Steven J. Stein, Ph.D. ceo@mhs.com

Emotional Intelligence and Successful Leadership:

Connecting The Dots

What do we know about leadership?

What do we know about leadership?

Showing 1-12 of 91,493 Results

Leaders View

Observers View

Researcher’s View

Leadership Has Changed

“As we look ahead into the next century, leaders will be those who

empower others.” Bill Gates

What Does it Take…

to be a successful

leader in today’s

organizations?

How Have We Focused on Leadership?

1. The Individual

2. The Organization

Kaiser, R., Hogan, R., & Craig, S. (2008)

Leadership and the Fate of Organizations,

American Psychologist, 63, 2, 96-110.

Focus on the individual

Stand Out (appearing leader-like)

Looking Good

“It’s dangerous to be right when the organization is wrong” Voltaire

Avoid confrontation

Withhold suggestions for improvement

Do not ask your boss to champion

“unpopular” positions

Always agree with your boss

Focus on presentation skills and

looking good

Demonstrate an intense desire to win career

advancement and best your peers

Always be working on your next advancement

Leonard Sayles, 1993

Unfortunately, career focus does not = team success

=

British officers in the 18th and

19th century preoccupied with

status and promotion caused

the death of tens of thousands

of soldiers and the loss of

dozens of strategic positions.

Norman Dixon, 1976

Career Success Socializing

Politicking

Networking with outsiders

Team Leadership Communicating

Motivating

Disciplining

Managing Conflict

Staffing

Training subordinates

Approval: How you feel about the person

Focus on the organization

How The Team Plays: Process & Engagement

Transformational Leadership

Inspire and enhance the

performance of their followers

Persuade workers to set aside

selfish pursuits and work

towards a collective purpose

Uses vision, appealing group

goals, high standards,

intellectual stimulation, role

modeling, relationships

Does The Team Win? Outcomes

How Are Outcomes Measured?

Financial

Productivity

Customers

Human Resources

Innovations

Good To Great:

Level 5 Leaders

Professional Will

Personal Humility

Why Some Companies Make

The Leap … and Others Don’t

Jim Collins

Poll: What’s Most Important For You In Selecting Leaders?

1. School Grades/GPA

2. IQ or Cognitive Intelligence

3. Technical Skills

4. Personality

5. Emotional Skills

How We Select Our Leaders

Technical Skills

How We Select Our Leaders

IQ/GPA

Experience

How We Select Our Leaders

Personality

How We Select Our Leaders

On Being an Intelligent Leader:

What’s Emotion Got

To Do With It?

Poll: Is High EI Good or Bad For Leadership?

1. Absolute priority, can’t lead

without it

2. High on my list of priorities

3. Nice to have, but not necessary

4. Can get in the way of effective

leadership

5. Definitely a liability, gets in the

way of good leadership

Tony Hayward, CEO of BP

“We’re sorry for the

massive disruption

this has caused

people. There’s no

one who wants this

thing to be over more

than I do, but I’d like

my life back!”

Google’s Hiring Results

“One of the things we’ve

seen from all our data

crunching is that G.P.A.’s

are worthless as a criteria for

hiring, and test scores are

worthless — no correlation

at all except for brand-new

college grads, where there’s

a slight correlation.”

Laszlo Bock,

Google’s senior vice president for

people operations

Does high cognitive intelligence = successful leadership?

So What Does Google Look For?

1. If it's a technical role, it's learning ability.

2. leadership -- in particular emergent leadership

as opposed to traditional leadership.

1. “Traditional leadership is, were you

president of the chess club? Were you

vice president of sales? How quickly did

you get there? We don't care. What we

care about is, when faced with a problem

and you're a member of a team, do you, at

the appropriate time, step in and lead. And

just as critically, do you step back and stop

leading, do you let someone else?”

3. Humility

4. Ownership

EI Drives Business Results

“In the fields I have studied,

emotional intelligence is much

more powerful than IQ in

determining who emerges as

a leader. IQ is a threshold

competence. You need it, but

it doesn't make you a star.

Emotional Intelligence can.”

Warren Bennis Renowned Leadership Pioneer,

Author and Researcher

Leadership Emergence

Can we predict emerging

leaders?

Stephan Cote & Colleagues

Rotman School of Business,

University of Toronto

Teams of MBA students

working together for 10 weeks

Tested IQ, personality, EQ,

(pre) and peer ratings of

leadership

*The Leadership Quarterly 21 (2010) 496–508

Leadership Emergence

Findings:

“We identified the ability to

understand emotions as the

most consistent predictor of

leadership emergence among

the facets of emotional

intelligence.”

Evolution of Intelligences

Logic vs. Emotion

Logic Emotion

Balancing Emotion and Logic

James T. Kirk

“A man with very human emotions”

“He didn't know everything about

everything. Scotty knew more than

him about engineering, Spock about

science, and Bones about medicine.”

~ Randy Pausch

Peter Drucker

“Success in the knowledge

economy comes to those who

know themselves -- their

strengths, their values, and how

to best perform.”

~ Peter Drucker

Peter Drucker

Michael Dell

“I’ve always tried to surround myself with the best talent I could find. When you’re the leader of a company you can’t do everything yourself…The more talented people you have to help you, the better off you and the company will be.”

