Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. And they also know a story about someone with a solid – but not extraordinary – intellectual abilities and technical skills who was promoted into a similar position and the soared.
Such anecdotes support the widespread belief that identifying individuals with “the right stuff” to be leaders is more art than science. After all, the personal styles of superb leaders vary: some leaders are subdues and analytical, others shout their manifestos from the mountaintops. And just as important, different situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm, whereas many turnarounds require a more forceful authority.
Arthur Nordlie AS have found, however, that the most effective leaders are alike in one crucial way: they all have high degree of what has become to be known as emotional intelligence.
We believe there are five components of emotional intelligence:
Self-Awareness: The ability to recognize and understand your moods, emotions, and drives, as well as their effect on others. Hallmarks: Self-confidence, realistic self-assessment and self-deprecating sense of humor.
Self-regulation: The ability to control or direct disruptive impulses and moods. The propensity to suspend judgment- to think before acting. Hallmarks: Trustworthiness and integrity, comfort with ambiguity and openness to change.
Motivation: A passion to work for reasons that go beyond money or status. A propensity to pursue goals with energy and persistence. Hallmarks: Strong drive to achieve, optimism, even in the face of failure and organizational commitment.
Empathy: The ability to understand the emotional makeup of other people. Skill in treating people according to their emotional reactions.
Hallmarks: Expertise in building and retaining talent. Cross cultural sensitivity and service to clients and customers.
Social skill: Proficiency in managing relationships and building networks. An ability to find common ground and build rapport. Hallmarks: Effectiveness in leading change, persuasiveness and expertise in building and leading teams.