A new analysis of over 24,000 leaders and workers from all around the globe shows female leaders, statistically, have an edge in three key areas of people-leadership: (1) EQ is made of numerous component parts, Females are particularly higher in some – but not all; (2) the largest gap is in the capacity to predict the emotional consequences of actions allowing women to be more strategic with feelings; (3) In key aspects of EQ, women in leadership roles are even further ahead of their male counterparts, suggesting that these differentiators may be essential for females to advance their careers. For both females and males, the new data suggests important opportunities for leveraging strengths to become more effective at people leadership.
How can you be a more effective speaker? There is a growing body of research on the link between likability and authenticity and trustworthiness. Even expert witnesses, providing court testimony, are viewed as more credible if — in addition to appearing trustworthy, knowledgeable, and confident — they are also likable. The same applies to a presenter who seeks to establish credibility in the eyes of the audience. Likeability, coupled with authenticity, is one of the cornerstones of credibility as a speaker.
while rationally we understand we need to change — at the same time we feel we are not ready to do it. What happens when people are in this mood? Probably there is little focus on real tasks; instead a lot of energy goes to finding reasons justifying that we don’t need change… creating massive stress that saps productivity and drains health and happiness. In this context, it is not surprising that companies are experiencing a really high number of change failures, and paying the financial costs of marginal execution.
The use of power is central to our interactions as leaders, coaches, parents, and change agents. To be more effective, emotional intelligence will help us understand and tune up our own use of power and the ways people react to that. There are dozens, maybe hundreds, of different forms of power. All of these “work” in some sense. If they generate certain desired there are “benefits.” At the same time, each produces unwanted side effects, called “costs.” What are some of the forms of power that you have, and that you exercise? What happens when you exercise these different forms of power? What price do you pay for each such use?
In a survey of 775 leaders and employees worldwide, the top issues are talent, leadership, and alignment. Emotional intelligence is seen as important but under-utilized — and organizations that score high on EQ earn 32% better “grades.” This bi-annual report provides a detailed exploration of the current “state of the union” of people in organizations around the globe.