A roadmap to success for tomorrow’s leaders
The EQ Leader provides an evidence-based model for exceptional leadership, and a four-pillar roadmap for real-world practice. Data collected from thousands of the world’s best leaders—and their subordinates—reveals the keys to success: authenticity, coaching, insight, and innovation. By incorporating these methods into their everyday workflow, these leaders have propelled their teams to heights great enough to highlight the divide between successful and not-so-successful leadership. This book shows you how to put these key factors to work in your own practice, with clear examples and concrete steps for improving skills and competencies. New data from the author’s own research into executive functioning describes the neurological aspects of leadership, and a deep look at the leaders of tomorrow delves into the fundamental differences that set them apart—and fuel their achievement.
Leadership is changing, both in look and practice; strictly authoritative approaches are quickly losing ground as today’s workers discover the power of collaboration and the importance of interpersonal awareness. This book provides step-by-step guidance for leading from within this space, with evidence-based approaches for success.
- Lead authentically to inspire and motivate others
- Support employee’s needs and nurture development
- Communicate with purpose, meaning, and vision
- Foster ingenuity, imagination, and autonomous thinking
An organization’s success rests on the backs of its leadership. At all levels, true leadership is about much more than management and task distribution—it’s about commitment, collaboration, nurturing talent, developing skills, fostering relationships, and so much more. The EQ Leader integrates the essential factors of successful leadership into a concrete blueprint for the future’s leaders.
Table of Content
Chapter 1 Leadership: What Do We Really Know about Leadership? 1
The Leadership Explosion 2
Leadership: What’s the Status? 4
Promoting Leaders from Within 5
Yesterday’s Leaders 6
Today’s Leaders 7
Tomorrow’s Leaders 9
Good Leader, Bad Leader 9
Chapter 2 What Have We Learned about Leadership? 13
Defining Leadership 14
Measuring Leadership 15
Political Leaders 16
Understanding the Ideal Political Candidate 16
How Researchers Have Looked at Leadership 20
Chapter 3 Leadership: Why Emotional Intelligence? 25
The Evolution of Intelligences 26
What Is IQ? 28
What Is Emotional Intelligence? 28
How Does the MSCEIT Relate to Leadership? 33
The Self-Report of Emotional Intelligence 35
Other Models 38
Can Self-Reporting Emotional Intelligence Be Valid? 38
Self-Report Emotional Intelligence, IQ, Personality, and Work Performance 39
Chapter 4 Emotional Contagion 43
Spreading Emotions @work 45
Emotional Temperature 46
A Tale of Two Leaders 47
What Does the Research Say about Emotional Contagion? 51
How Does a Leader’s Emotional Intelligence Affect Others? 53
Part I The Building Blocks of Emotional Intelligence 55
Chapter 5 Self-Perception: Know Thyself 57
Emotional Self-Awareness: Know Your Feelings 59
Changing Your Perception of Stress 61
Looking at Self-Awareness and Self-Regard 62
How Does Self-Regard Relate to Leadership? 63
Self-Regard and Toxic Leadership 66
Does Leader Self-Perception Relate to Subordinates’ Performance? 67
Discovering Your Self-Regard 68
Emotional Self-Regard: What to Do about It 69
Know Thyself—Self-Actualization 70
Gauging Self-Actualization 72
Part II Self-expression and Leadership 75
Chapter 6 Self-Expression: Communication through Words and Action 77
Your Emotional Expression 79
What Emotions Motivate Your Staff? 83
How Can You Better Express Yourself? 85
Asserting Yourself 85
How Assertiveness Impacts Leaders across Cultures 87
Becoming More Independent 90
Part III Interpersonal Abilities and Leadership 95
Chapter 7 Interpersonal: Creating the Bonds of Trust 97
Developing Your Interpersonal Skills 99
The Importance of Influence 100
What Leaders Need to Know about Empathy 104
How Important Is Empathy in a Leader? 107
Empathy and Emerging Leaders 107
Empathy and Gender 109
