Leading with Emotional Intelligence: Hands-On ... - always yours

10 LEADING WITH EMOTIONAL INTELLIGENCE
Western Reserve University; the Hay Group, a consulting fi rm; and
others who collaborated on in-depth research. Goleman, Boyatzis, and
the Hay Group developed a useful application, a 360-degree assessment
to measure Emotional Intelligence, called the Emotional Competence
Inventory (ECI).
They have recently added the Emotional
Social Competency Inventory (ESCI), which
has fewer competencies and is used more
for research. In addition, Goleman, Boyatzis,
and McKee wrote Primal Leadership,
and Boyatzis and McKee wrote Resonant
Leadership. The Additional Resources section
lists quality resources that highlight
the big three EI models, other important EI
models, neuroscience, and NeuroLeadership.
The research generated from these sources is rich, compelling,
and invaluable. It is now possible to confidently identify the
key competencies that make Star Performers. A Star Performer is
defi ned as a person performing in the top 10% of an organization,
while average performers make up 60-80% of the workforce. 9
A Star Performer
is defined
as a person
performing in
the top 10% of an
organization . . .
Here are some brief examples that describe the critical benefits
of developing Emotional Intelligence:
Boyatzis and Ratti did a study in 2009 with managers and
leaders in Italy and found that emotional, social, and cognitive
intelligence competencies predict performance. More specifically,
in the EI competency cluster, effective executives showed more
initiative, while effective middle level managers showed more planning
than their less effective counterparts. Similarly, in the Social
Intelligence competency cluster, effective executives were more
distinguished in networking, self-confidence, persuasiveness, and
oral communication. 10
Dries and Pepermans, in a study with 102 managers conducted
in 2007, found that high-potential managers had higher scores on