This fascinating article investigates research into the study of social neuroscience and considers the insights it can give us about what makes a good leader. In particular, they discuss the
impact a leader's behaviour can have on the brain chemistry of those around them, and what that means.
'Mood contagion'
A leader's behaviour can energise or deflate their entire organisation through a process of what Goleman and Boyatzis call 'mood contagion'. For instance, positive behaviours-such as exhibiting
empathy-create a neural connection between a leader's brain chemistry and those around them.
This is not just theoretical. Research over the past decade confirms that there is a large performance gap between socially intelligent and socially unintelligent leaders. For example, after
one executive at a Fortune 500 company worked with a coach to develop this aspect of her behaviour, employee retention and emotional commitment in her department soared, with an
associated annual increase in sales.
Social intelligence in practice
Social intelligence can be improved through coaching and personal development. A good starting point is to identify strengths and weaknesses in key social intelligence skills. For example:
| SKILL | DO YOU? |
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Empathy
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...understand what motivates other people, even those from different backgrounds? Are you sensitive to their needs?
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Attunement
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...listen attentively and think about how others feel? Are you attuned to others' moods?
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Organisational awareness
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...appreciate the culture and values of the group and understand social networks and how they operate here?
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Influence
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...persuade others by engaging them in discussion and appealing to what's important to them?
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Developing others
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...coach and mentor with compassion and personally invest your time and energy in others to bring out the best in them?
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Teamwork
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...invite input from everyone in the team and encourage cooperation
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The chemistry of stress
When people are under stress, surges in the stress hormones adrenaline and cortisol strongly affect their reasoning and cognition. At low levels, these can help to focus and strengthen thinking
and mental functioning, but when demands become too great, the stress reaction can be devastating. Then, because of the interpersonal dynamic of how brain chemistry works, the tension spreads
to other people and the destructive emotions have infected an entire group and inhibited its performance.
As Goleman and Boyatzis comment, leaders are themselves not immune to the contagion of stress - which is all the more reason they should take time to understand the biology of their emotions.
"There cannot be a stressful crisis next week. My schedule is already full."
Henry Kissinger