Four Dimensions of Emotional Intelligence

The creation of resonance is a hallmark of primal leadership that can only be fostered by emotionally intelligent leaders. For a leader to promote prime resonance in a group, it is important to understand four EI competencies. Interestingly, these competencies are not innately inherent but are learned abilities. According to research, an effective leader typically demonstrates at least one competence among four dimensions.

1. Self-Awareness 2. Self-Management 3. Social Awareness 4. Relationship Management

Approaches to Leadership in a Nutshell

1. Visionary 2. Coaching 3. Affiliative 4. Democratic 5. Pacesetting 6. Commanding

The Five Discoveries of Self-Directed Learning

1. First Discovery: My ideal self – Who do I want to be?

2. Second Discovery: My real self – Who am I? What are my strengths and gaps?

3. Third Discovery: My learning agenda – How can I build on my strengths while reducing my gaps?

4. Fourth Discovery: Experimenting with and practicing new behaviors, thoughts, and feelings to point of mastery.

5. Fifth Discovery: Developing supportive and trusting relationships that make change possible.

Final Notes

Primal leadership is anchored on emotions. These emotions have underlying neurological explanations to them such as open loop system. Thus, a leader must work hard to obtain emotional intelligence competencies that will make him a resonant leader because resonance is key to primal leadership.

A resonant leader builds a culture of resonance by demonstrating emotionally intelligent abilities that permeate throughout organization. A resonant leader aims to live a resonant life for him and his people in order to make resonant work. It is this kind of work that builds an emotionally intelligent organization – a kind of organization that can survive changing business climate because it has built-in processes that can sustain change.

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Managers and supervisors can tend to generalize issues and gloss over certain details, while employees who work directly with what is causing problem know exactly what is wrong and what should be done about it. Their knowledge of problem is direct and intimate, and they can provide accurate solutions. They know things by experience, not by theory.

The Power of Small Ideas

Big ideas are always more attractive – they are splashier, grander, always more promising. Managers are therefore more likely to weed out “small” ideas and go for really big ones, “home runs” – those that could help generate millions of dollars in revenue or topple competition, instantly. But when it comes to ideas, small does not always mean ineffective or weak. In fact, in organizations it is often smarter to focus on small ideas rather than on big ones.

Idea Management

As simple as it sounds, getting and using employee ideas to improve your organization’s performance entails a lot of planning, preparation and hard work. Two crucial issues that you would have to deal with are:

• How can employees be encouraged or motivated to come up with so many ideas?

• Who has time to deal with all of them?

After all, once ideas start pouring in, they would each have to be evaluated, and then implemented. These are non-value adding tasks that can take up all of your valuable time. The only way you can effectively manage employee ideas is by setting up a good idea system, one that will make process, which can become messy, organized and productive.

Profound Change

By encouraging free flow of ideas, you will have opportunity to bring about a profound transformation within your organization, one that could not only boost its overall performance, but would also liberate people who work within it.

Idea systems have power to change very culture of an organization, by bringing about more trust, respect, openness, commitment and harmony among its people.

When employees see that their ideas are valued, their attitudes change, from one of detachment and frustration to involvement and fulfillment. This not only uplifts quality of their lives, but also brings about real growth in organization.

By: Regine P. Azurin Regine Azurin is President of BusinessSummaries.com, a company that provides business book summaries of latest bestsellers for busy executives and entrepreneurs.

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