The Center For Leadership Studies

NOVEMBER 23, 2020

In this time of unrest and change, the role of Emotional Intelligence (EI) in leadership has emerged as the critical skill set for leaders. That sounds like a solid case for Emotional Intelligence training and coaching for leaders if I ever heard one! The EQ Edge: Emotional Intelligence and Your Success.

Emotional Intelligence 98

Emotional Intelligence Self-aware P&L Leadership 98

The Center For Leadership Studies

JUNE 8, 2023

Foundational Research The Situational Leadership ® Model is anchored by a foundation of timeless, pioneering research in leadership development and organizational behavior. It is difficult to imagine a comprehensive leadership development curriculum that did not include the Situational Leadership ® Model.

Situational Leadership 52

Situational Leadership Leadership Argyris Influence 52

LDRLB

AUGUST 3, 2012

Because individuals need not hold a position of power or authority to have a covenantal relationship with the organization, stewardship behaviors can be enacted across all levels of the organization. Indeed, Davis et al. Paying attention can dramatically change the way people respond to you.

Wilde 164

Wilde Emotional Intelligence Self-aware Consensus 164

Leading with Trust

JUNE 12, 2022

But being a first-time manager requires a whole new set of skills —for example, emotional intelligence—that are more important than technical expertise. Many managers either haven’t had the opportunity to develop these skills, are resistant to doing so, or don’t have an interest in them. Investing in training is an example.

Self-aware 124

Self-aware Emotional Intelligence Blanchard Servant Leader 124

Harvard Business Review

OCTOBER 20, 2015

You’re well aware that you’ll need to rely on your emotional intelligence skills to understand and work through your new team’s dynamics. This takes tremendous emotional intelligence, starting with self awareness. Even good people fall prey to the temptation to use power for their own good.

McClelland 8

McClelland Management Emotional Intelligence Self-aware 8

Harvard Business Review

JULY 1, 2014

David McClelland points out that both emotionally intelligent leaders and their egocentric counterparts tend to be motivated by power; they enjoy having an impact on others.The difference is in the type of power driving them: Egocentric leaders tend to be concerned only with personalized power – power that gets them ahead.

Co-Opetition 10

Co-Opetition McClelland Leadership Emotional Intelligence 10

Harvard Business Review

APRIL 21, 2015

Last year, I worked with a senior executive — let’s call him Steve — who had received feedback from his boss that he was wearing the power of his new title in an off-putting way. Steve’s boss told him that he had developed a subtle way of being right in meetings that sucked all the oxygen out of the room.

Power 8

Power Emotional Intelligence Self-aware Executive Coaching 8