EQ Competence: Fostering a Talent Advantage that Drives Organizational Performance
Many HR professionals have heard the term Emotional Intelligence before but what is it, really? How can it be used to drive organizational performance? We know it’s related to someone’s behavior and how they interact with others but can fostering this competency in your workforce, especially your senior leadership, accelerate the success of the organization?
Understanding emotional intelligence and how this competency can be leveraged to develop talent is important in today’s competitive business environment.
During this course, we’ll take a close look at what Emotional Intelligence is and is NOT. You’ll gain a high-level understanding of the research and be armed with the knowledge to cut through the hype and clarify myths versus fact. Most importantly, learn what to consider when incorporating the emotional intelligence competency into your talent acquisition and talent development strategies.
HR Jetpack is recognized by SHRM to offer Professional Development Credits (PDCs) for SHRM-CP or SHRM-SCP. This program is valid for 1.0 PDCs for the SHRM-CP or SHRM-SCP. For more information about certification or recertification, please visit shrmcertification.org.
This activity, has been approved for 1.0 HR (General) recertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™ and SPHRi™ recertification through HR Certification Institute® (HRCI®). For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org.
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Title: What to Look for in Your Leaders
Module: EI Competence
An emotionally competent leader will tend to exhibit a number of behaviors.
Number 1, they tend to be self-confident yet self-aware. So they are likely to be confident in their abilities in areas regarding a known strength, but they are also unlikely to seem arrogant because they tend to be keenly aware of their own areas for development. This self-awareness when combined with an appropriate level of achievement focus, may lead them to invest time and effort toward self-development.
Number 2, since emotionally competent leaders tend to be higher on empathy also, they may make developing their followers a priority as well.
Number 3, leaders who are higher on EI tend to demonstrate better self-management of their emotions and are hence they are less likely to be emotionally volatile. They may be more likely to promote a positive work atmosphere with a climate of trust which encourages the followers to feel psychologically safe, openly sharing ideas, and learn from failures.
Number 4, these leaders typically have higher levels of social perceptiveness and empathy, and they are more likely to communicate openly. So these leaders may connect on a more personal level with their followers, build mutual trust and display individual consideration for their followers.
Number 5, High EI leaders are more likely to make the effort to understand what motivates each of their followers and demonstrate a personal interest in developing them and guiding them to achieve success. Followers tend to appreciate this and hence may be more likely to put forward discretionary effort.
The combination of these leaders’ insight into others, self-control and empathy may assist them in inspiring motivation in their followers.
Since high EI leaders tend to be self-controlled and better at emotional regulation, they are more likely to put the needs of others ahead of their own. They may also tend to encourage followers to share their ideas without fear of criticism and be better positioned to foster self-confidence and optimism in their followers.
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Dr. Craig Haas is a Management Consultant and Executive Coach at Advantage Performance Group with over 15 years of experience in helping companies select high quality talent and develop leaders.
His specialty is talent assessment for enterprise wide talent acquisition and leadership development initiatives. Craig is also a talented training facilitator. He also serves as an...