The last word in recruiting talents is "not academic qualifications"! Harvard expert: You can tell whether your subordinates are worthy by looking at "1 trait"
If one person has high emotional intelligence, the whole company will benefit! 6 benefits of leaders with high EQ
When an organization’s leaders skillfully manage their own emotions and the emotions of others, the entire company and its employees benefit and perform better in every aspect. When we founded the Organizational EQ Research Institute twenty-five years ago, there was little solid evidence. Now we have a wealth of data from studying hundreds of organizations, confirming that leaders, teams and employees embody high performance factors: an optimal The wide-ranging benefits of the state’s collective reverberation.
These benefits include: high job satisfaction, low turnover, increased engagement, improved morale, more “good organizational citizens,” and tangible data on increased profits and growth. This all starts from the top, especially leaders. Working for a leader with emotional intelligence feels liberating; we seem to be at our best more easily. People will have more good days.
Is having a high degree not enough to be a good manager? Expert: Emotional intelligence is an indispensable leadership skill
The need for leaders to have emotional intelligence became clear a few years ago, when the director of research at a global executive research firm asked a pointed question: “Why do executives who appear to be a good fit for a job actually fail to take the job?” But not doing well?" Although his company was mostly successful in finding candidates for the company’s top jobs, a few people were fired.
He analyzed these dismissal cases and found that the pattern was the same all over the world, including Japan, Germany, and the Americas: these senior executives were hired because of their hard skills such as business expertise, but were dismissed because of their lack of soft skills such as emotional intelligence. Dismissal, such as getting angry at a subordinate. His intuition is now integrated into standard operating procedures in organizations around the world. Companies are gradually adding “soft skills” items in their job descriptions when recruiting top management, instead of hard skills.
High IQ is not necessarily related to work efficiency? Emotional intelligence is more suitable as a “KPI” for talent selection.
Whether you’re a small company, a large enterprise, or a nonprofit that doesn’t typically think in terms of “profit and loss,” performance is key. Today, there is conclusive evidence that leaders with emotional intelligence are more effective: their employees perform better and feel better at work, and the organizations they lead perform better.
Consider, for example, a study of senior executives at a large public service organization. Senior executives take an emotional intelligence test, where managers evaluate their performance in “achieving business results during the financial year.” Senior executives’ superiors and subordinates also rated their leadership abilities. It turns out that the leaders with the most emotional intelligence are also the most effective. Furthermore, the emotional intelligence advantage had nothing to do with the personalities of top executives (extroversion, for example, made little difference). Even being smart and having a high IQ does not make a leader as effective as having high emotional intelligence.
The Case Western Reserve University team studied senior executives at a financial management firm who had financial advisors and advisor supervisors working for them. The research team asked peers and subordinates of senior managers in each department to assess the managers’ different levels of emotional intelligence. Next, they looked at how many new financial advisors each executive had hired over the past three years, a KPI the company uses as a measure of executive effectiveness.
Leaders with high emotional intelligence mean they recruit more financial advisors. Neither a leader’s overall mental ability nor personality test results predicted their performance; only emotional intelligence made a difference.
If you like your boss, your work performance will naturally improve! 70% of employee performance is related to “supervisor emotional intelligence”
The advantages of high emotional intelligence can be applied at all levels, from white-collar executives to blue-collar workers. For example, in a study of copper plant workers, supervisors’ emotional intelligence was a major differentiator in worker performance. Consider the many factors that may affect worker performance, including years of experience, age, education, IQ, or personality traits such as conscientiousness.
Oh, and the permutation and combination of these factors is pure luck. However, these factors accounted for only 30% of the difference in worker performance; the emotional intelligence of their supervisors accounted for 70% of the difference. It turns out that what matters is the relationship between workers and their bosses. If you hate your boss, your work ability will be impaired; if you like your boss, your work ability will increase.
To become a successful entrepreneur, “emotional stability” and “interpersonal relationships” are indispensable.
A meta-analysis by a multi-university team included many similar studies and included leaders from a wide range of organizations. Their analysis included 12 different studies with a total of 2,764 participants. The results showed that the higher the emotional intelligence of the leader, the better the worker performance: accounting for 25% of the difference.
Considering the many factors that may affect a person’s performance in the workplace, such as work experience, age, education, IQ, perseverance and other traits, statisticians would say that EQ accounting for 25% of the difference represents a huge impact. Data from regions as diverse as Asia, South America, and Europe show that this is true in cultures around the world.
Another meta-analysis looked at actual outcomes such as financial success, company growth, and company size, as well as subjective success among 65,000 entrepreneurs across a variety of businesses. However, being a successful entrepreneur relies heavily on people managing their own emotions and leveraging their relationships. Likewise, entrepreneurs with high emotional intelligence have better results. What’s even more surprising is: After comparing the relative importance of EQ and IQ, they found that the impact of EQ is more than twice that of IQ.
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