If You Want High Performance from Your Employees, You Must Become An Emotionally Intelligent Leader

We Show You How to Use Emotional Intelligence to Become a Better Leader

Contact Us

There is an abundance of research on the impact emotions have on an individuals’ performance in the workplace. It shows that people often perform their worst when they experience unproductive feelings, such as feeling frustrated, concerned, stressed, inadequate, and fearful.

Research also shows that people perform their best when they feel involved in purposeful work that develops who they are… and when they feel valued, cared for, consulted, respected, informed and understood.

So, how can developing your leadership help ensure your people feel and perform their best?

Leadership is fundamentally about facilitating performance, getting others to do their best, and to do their work effectively and efficiently. One of the most robust, consistent findings in social sciences is that there is a direct link between the way people feel and the way people perform. As such, leaders need to be skilled at identifying, understanding, and influencing emotion within themselves and others to inspire performance.

Emotionally intelligent leadership is about leaders intelligently using emotions to facilitate high performance in themselves and others.

In the Emotionally Intelligent Leader program, participants first partake in a personal Genos EI Leadership Assessment, to understand “how they are showing up at work.”

Attendees will improve their understanding of emotions and emotional intelligence. They will also explore and practice tools and techniques for applying emotional intelligence in leadership and creating conditions for others to achieve high performance.

In the program, attendees will:

The material for the program is based on the Genos Emotional Intelligence Leadership Model.

The Genos model of emotionally intelligent leadership has been developed from over a decade of research work examining how effective leaders use emotional intelligence abilities in their leadership of others.

The model comprises six emotionally intelligent workplace competencies. These competencies represent skills and behaviours based on underlying abilities and experiences that are measurable, observable, and critical to successful job performance.

The six Genos EI Competencies are:

Self-awareness is about being aware of the behaviours you demonstrate, your strengths and limitations, and the impact you have on others. Leaders high in this skill are often said to be present rather than disconnected with who they are. Self-awareness is important in leadership because:

Awareness of others is about noticing and acknowledging others, ensuring others feel valued, and adjusting your leadership style to best fit with others. Leaders high in this skill are often described as empathetic rather than insensitive to others and their feelings. Awareness of others is important in leadership because:

Authenticity is about openly and effectively expressing yourself, honoring commitments and encouraging this behaviour in others. It involves appropriately expressing specific feelings at work, such as happiness and frustration, providing feedback to colleagues about the way you feel, and expressing emotions at the right time, to the right degree and to the right people. Leaders high in this skill are often described as genuine, whereas leaders low in this skill are often described as untrustworthy. Authenticity is important in leadership because:

Emotional reasoning is the skill of using emotional information (from yourself and others) and combining it with other facts and information when decision-making. Leaders high in this skill make expansive decisions, whereas leaders who are low in this skill often make more limited decisions based on facts and technical data only. Emotional reasoning is important in leadership because:

Self-management is about managing your own mood and emotions, time and behaviour, and continuously improving yourself. This emotionally intelligent leadership competency is particularly important. Leaders high in this skill are often described as resilient rather than temperamental in the workplace. The modern workplace is one of high work demands and stress, which can cause negative emotions and outcomes. Self-management is important in leadership because:

Inspiring performance is about facilitating high performance in others through problem solving, promoting, recognizing and supporting others’ work. An individual’s performance can be managed with key performance indicators. This is important; however, research has shown that this “compliance” style often fails to drive discretionary effort and high performance. Leaders who combine this with a more inspiring style often empower others to perform above and beyond what is expected of them. Inspiring performance is important in leadership because:

Contact Us

If you’d like to learn how the leaders in your organization can become more emotionally intelligent please contact us.

Email Address


Call Us

+1 336-575-9920

Send us a message

@2020 - All Right Reserved to MCHOWARD.