Development of Emotional Intelligence through Coaching

(Adapted by— from “What Makes a Leader” by Daniel Goleman)

Daniel Goleman, Author of Emotional Intelligence and Emotional Intelligence at work and Chairman of the Consortium for Research on EI in Organizations, Rutgers through
his years of research has drawn the following conclusions (Goleman, 1998):

The most effective leaders are alike in one crucial way: they all have a high degree of emotional intelligence. In analyzing competency models for large, global organizations, Goleman found that emotional intelligence proved to be twice as important as the other competencies for predicting success in jobs at all levels. Emotional intelligence is linked to strong performance. In a study of a global food and beverage company, it was found that when senior leaders had a critical mass of emotional intelligence capabilities, their divisions outperformed yearly earnings goals by 20%. Leaders without that critical mass underperformed by almost the same amount.

The Five Components of Emotional Intelligence (Goleman, 1998) that Coaching Builds:

1. Self-Awareness
Self-awareness means having a deep understanding of one’s emotions, strengths, weaknesses, needs and drives.

2. Self-Regulation
Self-regulation is an on-going inner conversation that allows individuals to feel bad moods and emotional impulses and to act on them appropriately. Managers that have developed self-regulation can step back and ask what their role was in a project that failed.

3. Motivation
Individuals with a high level of motivation remain optimistic even when the score is against them. These individuals have developed their self-regulation to overcome frustration and depression that can come after a set-back or failure.

4. Empathy
Empathy is the process of thoughtfully considering employee’s feelings – along with other factors in the process of making intelligent decisions at work.

5. Social Skill
Social skill is the ability to effectively manage relationships with others.

How These Skills Are Developed Through Coaching:

It is clear that these skills can be taught to leaders. Coaching provides an effective means of providing information and feedback to leaders to assist them in developing these skills. This will assist leaders in being the most productive and effective leaders possible for your organization.

Self-Awareness: Through 360 degree feedback and direct feedback from the coach, employees learn to be aware of their behavior and how it is impacting their teams and productivity. The coach can also attend meetings to directly observe the client’s behavior.

Self-Regulation: Through coaching, employees learn ways to control their feelings and even to channel them in useful ways. Employees learn to be aware of initial signs of stress and upset in the body so that they can effectively channel and mitigate their feelings/emotions. They are taught new and more effective responses. One component to this skill is understanding we are always at choice.

Motivation: Coaching assists leaders in seeing challenges from a new perspective, allowing leaders to see challenges as opportunities. Coaching also assists managers in being more successful in their role and developing confidence in the people-aspect of their role. Through coaching, motivation of leaders increases as they become even more effective in their roles.

Empathy: Through coaching, the coach assists the leader in understanding the perspective of other employees in the organization. This allows the leader to develop the necessary empathy for employees and approach them in new ways. The coach and leader brainstorm new approaches coaches use to ensure employees know the manager understands their perspective. Coaching increases the ability of the leader to relate to their employees.

Social Skill: Coaching assists the leader in being more aware of their actions. Through 360 feedback and direct feedback from the coach, the leader develops social skills that allow them to more effectively work with others in their organization.

Goleman, Daniel. What Makes A Leader. Harvard Business Review, November – December, 1998.


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