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

ARE YOU A STAR PERFORMER OR JUST AVERAGE? 71
NUMBER OF STARS RATED “8” AND OVER
CLUSTER SELF DR
Self-Awareness
Self-Management
Social Awareness
Relationship Management
TOTAL
Adapted from Goleman, D., Boyatzis, R., and McKee, A. (2002) Primal Leadership:
Realizing the Power of Emotional Intelligence. Boston, MA: Harvard Business
School Press. Reprinted with permission.
ARE YOU OR YOUR BOSS DEBILITATING?
Unless you are the CEO, you have a boss. Even CEOs have a board
to report to. What kind of boss are you to your direct reports? Would
anyone call you Debilitating? In learning how to be a great leader, it
helps to know what bad leaders do so you can avoid those behaviors.
The Derailer Detector assessment follows this section so you can determine
if any Debilitating behavior plagues you or someone you know.
James is an Information Technology consultant. His boss is
a poor communicator. When James’s boss gives James a task, he
rarely expresses his expectations. At the end of a project, the boss
would inevitably announce that the work was not up to par and
would be overly critical. Then he’d demand that James put in extra
time to fi x the problem. James, of course, was rarely aware of what
the problem actually was. This kind of crazy-making leadership
has profound and negative impacts. Not surprisingly, James: 1) was
angry with his boss and had lost all respect he might once have had
for him, 2) had lost valuable personal time and resented that kind
of abuse, and 3) didn’t want to do his best work for his boss because
he fi gured he would be criticized no matter what he did. James was
zapped of his productive energy and emotionally deflated in his job
because of the behavior of his Debilitating Boss.