Daniel Goleman on the right way to give feedback. Daniel Goleman on how to movitate a demotivated member of staff - speaking to LeadersIn Business. Daniel Goleman on how to reduce stress - speaking to LeadersIn Business. Daniel Goleman on how to improve your EI - speaking to LeadersIn Business. Daniel Goleman on the leadership lessons from Steve Jobs - speaking to LeadersIn Business. Daniel Goleman on why leaders need to connect on an emotional level - speaking to LeadersIn Business. Institute of Coaching: Richard Boyatzis 3.
Building Social and Emotional Skills in Elementary Students: Empathy. MINDFULNESS, HOPE AND COMPASSION: A LEADER’S ROAD MAP TO RENEWAL. How does a leader quell the everyday, inner conflicts caused by the heavy responsibility, the need for constant self-control and the inevitable crises – and still remain an effective leader? One could answer, “Not easily,” and be right. These authours have excellent suggestions for calming and resolving that turmoil – and for going beyond to remain an effective, highly resonant leader. As CEO of Italy’s UniCredit Banca, Roberto Nicastro stands out.2 Barely in his 40s, he has a quick smile and restless inclination to act that makes him seem to be in perpetual motion.
Nicastro’s business acumen, emotional intelligence and energy enabled the bank to establish lucrative partnerships with major financial institutions in Central and Eastern Europe, and he had a very promising future. He and his family were happy. To the observer, Nicastro “had it all.” But in quiet moments of honest reflection, Nicastro knew he was not “there” yet. But that’s not all. Charismatic leaders' and gifted persons' neural coherence: a correlation? Neuroscience and the Link Between Inspirational Leadership and Resonant Relationships. “Relationships,” says a dejected Alvy Singer, Woody Allen’s character in the movie, Annie Hall. “Who needs them.” The fact is that every leader needs to have smooth, productive relationships with those around him or her.
But what makes for a rewarding relationship – and its opposite – has long been unclear or unknown. This author, who has conducted and written extensively about the impact of brain activity on such relationships, describes some important, new observations that hold the promise of helping leaders to form more effective relationships. Every leader knows how important relationships are to effective leadership. After all, you cannot have a leader without followers. Today, research is helping us understand how and why so many smart, savvy and sensitive leaders act in ways that diminish their effectiveness.
Resonant leaders attract, dissonant ones repel In a recent study soon to be published in Leadership Quarterly, colleagues at the Cleveland Clinic — Drs. Two kinds of empathy. Annie McKee Discusses Toxic Bosses. Primal Leadership: The Hidden Driver of Great Performance. The Idea in Brief What most influences your company’s bottom-line performance? The answer will surprise you—and make perfect sense: It’s a leader’s own mood. Executives’ emotional intelligence—their self-awareness, empathy, rapport with others—has clear links to their own performance. But new research shows that a leader’s emotional style also drives everyone else’s moods and behaviors—through a neurological process called mood contagion. Emotional intelligence travels through an organization like electricity over telephone wires.
Emotional leadership isn’t just putting on a game face every day. The Idea in Practice Strengthening Your Emotional Leadership Since few people have the guts to tell you the truth about your emotional impact, you must discover it on your own. 1. Example: Sofia, a senior manager, often micromanaged others to ensure work was done “right.” 2. 3. Juan, a marketing executive, was intimidating, impossible to please—a grouch. 4. 5. No Way!