Saturday, May 19, 2012
Login

What People are Saying

Emotionally Intelligent Leadership: A Guide for College Students

  • “Leadership can be learned, but does take some work . . . Taking the time to read, follow, and use this book can only lead to a deeper understanding of who we are and how we can make an impact in the world. I wish I had this when I was a student.”—Paul Pyrz, president, LeaderShape, Inc.
  • “This well-organized and easy-to-read guide covers core leadership development concepts in a way that is relevant and applicable for students.”—Kelly Hannum, research scientist, Center for Creative Leadership
  • “Emotionally Intelligent Leadership is an exciting and provocative read. Leadership books for college students are few and far between; this one is definitely a keeper. The combination of theory with practice and real student stories makes Emotionally Intelligent Leadership an excellent addition to any leadership collection.”— Les Cook, vice-president for student affairs, Michigan Technological University
  • “This is a great primer for all who wish to be authentic leaders in an ever-changing world.”—Jonathan Brant, director, Beta Theta Pi Foundation
  • “Finally a book delivers a tailored approach to developing leadership potential. Meeting student potential where it is at, providing them with the necessary tools they need, and taking them where they need to go—a win-win read.”—David Rae, Nike
  • “Marcy and Scott present a passionate, practical and innovative approach to understanding how intellect and emotions propel our ability to be effective leaders. This book is an excellent contribution to the literature on teaching students leadership competence and organizational culture and is required reading for those seeking self-knowledge, harmony, and balance in relationships.”— Sentwali Bakari, dean of students, Drake University
  • “Kudos to Shankman and Allen for this unique tour through emotional intelligence, specifically geared students. I found this book refreshing and enlightening, and wish I had access to it in my formative years in undergraduate and graduate school.”— Darby Miller Steiger, national survey research consultant; contributing author, The International Survey Handbook

Emotionally Intelligent Leadership for Students: Facilitation & Activity Guide

  • “A remarkable collection of contributors have come together to create this guide. Each module is clearly laid out by experienced practitioners, making the already accessible Emotionally Intelligent Leadership model a real pleasure to work with.”—Rian J. Satterwhite, Center for Student Leadership, Kennesaw State University
  • “Student life professionals everywhere will want to make the EIL Facilitation and Activity Guide part of their regular leadership training. The guide allows practitioners to explore EIL with students through various activities, discussion questions and reflection that encourage students to put EIL into action.”—Shelley K. Bannish, director of student life and involvement, Centralia College
  • “Offers creative and applicable modules on emotionally intelligent leadership. It is a definite resource for anyone working with and educating student leaders.”—Anne H. Arseneau, associate director of student activities, College of William & Mary
  • “The best leaders know and understand themselves, and this includes their emotional intelligence. This book will be a ‘ must ’ in my tool kit as I work with future leaders in helping them realize their potential. ” — Kelly Jo Karnes, Office of Student Life, associate director, University of Iowa

Emotionally Intelligent Leadership for Students: Workbook

  • “This is a publication for your office shelf that can be referenced at a glance. When a leadership topic requires your attention, you will find many useful components in this workbook to support your educational efforts, including activities, student quotes, and additional resources, along with learning objectives to align your goals and outcomes! ”— Pamela Brewer, associate dean of students, director of student life programs, Lafayette College
  • “Whether you work with student organization leaders, train residence assistants or supervise student employees, you will find the Emotionally Intelligent Leadership for Students: Workbook valuable. The modules offer practical ways of demonstrating theory, and the case studies give students helpful, true – to – life problems to solve and discuss. I look forward to using it with my advanced leadership programs.” — Kim Roeder, director of student activities, Christopher Newport University
  • “I am excited to have this new resource for illustrating leadership concepts from the follower ’ s perspective. I can ’ t wait to use these exercises in my leadership class. ” — Adam Peck, Ph.D., dean of student affairs, Stephen F. Austin State University

