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The EIL Library Emotionally Intelligent Leadership offers a variety of textbooks to explain the capacities and to help you develop your  leadership skills in an emotionally intelligent way.

The library contains six books covering everything you need to start your journey to become an emotionally intelligent leader. Click on the link to go to the EIL Library page for more details.

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EIL Article in the Leadership Review Gender and Leadership through the Lens of Emotionally Intelligent Leadership

With gender identified as a key variable for how students experience college and the complex arena of student life, the influence and role of gender must be taken into account when examining students’ perceptions and demonstration of leadership. This paper will demonstrate how college student men and women understand leadership through the lens of emotionally intelligent leadership.

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What is EIL? Emotionally Intelligent Leadership is a groundbreaking book that combines the concepts of emotional intelligence (EI) and leadership in one model—Emotionally Intelligent Leadership (EIL). The book offers a clear and engaging perspective on leadership as well as a practical guide for applying leadership skills. It also offers tools for reflection of the concepts of leadership and provides students with exercises to learn more about themselves, work more productively with others, improve relationships, and be more effective in a leadership capacity.
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Where’s Practice?

Posted by scott in Developing Others, Leadership Resources Thursday, 8 December 2011 10:43 No Comments


As always, I have been experimenting this semester with ways to better develop leadership in the context of the classroom. As many of you know, this is a difficult task. The chasm between someone’s intellectual understanding of leadership concepts and their ability to “do” leadership is deep and wide. Why would we be surprised though? You will not create an expert soccer player by sitting them in a classroom and discussing the theory of soccer for a semester. That may be one part of the learning.

So I have been exploring ways to create a “practice-field” in the classroom and one of the best approaches is case-in-point methodology. However, this approach really does take a lot out of me. It’s unpredictable, intense, filled with ups and downs and in the end, high-risk (sounds just like leadership, right?). I know that the students feel the same. However, some of the greatest challenges associated with this approach are also its great strengths. Students are engaged, active, challenged and perhaps most important, practicing what they have learned.

The Kansas Leadership Center has developed a great resource on case-in-point that I feel warrants review. Take a look and run some experiments. See what works and what does not. We would love to hear your thoughts…SJA

Optimism

Posted by Marcy in Uncategorized Tuesday, 29 November 2011 09:51 No Comments

 

It’s the holiday season, and now is as good a time as any to think back on the year and reflect on what has happened.  New Year’s resolutions, sitting just around the corner, may fill you with enthusiasm (or is it dread?).   Consider tackling a challenge that you know will make a difference in your life.  Whether you are feeling inspired to set new goals, or are realizing that now is the time to make a change, thinking positively about your potential will help immeasurably in being successful.  The power of positive thinking is a known ingredient in achieving success.

Reality, however, has a way of invading our consciousness and often brings us down.  Margarety Wheatley, author of Perseverance, shares that resilience comes from a sense of meaning and purpose.  When we are grounded in our values and convictions, we can remain hopeful and handle setbacks more effectively.  In a recent article in Psychology Today, Robert Biswas-Diener, reminds us to learn from our mistakes – “Indeed, mistakes are an inevitable and unavoidable part of work.”

Time with family and friends, taking a little time off, and a new year provides ample opportunity for celebration, relaxation, and contemplation.  Enjoy it, and keep thinking on the bright side.

Student Leadership Conference

Posted by scott in EIL in General Sunday, 24 April 2011 17:05 No Comments

Marcy Shankman and Scott Allen would like to personally invite you to learn more about this valuable student leadership model in a live interactive online session on Thursday, June 9th, as part of The Jossey-Bass Student Leadership Development 101 Online Series.

The festivities begin on May 26th – feel free to join us for the entire series or for a selection of sessions at your own choosing, depending on your unique interests and needs.  In the kick-off session, you will hear from the authors and editors of the new Handbook for Student Leadership Development, Second Edition (including Susan Komives) about how foundations of leadership theory and research can lead to a process of effective program design and delivery.   The remaining sessions will cover the other major student leadership development models offered by Jossey-Bass.


Emotional Self-Control

Posted by scott in EIL in General, Emotional Self-control Thursday, 7 April 2011 12:00 No Comments

Emotional self-control is about consciously moderating your emotions and reactions.  Although feeling emotions and being aware of them is part of this statement, so too is regulating them. Emotional self-control is about both awareness (being conscious of feelings) and action (managing emotions and knowing when and how to show them). Recognizing feelings, understanding how and when to demonstrate those feelings appropriately, and taking responsibility for one’s emotions (vs. being victims of them) are critical components of this capacity. Of course, each of you reading this knows just how difficult this is to do at times.

Two quick thoughts from leadership scholars:

1. “To gain trust, the leader must have this capacity for self-regulation. This is the case when the leader is making major changes or just trying to stay on message , even when others are not supportive. The leader must be self-regulated to remain interested in what someone has to say, even after a 14-hour frustrating day. Again self-regulation means being in control of yourself and the way you behave with others” (Avolio and Luthans, 2007, p. 127).

