A case study on the return on investment of emotional intelligence on productivity and work environment found a predictive relationship between emotional quotient (EQ) scores and individual performance. Amadori, a European meat supplier, embarked on an initiative with Six Seconds focused on improved management and staff development through an overhaul of the organization’s leadership style. The study showed that managers who scored in the top 25 percent in EQ also scored higher in individual performance (47 percent of the variation could be explained by EQ) and that the sites with high EQ executives also had higher levels of employee engagement. As employee engagement was predictive of performance outcomes including motivation, retention and productivity, the factory sites with managers skilled in emotional intelligence experienced better organizational performance.
The adage claims that leaders are born not made, but the literature on the usefulness of emotional intelligence in business and its inclusion in leadership development materials, plus performance results like those in the study above, illustrate how even “born” leaders must be developed. Good leadership can be taught in the form of theories and tools but – as other bloggers have wondered – whether it can be learned effectively is another matter entirely.
A while ago I observed a project debriefing that was one of the most tense and awkward sessions I had ever experienced. The team delivered a successful end product and yet the tone of the meeting was anything but positive. On the surface, the group assembled appeared to be a healthy, functioning team, but cracks began to show as the session continued with member affect ranging from mildly detached to downright apathetic. The facilitator-coaxed feedback was not acknowledged by those who needed to hear it most, rather much of it was dismissed and those brave enough to allude to issues that could have been handled better were chided as unprofessional. I later heard that several members of that department had left the organization of their own accord.
Was it a low EQ, poor leadership development, or maybe just sheer stubbornness that kept the leader from acknowledging the team that day? A little empathy and a modicum of self-awareness could have gone a long way in healing a fractured team that, despite internal conflicts, had succeeded. In the end it was the organization that really lost – both in talent and in the time spent replacing and training a new team. With all the talk about servant leadership and emotional intelligence, even in nonprofits who consider themselves more people-than-profit-driven, are apologies viewed as surrender? Do we secretly fear that empathy equals “doormat”?
Leadership is tricky. My first foray into it, on the smallest scale in the most benign of conditions, was a spectacular failure. For years after that experience, I successfully evaded any opportunity that even hinted of “leading” outside of my favorite type of project – the one person kind. I was not a leader, I pshawed – nope, never would be either, that mantle was for others far grander, smarter and more charismatic than I. It was a safe little pigeonhole to hunker down in, and I did so for years until circumstances demanded change. My ongoing path from pigeonhole dweller to “follow me” has been a spiral not a steady ascent, and would not have happened without the people I met along the way who were (and still are) exceptional leaders. Some simply made an impression, others became mentors if not outright catalysts for transformation, and at the risk of heading completely into tweeness, I have to admit that I learned more from being a part of their teams than I ever could have hoped for at the time.
Leaders can be made. Or perhaps, as with Dorothy, we had the power all along, we just need the right tools, lessons, and people to help give it shape, focus and flight.