~ Michael Dell

Michael Dell

http://www.time.com/time/magazine/0,9263,7601951002,00.html

Emotions and Intelligence

“I view emotions as organizing

processes that enable individuals

to think and behave adaptively.”

Peter Salovey, Ph.D.

Researcher, emotional &social intelligence

Yale University

Department of Psychology

When Emotional Reasoning Trumps IQ

by Roderick Gilkey, Ricardo Caceda, and Clinton Kilts

Harvard Business Review, September, 2010

Emotional Intelligence Defined

The ability to identify

emotional information in

oneself and in others.

The ability to manage

emotional information in

oneself and in others.

The ability to focus emotional

energy on required behaviors

to get things done.

EQ-i 2.0 Model

Perceive and

express

ourselves

Develop and

maintain social

relationships

Cope with

challenges

Use emotional

information in an

effective way

Profiling Top Executives

The Study

186 CEO’s from YPO and IA

Completed :

EQ-i

Company financial

information

Perception of Business

Challenges Questionnaire

The Results

CEO’s scored higher in 8

of 15 EQ scales than the

general public.

The Results

Companies were divided into

High Profit and Lower Profit

High profit company CEO’s

had higher:

Empathy

Problem solving

Self-regard

Reality testing

The Results

We could correctly predict a

CEO’s profitability category of

87% of the time based upon

EQ-i score.

The Results

Higher EQ CEO’s reported being

less challenged by:

Managing growth

Managing people

Training employees

Employee retention

Nine in Ten (91%) Managers and Supervisors Agree It’s Important to Improve Their Emotional Intelligence in the Workplace

Three-quarters (73%) Have No Significant Strength in Any of the

Four Key Skills Used for Managing Emotions

Toronto, ON – Nine in ten (91%) managers and supervisors

“agree” (37% strongly/54% somewhat) that “it’s important for

them to continue improving their skills in managing distressed

workers”, according to a new Ipsos Reid poll

What About Gender

Differences In EQ?

Poll: Do you believe there are gender differences in EQ?

1. Yes, females score higher

than males

2. Yes, males score higher

than females

3. No differences, males and

females score the same

Global Norm Breakdown

154 countries

Equal gender

50% Male

50% Female

Equal age across four intervals

5 U.N. World Regions

Africa, Americas, Asia, Europe, Oceania

2,000 respondents from each region

Norm types

Overall

Age & Gender

Global Norm Breakdown

23 countries with more than 100 records

Asia: 7 (Singapore, Malaysia, China,

United Arab Emirates, India, Japan,

Indonesia)

Africa: 3 (South Africa, Angola, Nigeria)

Europe: 7 (Ireland, UK, Germany,

France, Finland, Spain, Switzerland)

Americas: 5 (United States, Brazil,

Mexico, Canada, Chile)

Oceania: 1 (Australia)

EQ-i 2.0 Gender Difference

94

96

98

100

102

104

Self-Regard Problem Solving Stress Tolerance Emotional Self-Awareness

EmotionalExpression

InterpersonalRelationships

Empathy

Males Score Higher Females Score Higher

Males Females

Global Norms Sample, n = 10,000

EQ-i 2.0 Gender Differences

98.00

100.00

102.00

104.00

106.00

108.00

110.00

112.00

Self-Regard Problem Solving Stress Tolerance Emotional Self-

Awareness

Emotional

Expression

Interpersonal

Relationships

Empathy

Males Score Higher Females Score Higher

Male Female

Canada and US (11,878)

Decision Making and Gender

Credit Suisse examined almost 2,400 global corporations

from 2005 to 2011 — including the years directly preceding

and following the financial crisis — and found that large-cap

companies with at least one woman on their boards

outperformed comparable companies with all-male boards

by 26 percent.

Some might assume that there was a cost to this as well,

that boards with women must have been excessively

cautious before the financial crisis of 2008, as was the case

with the balloon experiment. Not so. From 2005 to 2007,

Credit Suisse also found, the stock performance of

companies with women on their boards essentially matched

performance of companies with all-male boards. Nothing

lost, but much gained. Are Women Better

Decision Makers? -

NYTimes.com

By THERESE HUSTON

OCT. 17, 2014

Ginni Rometty

“She leads from both her

head and her heart.”

~ Manoj Saxena

Fortune Magazine

October 2012

Ginni Rometty

Chief Executive Officer, IBM

Steve Jobs

Apple

Carly Fiorina

Hewlett-Packard

Do Leaders Generate Emotions?

Apple Dominates List Of The World's Most Valuable Brands

“Apple is the most valuable brand in

the world for a third straight time at

$104.3 billion, up 20% over last

year. It is worth nearly twice as

much as any other brand on the

planet by our count.”

He may be as troubled and unsocialized

(and, too, as charismatic) a figure in

American business life as anyone since

Howard Hughes. Yet Jobs was also

approved by 97% of Apple employees

according to the website Glassdoor.

"I get to spend my time on the forward-

looking stuff. My top executives take half

the other work off my plate. They love it,

and I love it."