2. “Self regulation is the ability to channel emotions into behavior that is appropriate for the situation, rather than responding with impulsive behavior (e.g., lashing out at someone who made you angry, or withdrawing into a state of depression after experiencing disappointment)” (Yukl, 2010, p. 213).

Pay close attention to your ability to regulate today. Likewise, pay attention to others and examine closely how this helps or hinders their ability to connect with, and lead others…SJA

Do you Intervene Skillfully?

Posted by scott in Leadership Resources Sunday, 27 March 2011 12:24 No Comments

Are you getting on the balcony and intervening skillfully or are you still working from your defaults? An interesting question and a statement that highlights some of the innovative terminology being used by the Kansas Leadership Center. I highlighted this organization a few posts back, but would like to underscore their excellent work. Here are a few terms in heavy use…

BALCONY – metaphor for expanding our view when we are too close to a situation. The balcony allows us to see beyond the dance floor, which represents just our place in that situation. Actively working toward this broader context can be especially helpful when diagnosing the situation. (Kansas Leadership Center, 2010)

DEFAULTS/DEFAULT BEHAVIOR – the behaviors in which we naturally engage in many different situations that have worked for us so often in the past. Naturally going to our defaults or unintentionally engaging in our default behaviors might not be the acts of leadership needed to positively impact a situation especially an adaptive challenge. Part of managing self is identifying our defaults and not allowing them to interfere with positive change. (Kansas Leadership Center, 2010)

INTERVENE SKILLFULLY – intentional acts of leadership that are carefully and collaboratively designed to positively impact an issue. (Kansas Leadership Center, 2010)

A goal of student leadership development just may be to: help students get on the balcony; develop an awareness of defaults; and learn to intervene skillfully. What do you think?

There is a great article by Greg Meissen (starts on page 78) that comes from the Spring 2010 Issue of the Journal of Kansas Civic Leadership Development. Check it out! – SJA


 

Resources

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Capacities:

  • Authenticity
  • Capitalizing on Difference
  • Change Agent
  • Coaching
  • Conflict Management
  • Citizenship
  • Environmental Awareness
  • Group Savvy
  • Developing Relationships
  • Empathy
  • Influence
  • Inspiration
  • Teamwork
  • Achievement
  • Emotional Self-Control
  • Emotional Self-Perception
  • Flexibility
  • Honest Self-understanding
  • Healthy Self-esteem
  • Initiative
  • Optimism

Being transparent and trustworthy. Authenticity is a complex concept that emphasizes the importance of being trustworthy, transparent, and living in a way in which words match actions and vice versa. This is no small order.  Beingauthentic means, in part, that emotionally intelligent leaders follow through on commitments and present.

Found in: Consciousness of Self

Building on assets that come from differences with others. Capitalizing on difference suggests that differences are seen as assets, not barriers. Difference may mean race, socio-economic status, religion, sexual orientation, or gender as well as ability, personality, or philosophy. When capitalized upon, these differences create a larger perspective — a more inclusive view. Emotionally intelligent leaders use these differences as an opportunity to help others grow, develop, and ultimately capitalize on them.

Found in: Consciousness of Others

Seeking out and working with others toward new directions. As change agents, emotionally intelligent leaders look for opportunities for improvement or innovation — they think about possibilities and are future oriented. They see how change may benefit one person, an organization, or a whole community, and work to make this change happen.

Found in: Consciousness of Others

Helping others enhance their skills and abilities. Emotionally intelligent leaders know that they cannot do everything themselves. They need others to become a part of the endeavor. Coaching is about intentionally helping others demonstrate their talent and requires the emotionally intelligent leader to prioritize the time to foster the development of others in the group — not just themselves.

Found in: Consciousness of Others

Identifying and resolving problems and issues with others. Emotionally intelligent leaders understand that conflict is part of any leadership experience. When managed effectively, conflict can foster great innovation. At times conflict is overt and may involve anger, raised voices, or high
levels of frustration. Other times conflict is below the surface and shows itself only through cliques, side conversations, and apathy. Emotionally intelligent leaders are aware of these dynamics and work to manage them.

Found in: Consciousness of Others

Recognizing and fulfilling your responsibility for others or the group. Emotionally intelligent leaders must be aware of what it means to be a part of something bigger than themselves. An essential component is to fulfill the ethical and moral obligations inherent in the values of the community. As a result, emotionally intelligent leaders know when to give of themselves for the benefi t of others and the larger group.

Found in: Consciousness of Others

Thinking intentionally about the environment of a leadership situation. The larger system, or environment, directly influences an individual’s ability to lead.

