As a leader, you set the emotional tone that others follow. Our brains are hardwired to cue in (both consciously and unconsciously) to others’ emotional states. This is particularly true for leaders. People want to know how a leader feels and will synchronize with authorities they trust.
The emotional tone that permeates your organization starts with you as a leader, and it depends entirely on your EI. When employees feel upbeat, they’ll go the extra mile to please customers. There’s a predictable business result: For every 1% improvement in the service climate, there’s a 2% increase in revenue.
The table that follows, provided by TalentSmart’s Dr. Travis Bradbury, contrasts the behaviors of high-EI vs. low-EI leaders:
Leaders with Low EI
Leaders with High EI
|Sound off even when it won’t help
|Only speak out when doing so helps the situation
|Brush off people when bothered
|Keep lines of communication open, even when frustrated
|Deny that emotions impact their thinking
|Recognize when other people are affecting their emotional state
|Get defensive when challenged
|Are open to feedback
|Focus only on tasks and ignore the person
|Show others they care about them
|Are oblivious to unspoken tension
|Accurately pick up on the room’s mood
CEOs Score Low EI
Measures of EI in half a million senior executives, managers and employees across industries, on six continents, reveal some interesting data. Scores climb with titles, from the bottom of the ladder upward toward middle management, where EI peaks. Mid-managers have the highest EI scores in the workforce. After that, EI scores plummet.
Because leaders achieve organizational goals through others, you may assume they have the best people skills. Wrong! CEOs, on average, have the lowest workplace EI scores.
Too many leaders are promoted for their technical knowledge, discrete achievements and seniority, rather than for their skills in managing and influencing others. Once they reach the top, they actually spend less time interacting with staff.
But achieving goals—and high performance—is only part of the formula for leadership success. Great leaders excel at relationship management, influencing people because they’re skilled in forming alliances and persuading others.
EI has a direct bearing on corporate reputation. Boards of directors recognize how it affects stock prices, media coverage, public opinion and a leader’s viability. Look at any corporate disaster or scandal. If leaders cannot genuinely express empathy, it’s that much harder for them to garner trust and support.
A 2001 study by Dr. Fabio Sala (www.eiconsortium.org) demonstrates that senior-level employees are more likely to have inflated views of their EI competencies and less congruence with others’ perceptions.
Sala proposes two explanations for these findings:
1. It’s lonely at the top. Senior executives have fewer opportunities for feedback.
2. People are less inclined to give constructive feedback to more senior colleagues.
Nonetheless, EI’s effect on business performance and senior employees’ grandiosity highlight the need for well-executed performance management systems that measure emotional competencies.
The news media have highlighted numerous cases involving failed CEOs derailed by their low EI. Press coverage has prompted boards to become more sensitive to this leadership trait.
You’re prone to ethical failures if you overestimate your intelligence and believe you’ll never get caught. Arrogance distorts your capacity to read situations accurately.
In a recent Wall Street Journal article, neurosciences journalist Jonah Lehrer discusses the contradiction of power — essentially, how nice people can change when they assume positions of authority.
“People in power tend to reliably overestimate their moral virtue, which leads them to stifle oversight,” he writes. “They lobby against regulators, and fill corporate boards with their friends. The end result is sometimes power at its most dangerous.”