Emotional intelligence

Written on 24 February 2015. Posted in Developing managerial skills

Daniel Goleman is a famous American psychologist, born in 1946, who wrote a book on emotional intelligence. He states that beside the IQ, the emotional intelligence is a framework of personal competences that are fundamental to personal development, leadership and teamworking. It consists of the five specific skills here listed:

Self-awareness. This is the ability to know ourselves, our strong points and limitations, it is the ability to know who we are. Regular reflection on our managerial practice will definitely help us build our self-awareness and the self-confidence that comes from it.

Self-regulation. This is the ability to control our cool or emotions. It also means integrity, honesty and the ability to take the responsibility for our own actions. Critical dialogue with our colleagues will help us develop this skill.

Motivation. This is the inner drive that makes us committed to the group or corporate goals, it is the ability to take the initiative and to be resilient even when things go wrong.

Empathy. The most important factor empathy is based on is understanding others. If we do not understand the others' point of view, their beliefs, their values, their goals, it will be hard to interact with them. Collaborative dialogue will help us do this.

Social skills. Here Goleman mainly refers to the ability to manage conflict, build positive relationships with others, influence their decisions, communicate effectively. All these skills are at the basis of effective teamworking.

Therefore, it is worth considering the emotional intelligence framework and ask ourselves: where am I? What are my strong points and weak points in relation to all issues mentioned above? Can I give evidence of each of them? What can I practically do in order to improve these personal competences?

Rethinking the Adaptive Leadership model through the Italian Adaptive Leadership Behavior Questionnaire

Since Heifetz designed the adaptive leadership framework in 1994, the academic literature has benefitted from many qualitative research studies focusing on specific adaptive challenges and how the adaptive leadership framework can be practically used to face these. It seems very few have dealt with adaptive leadership through the quantitative lens and have attempted to measure adaptive leadership behaviors or tested Heifetz’s adaptive leadership six-dimensional model. In response, my PhD research aimed to measure the perception of adaptive leadership behaviors across the Italian corporate context and to investigate whether Heifetz’s adaptive leadership model can apply to the Italian culture. Findings and contribution to knowledge can be read in the thesis: Novellini, P. (2023) Rethinking the Adaptive Leadership model through the Italian Adaptive Leadership Behavior Questionnaire, PhD thesis, University of Sunderland.

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Novellini - Hall Italian Adaptive Leadership Behavior Questionnaire

Do you want to measure the perception of adaptive leadership within your company or team? You can use 'Novellini - Hall Adaptive Leadership Behaviour Questionnaire', a new tool in the literature of leadership. This questionnaire was designed especially to be used in the business environment with a perspective on the higher level figures in the hierarchy. However, you can use it in any type of environment and at any level by adapting the terminology to the reality you want to focus on.

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