The good news is that positive emotions spread like viruses, making it easier to resonate with them. There are important new findings in emotion research. Emotional addiction patternsīut that is not all. These are the four leadership competencies: self-awareness, self-management, social awareness (empathy), relationship management.īy the way, the brain stores new information better if it is coupled with positive feelings. In his studies, Goleman found that emotional intelligence is more important than IQ for leaders to develop individual resources in employees. Emotional intelligence ( EQ), on the other hand, can be trained. EQ more important than IQĬognitive intelligence ( IQ) cannot be developed. An emotionally intelligent leader can also create this effect in an agile team. In such a positive climate, people are willing to do things together that an individual would not or could not do. With emotional intelligence, the leader manages to neutralize emotional distortions and open a space for positive emotions.Īccording to findings from brain research, participants follow in their emotionality the member of the group who expresses his or her positive emotions. In the open system and in volatile times, it is more difficult to keep a team focused. In impressive synchronicity, we now have two comparably open systems: the limbic system as hardware and the new leadership style as software. Put them quietly in relation to your annual sales projections. The emotionally intelligent group achieved 12% more sales. Here’s what pharmaceutical company Sanofi-Aventis found: Salespeople were trained in emotional intelligence a comparison group did not receive this training. Let’s get specific: If leadership creates a positive climate, it can make a 20-30 percent difference in business results! This is Goleman’s conclusion after he has examined hundreds of companies and evaluated countless studies. Emotional intelligence improves business results It has prevailed in evolutionary history and is still valid. The limbic system is an open loop so that people support each other emotionally. This is the part of the brain that processes emotions. The reason for this sits in the limbic system. The dissonant type drains them and drives them away.īasically, the employees in the direct environment adapt to the emotional leadership of the leader.
The resonant leader automatically generates positive resonance in his people. He distinguishes between dissonant and resonant types of leadership. Resonant and dissonant leadershipĪs early as the 1990s, Daniel Goleman showed that emotional intelligence is the most original and important element of leadership. It is not a new tool, but it is gaining in importance in the era of digitization and is an important pillar of Leadership 4.0.
This is where Emotional Intelligence comes into play at the latest. The rapid change cycles of digitization unsettle employees and destabilize teams. This is often an unpleasant scenario for old-school managers. It is replaced by networking, in which visibility plays a role. The security of a company’s internal hierarchy often disappears.
This forces the leader to open up and act in a more agile way. The teams/units to be led are often non-local and not necessarily assigned to a corporate hierarchy. What was previously a strictly hierarchical and closed system is now networked and open. There is no question that leadership is currently undergoing massive change. Emotional intelligence as a pillar of Leadership 4.0 The decisive difference is found at the emotional level, according to business psychologist Daniel Goleman. Emotional intelligence as the foundation of change managementĬ-level leaders differ only minimally in terms of their cognitive and intellectual competencies.Emotional intelligence improves business results.Emotional intelligence as a pillar of Leadership 4.0.
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