This change requires leaders to be able to navigate communication with their teams via various digital platforms and adapt their approach. Leaders must be able to rely on their emotional intelligence to create meaningful connections through these digital mediums. They must be able to convey the same...
As both studies revealed, the best leaders don’t focus all of their efforts on being universally liked or feared. Instead,they develop a deeper understanding of their employees’ and stakeholders’ points of view. They comprehend the needs and motivations of others, and in turn, calmly engage ...
Further, both leaders and non-leaders scored significantly higher on trait EI compared to the standardization sample of the Trait Emotional Intelligence Questionnaire (Petrides, 2009), though the effect size for the former (Cohen’s d = 2.80) was considerably larger than for the latter (Cohen’...
We also provide exploratory evidence for the effects of the EI of both leaders and followers on job outcomes. Applying Gross' emotion regulation model, we argue that the EI of leaders and followers should have positive effects on job performance and attitudes. We also propose that the emotional...
environment, emotional intelligence (EQ) has emerged as a cornerstone for effective leadership. The challenges leaders face—from evolving workplace dynamics and technological advancements to the increased demands on work-life balance—underscore the critical need for all good leaders to possess and ...
Consistent with the notion of authentic leadership as a root concept for other positive leadership approaches, the effect of emotional expressiveness on idealized influence was moderated by leader relational authenticity such that only those leaders who were emotionally expressive and relationally authentic ...
the organizational psychologist and Wharton professor who has lauded the virtues of procrastination and diagnosed what may be 2021’s dominant emotion (“languishing”), joined our North America Managing Partner Liz Hilton Segel and other McKinsey leaders for a conversation on building resilient teams ...
(2013) Leaders' emotional expressiveness and their behavioural and relational authenticity: Effects on followers. European Journal of Work and Organizational Psychology 22(1), 4-14.Ilies, R., Curşeu, P. L., Dimotakis, N., & Spitzmuller, M. (2012). Leaders' ...
(1)推理判断题。由本文第一自然段中的关键句In our work consulting with companies and coaching leaders,we have found that if you're looking to develop particular EI strengths,it helps to consider areas for improvement others have identified along with t
known as the Self-Assessment Questionnaire and involves having people who know the individual offer ratings of that person’s abilities in several different emotional competencies. The test is designed to evaluate the social and emotional abilities that help distinguish people as strong leaders. ...