Empathy around the World 110
Empathy: What Can We Do about It? 111
Social Responsibility and Work 115
What about the Bottom Line? 117
Social Responsibility Internationally 118
Increasing Your Social Responsibility 119
Part IV Decision Making and Leadership 123
Chapter 8 Making Better Decisions: Emotionally 125
Trusting Your Instincts 125
Problem Solving 126
The Mood You’re In 128
The Mood You Create 129
How Those “Incidental” Emotions Can Affect You 130
The Influence of Positive Emotions 132
The Direct Effects of Emotion 136
What about the Object of the Decision? 137
Making Decisions: Feelings versus Calculations 140
How Subjective Are Our Feelings? 141
Deciding with Feelings or Logic 142
Emotional Decision Making and the Brain 143
Making Strategic Business Decisions 144
Decision Making and Reality Testing: Which Emotions When? 145
Impulse Control and Decision Making 147
Part V Stress Management and Leadership 151
Chapter 9 Stress Management and Leadership 153
Stress Tolerance and Leadership 157
How Can You Better Manage Your Time? 159
The Half-Full Glass 160
Part VI
Chapter 10 THE Four PILLARS OF SUCCESSFUL
Leadership:development of the Model 165
The Four Pillars of Successful Leadership: Developing the Model 167
Developing the Four-Pillar Model: Theories of Leadership 168
Developing the Four-Pillar Model: Collecting and Analyzing the Data 170
The Four Pillars 174
Emotional Intelligence and Derailers 177
Chapter 11 Pillar I: Developing Authenticity 181
Authenticity 181
Becoming a More Authentic Leader 182
Becoming More Authentic 184
Summary 193
Example of Authentic Leadership 194
Being Real and the Culture of Reality TV 195
Why Is This Relevant to Leadership? 196
Chapter 12 Pillar II: Developing Leader Coaches 199
Coaching 199
What Is a Coaching Leader? 201
Better Conversations 202
Develop Strengths 203
Emotional Skills 204
Example of Coaching Leadership 209
Chapter 13 Pillar III: Developing Insight 213
Insight 213
Discovering Your Purpose 215
Communicating the Purpose 216
What Is an Insightful Leader? 217
Self-Actualization 217
Chapter 14 Pillar IV: Developing Innovation 227
Innovation 227
Examples of Innovative Leaders 229
What Is an Innovative Leader? 231
Self-Actualization 231
Case Example: The MHS Hackathon 238
What Do Participants Produce? 240
Developing the Ideas 242
Chapter 15 What 360s Can Tell Us about Leaders and Potential Leaders 243
How Can We Better Assess High Potentials or Emerging Leaders? 243
How Do Self versus Others Leadership EQ 360
Ratings Compare? Or Do Leaders Overrate Themselves? 248
International Trends in Leadership 254
How the Countries Ranked 257
Emotional Intelligence and the GLOBE Theory 258
Leadership Orientations and Emotional Intelligence 261
Chapter 16 Entrepreneurial Leadership and EQ 265
The EQ Leader: Entrepreneurial CEOs 265
Succeeding in a Small Enterprise: Success Running a Dentist Office 270
What Does It Take to Be an Entrepreneur? 272
Musician Entrepreneurs 274
Chapter 17 Some New Things We’re Learning about Leadership 283
This Chapter 283
Neuroscience and Leadership 284
How Do We Manage Change? 287
How Gen Zers Will Impact the Workplace 290
How Does the Servant Leader Model Relate to Emotional Intelligence? 293
Leading from the Top: Effective Boards of Directors 297
What Can We Learn from Unusual Leaders? 302
Using the Four Pillars 306
Investing in Improving Leaders’ Emotional Intelligence 306
A Study Increasing Leaders’ Emotional Intelligence 308
Emotional Intelligence Training in Organizations 310
Notes 311
Acknowledgments 333
About the Author 335
Index 337
About the author
STEVEN J. STEIN, PHD, is a clinical psychologist and the founder and CEO of Multi-Health Systems (MHS), Inc., a leading publisher of scientifically validated assessments. He is a former chair of the Psychology Foundation of Canada, former president of the Ontario Psychological Association, and former assistant professor in the Department of Psychiatry at the University of Toronto. He teaches at the Directors College of Canada, a university-accredited corporate director education program.
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