Emotionally Intelligent Leadership for Students: Development Guide

  • “Current events have caused us to reconsider the CEO-worshipping of the past two decades, encouraging us to invest in the potential of college students—our next generation of leaders. Shankman and Allen provide an intriguing model for developing emotionally intelligent leaders who understand the complexities of and champion the cause for authentic human relationships, thriving organizations, and vibrant communities.” —Tom Matthews, director, Career Center, Case Western Reserve University
  • “Shankman and Allen have provided a strong theoretical framework on Emotionally Intelligent Leadership and the student development guide is a perfect complement to their work. It is easy to understand and allows for students to work at their own pace in strengthening their EIL. The suggestions provided are relevant to today’s students and enhance the work of leadership educators.” —Mallory Anderson, director, The Center for Leadership, Elon University
  • “Students who master Emotionally Intelligent Leadership while in college will find the skills transferable to all future professional and personal endeavors. EIL for Students: Development Guide is a one of a kind book which enables student leaders to have a variety of resources to develop their EIL skills.” —Allison St. Germain, director of educational technologies, Delta Zeta
  • “Finally! Shankman and Allen have pulled together the very best resources for focused leadership development from diverse and exhaustive sources. This book is the epitome of one-stop shopping.” —Don DiPaolo, associate professor of education, University of Detroit Mercy
  • “Simply put, Shankman and Allen’s work equips students for the immense challenge of leadership. EIL for Students: Development Guide is chock-full of useful ideas that can be applied immediately to increase leadership effectiveness.” —Ed O’Malley, president and CEO, Kansas Leadership Center

Emotionally Intelligent Leadership for Students: Inventory

  • “Intelligent, user-friendly, and grounded in research, the EIL Inventory provides a critical tool for the inner and outer work of developing leaders. Allen and Shankman’s model clarifies emotional intelligence for emerging leaders, and now this tool brings it to life.”—Tony Middlebrooks, Ph.D., Associate Professor, University of Delaware
  • “Shankman and Allen have created a holistic, yet simple tool for educators to teach students how to enhance their leadership capacity.  They have masterfully condensed years of leadership research into a intuitive framework that can be easily facilitated by just about anyone.”—Judson Horras, Executive Director, Beta Theta Pi
  • “The EIL Inventory is a highly effective instrument for high school students because it provides an opportunity for self-assessment that is intentionally authentic and viewed as practically valuable to their lives.”—Todd R. Sweda, Assistant Headmaster, Gilmour Academy

Feedback on Our Work

  • He [Scott] was funny, personable, and informative.  He moved at an appropriate pace.
  • I wanted to thank you for the valuable feedback you provided us through the Inventory and the discussion questions you asked us . The way we had to rate ourselves and then get in groups based on our numbers allowed me to bounce ideas around with peers similar to myself. Thank you Marcy for coming and talking to us. You definitely provided me with feedback about myself that I will be able to use.
  • I think it was nice to have this presentation coming from someone who is close in age to the students and who has great interpersonal skills. I loved that he was laid back in his discourse so the setting felt comfortable, but he was active and kept everyone tuned-in.
  • He [Scott] very quickly made me feel like he was professor whom I had been learning from for months. He was engaging, personal, and thought-provoking. He blended all different kinds of activities and interactions, and did a great job of allowing us to discuss our thoughts with those around us to help process the information.
  • I think Scott was very effective in using a variety of methods to introduce and explain how to use the many theories and ways people can learn how to be effective leaders.
  • I liked how he [Scott] was able to cultivate an atmosphere where people were comfortable sharing with each other, even if they didn’t know each other well and where we could feel like we had known him for longer than a few hours.
  • He [Scott] provided me with a lot of food for thought and was visibly excited about what he was talking about, which made it exciting to learn from him.


Bookmark and Share
 

The EIL Suite

Image of Emotionally Intelligent Leadership for Students: Development Guide

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

Bookmark and Share

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

Bookmark and Share

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

Bookmark and Share

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

Bookmark and Share

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

Bookmark and Share

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

Bookmark and Share

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

Bookmark and Share

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

Bookmark and Share

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

Bookmark and Share

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

Bookmark and Share

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

Bookmark and Share

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

Bookmark and Share

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

Bookmark and Share

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

Bookmark and Share

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

Bookmark and Share

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

Bookmark and Share

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

Bookmark and Share

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

Bookmark and Share

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.”

Bookmark and Share

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

Bookmark and Share

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

Bookmark and Share