The authors draw extensively here on research into Emotional Intelligence (EQ) - a central finding being that emotions are essentially contagious. Therefore a leader's attitude and energy has a significant impact on the workplace, for better or worse.
The reason for this lies in what scientists call the 'open-loop' nature of the brain's limbic system, our emotional centre - meaning that it is managed with reference to external sources. So the demeanour and actions of leaders are a significant factor in how those around them will be feeling.
Resonance
Good leaders display moods and behaviours that appropriately match the situation at hand, with a healthy dose of optimism mixed in. So effective leaders are respectful of others who may be feeling glum or disheartened, while also modelling what it looks like to move forward with humour and hope. The authors call this sort of performance 'resonance' - effectively representing the key elements of EQ in action.
The 4 components of EQ in Action
- Self Awareness - the ability to read your own emotions and mood and to understand how this is affecting others.
- Self Management - the ability to control your emotions and act with honesty and integrity in reliable and adaptable ways.
- Social Awareness - this includes the key capabilities of empathy and organisational intuition, understanding at an organisational level how people are feeling and reacting.
- Relationship Management - this includes the abilities to communicate clearly and convincingly, disarm conflicts and build strong personal bonds.
"If you think you're too small to have an impact, try going to bed with a mosquito!"Anna Roddick