Aspects of the environment affect the psychological and interpersonal dynamics of any human interaction. Emotionally intelligent leaders are in tune with a variety of factors such as community traditions and customs, the political environment, and major institutions (e.g., religion, government).

Found in: Consciousness of Context

Interpreting the situation and/or networks of an organization. Every group has written/unwritten rules, ways of operating, customs and rituals, power dynamics, internal politics, inherent values and so forth. Emotionally intelligent leaders know how to diagnose and interpret these dynamics. Demonstrating group savvy enables one to have a direct influence on the work of the group.

Found in: Consciousness of Context

Creating connections between, among, and with people. Developing relationships is a skill as well as a mind-set. This capacity requires emotionally intelligent leaders to build relationships and create a sense of trust and mutual interest. Simply put, individuals, groups, and organizations are stronger, smarter, and more effective when they are rooted in and facilitate positive relationships

Found in: Consciousness of Others

Understanding others from their perspective. Emotionally intelligent leadership and, more specifically, the capacity of empathy are about perceiving the emotions of others. When leaders display empathy, they have the opportunity to build healthier relationships, manage difficult  situations,and develop trust more effectively. Being empathetic requires an individual to have a high level of self – awareness as well as awareness of others.

Found in: Consciousness of Others

Demonstrating skills of persuasion. Emotionally intelligent leaders have the ability to persuade others with information, ideas, emotion, behavior, and a strong commitment to organizational values and purpose. They involve others to engage in a process of mutual exploration and action.

Found in: Consciousness of Others

Motivating and moving others toward a shared vision. Being perceived as an inspirational individual by others is an important capacity of emotionally intelligent leadership. Inspiration works through relationships. Effective leadership entails generating feelings of optimism and commitment to organizational goals through individual actions, words, and accomplishments.

Found in: Consciousness of Others

Working effectively with others in a group. Emotionally intelligent leaders know how to work with others to bring out the best in each team member. By facilitating good communication, creating shared purpose, clarifying roles, and facilitating results, emotionally intelligent leaders foster group cohesion and truly develop a sense of togetherness that leads to desired results.

Found in: Consciousness of Others

Being driven to improve according to personal standards. An important nuance of this capacity is the role of personal standards. Individuals often know achievement when they see and feel it. Instead of letting others define what achievement looks like, emotionally intelligent leaders pursue their passions and goals to a self – determined level of accomplishment. This drive produces results and may inspire others to become more focused in their efforts or to work at increased levels as well.

Found in: Consciousness of Self

Consciously moderating your emotions and reactions. Although feeling emotions and being aware of them is part of this statement, so too is regulating them. Emotional self-control is about both awareness (being conscious of feelings) and action (managing emotions and knowing when and how to show them). Recognizing feelings, understanding how and when to demonstrate those feelings appropriately, and taking responsibility for one’s emotions (versus being victims of them) are critical components of this capacity.

Found in: Consciousness of Self

Identifying your emotions and reactions and their impact on you. Emotional self-perception means that individuals are acutely aware of their feelings (in real time). In addition, emotional self – perception means understanding how these feelings lead to behaviors. Having emotional self-perception also means that emotionally intelligent leaders have a choice as to how they respond. This capacity enables one to differentiate between the emotions felt and the actions taken. In most situations, both healthy and unhealthy responses are available.

Found in: Consciousness of Self

Being open and adaptive to changing situations. The best laid plans don’t always come to fruition, so emotionally intelligent leaders need to be responsive to change and open to feedback. By thinking creatively and using their problem – solving skills, emotionally intelligent leaders engage others in determining a new way to reach their goals.

Found in: Consciousness of Self

Being aware of your own strengths and limitations. Honest self- understanding means that an individual celebrates and honors their strengths and talents while acknowledging and addressing limitations. Honest self-understanding means accepting the good and bad about one’s personality, abilities, and ideas. When emotionally intelligent leaders demonstrate honest self-understanding, they embody a foundational capacity of effective leadership — the ability to see a more holistic self and understand how this impacts their leadership.

Found in: Consciousness of Self

Having a balanced sense of self. Emotionally intelligent leaders possess a high level of self-worth, are confident in their abilities, and are willing to stand up for what they believe in. They are also balanced by a sense of humility and the ability to create space for the opinions, perspectives, and thoughts of others.

To learn more about this capacity click on the following links to best suit your interests: multimedia, resources, learning activities.”

Wanting and seeking opportunities. Emotionally intelligent leaders understand and take initiative. This means being assertive and seeking out opportunities. Emotionally intelligent leaders have to both see the opportunity for change and make it happen. Demonstrating initiative means that individuals take action and help the work of the group move forward.

Found in: Consciousness of Self

Emotionally intelligent leaders demonstrate a healthy, positive outlook and display a positive regard for the future. Optimism is a powerful force that many overlook. When demonstrated effectively, optimism is contagious and spreads throughout a group or organization.

Found in: Consciousness of Self