Development and Learning in Organizations: An International Journal, Volume 29, Issue 1, Page 3-6, January 2015.
Purpose – This paper aims to explore how emotional intelligence and the emerging field of neuroscience can tell us much about how leaders can use their own emotions to positively influence people. The ability for leaders to positively influence others is a critical skill and yet it is often identified as a gap in leadership teams. Design/methodology/approach – The paper draws on the work of Goleman, Kline, Ramachandran and Schwartz, as well as the author’s own recently published book. Findings – An emotionally intelligent leader, rather than assuming that those who speak the loudest have the most valuable contribution will be more likely to understand and value different thinking and personality styles and will take active steps to create an environment where people feel safe to contribute their very best thinking. Practical implications – This paper provides useful, practical advice to those involved in leadership development or leaders themselves who want to better understand how they can improve their ability to influence others. Originality/value – The paper provides practical advice, grounded in research, that professional learning and development executives or leaders themselves can put in action.
Purpose – This paper aims to explore how emotional intelligence and the emerging field of neuroscience can tell us much about how leaders can use their own emotions to positively influence people. The ability for leaders to positively influence others is a critical skill and yet it is often identified as a gap in leadership teams. Design/methodology/approach – The paper draws on the work of Goleman, Kline, Ramachandran and Schwartz, as well as the author’s own recently published book. Findings – An emotionally intelligent leader, rather than assuming that those who speak the loudest have the most valuable contribution will be more likely to understand and value different thinking and personality styles and will take active steps to create an environment where people feel safe to contribute their very best thinking. Practical implications – This paper provides useful, practical advice to those involved in leadership development or leaders themselves who want to better understand how they can improve their ability to influence others. Originality/value – The paper provides practical advice, grounded in research, that professional learning and development executives or leaders themselves can put in action.
