Cupids Health

How an emotionally intelligent leader supports organisational change


1. Build Self-Perception, being aware of one’s own emotions and having a strong grasp of who we are, makes it hard for others to get under our skin – allowing us to focus on achieving the desired change.  Leaders who can build self-perception and learn how to turn inward and examine their own behaviour are more likely to demonstrate…

2. Healthy Self-Expression, which concerns how a leader expresses their feelings and thoughts to colleagues, both verbally and non-verbally. Emotionally Intelligent leaders can stand by their core values and beliefs even in the midst of chaos and they do so in a way that is assertive yet not aggressive nor damaging to relationships.

3. The Interpersonal side of Emotional Intelligence – which includes empathy, the ability to read people and knowing when to adjust behaviour can be used to recognise and understand how others might be feeling and how the change initiative is being received. Emotionally intelligent leaders are, therefore, more likely to implement appropriate modifications and communication strategies.

4. Emotional intelligence can also support controlled Decision-Making, which addresses the ability to remain objective when necessary but be connected to a leader’s own and other’s emotions, as well as measuring impulse control, a critical moderating influence on those finely tuned plans. People need consistent, steady and grounded leaders more than ever throughout the change process, who can also support them in developing…

5. Stress Management skills, which covers coping and adapting to stressful situations or environments without losing optimism. Those with a high stress tolerance will respond effectively to mounting pressure and will appear calm and collected in a crisis – a positive trait in uncertain periods.     

 



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