managers or colleagues with very high and low emotional intelligence. Of course, no one is perfect, but each of us can dedicate ourselves continually to improving our skills and abilities, especially our emotional intelligence. The key is to be consciously aware of your capabilities and temperament and develop mature emotional intelligence along with the rest of your professional expertise.

Goleman and other analysts have extensively documented and established the fact that emotional intelligence is now one of the critical leadership secret sauces essential to developing and leading high-performing teams, particularly in the digital age.

Takeaway: To become a successful senior leader who is valued and supported by colleagues and staff in business today, your highly developed people skills and emotional intelligence are equally important as intellect, technical skills, and experience.

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