He focused on what he was best at:

creating products, recruiting, marketing,

and of course, being the public face of the

company.

Steve Jobs

“Don't let the noise of other's

opinions drown out your own

inner voice. And most important,

have the courage to follow your

heart and intuition. They

somehow already know what

you truly want to become.

Everything else is secondary.”

~ Steve Jobs

Emotions and Decision Making

“Sometimes when you innovate,

you make mistakes. It is best to

admit them quickly, and get on

with improving your other

innovations.”

~ Steve Jobs

Emotions and Decision Making

“The Most Powerful

Woman in Business”

Fortune (2003)

Carly Fiorina

Brought in to shake up HP

Merged HP with Compaq

“Job focused” leadership

Carried out 1 year plan in 3 months

Authority-compliance leadership style

Worked people hard, no attention to

their needs

Under delegated, over-controlling

Was let go by BOD in 2005

Ranked #5:

Top 10 Worst Tech

CEO’s of all time Computer Dealer News

Carly Fiorina

Ranked #5 of Top 10 Worst Tech CEO’s of all time:

Computer Dealer News

Carly Fiorina

“Most boards would not care if the CEO

had horrible relations with employees,

but in the case of Fiorina, it turned into a

huge factor.

Under her watch, HP gave 30,000 loyal

employees pink slips.

HP stock lost half its value.

She was a huge proponent of sending

jobs overseas. And the way she

executed it was nothing short of terrible.”

Most Powerful

Woman in 2004,

Fortune Magazine

Meg Whitman

"I believe that being willing and able to

actively listen is a vital skill for any leader.

Not only is listening the right thing to, an

antidote to arrogance, it also leads to all

sorts of competitive advantages."

“With her laser light focus, she would get

to the two or three things which really

matters, knock them out and then move on

to the next.” (Rajiv Dutta, former President

Marketplaces, Paypal and Skype, and

CFO eBay.)

byJoseph F. Kovar on March 17, 2014, 5:38 pm EDT

Hewlett-Packard's fourth-quarter 2013 storage

sales recovered in a big way to give the

company the highest growth rate of the entire

industry, according to a new report from

research firm Gartner.

Unlike the earlier cuts, these come not as the

result of a poor financial performance. HP’s

revenues have improved since 2012, and

earnings for the quarter ended April 30 were

US$1.27 billion, up 18% from the same

quarter last year.

The Comeback Kid: HP Q4 Storage Sales Up 25 Percent, Says Gartner

Develop Better Leaders

Emotional Intelligence And

Leadership Factors

MHS Leadership Study

220 leaders

Mid-level to C-suite leaders

Healthcare, financial services,

construction, public service

Average total EQ scores of

leaders was 14 points higher

than general population

Authenticity

Role Model

Inspires fair and moral behavior

Commands esteem and confidence

Authenticity

Self Actualization

Reality Testing

Self Regard

Emotional Self-Awareness

Independence

Coaching

Operates as a mentor

Responds to concerns

and queries

Supports employee needs

Critical Skills: Two Perspectives

Adaptability

Coaching

skills

Problem-solving

skills

Impulse

control

Stress

tolerance

Interpersonal

skills

Coaching

Self Actualization

Empathy

Reality Testing

Interpersonal Relationships

Assertiveness

Flexibility

Insight

Communicates a purpose,

meaning and vision

Hopeful view of the future

Compels employees to reach and

exceed goals

Insight

Self Actualization

Optimism

Self Regard

Social Responsibility

Interpersonal Relationships

Emotional Expression

Innovation

Importance of taking risks

Spurring ingenuity, imagination,

autonomous thinking

Values knowledge

Challenges seen as learning

opportunities

Innovation

Self-Actualization

Independence

Problem Solving

Assertiveness

Flexibility

Interpersonal Relationships

Leadership Derailment

Impulse Control

Problem Solving

Stress Tolerance

Empathy

Ineffective, highly dissatisfying

and disengaging for followers

Six Steps for Improving EI

1. Identify EI skill to improve

2. Set specific, measurable, and

realistic goals

3. Identify and address any

obstacles

4. Seek out helpful resources

(coach, performance

evaluation, training program,

books)

5. Practice new behaviors

(repeat, reinforce, evaluate)

6. Review, reassess, and refine

your EI goals

E[mot]ion

Root Latin verb

motere “to move”

[Mot]ivation

Emotion and Performance

Which Emotions Motivate?

Hope

Pride

Excitement

Anger

Shame

Boredom

Anxiety

Hopelessness

“A leader's intelligence has to have a

strong emotional component. He has

to have high levels of self-awareness,

maturity and self-control. She must

be able to withstand the heat, handle

setbacks and, when those lucky

moments arise, enjoy success with

equal parts of joy and humility. No

doubt emotional intelligence is more

rare than book smarts, but my

experience says it is actually more

important in the making of a leader.

You just can't ignore it.”

~ Jack Welch Former Chairman & CEO, General Electric Co.

“Feelings are much like waves, we

can't stop them from coming but

we can choose which one to

surf.”

~ Jonatan Mårtensson

Thank You Steven J. Stein, Ph.D. ceo@mhs.com