The Well Trained, Emotionally Intelligent Leader

In a previous article we discussed the positive impact that a well-trained, emotionally intelligent leader can have on the health and well-being of our Associates.  The article concluded with, “What does this kind of leader look like?”

Before we answer the “What they do” question, we begin with the understanding that the best managers are in these leadership roles because they genuinely want to lead.

  • They are not in the role simply to advance their paycheck
  • They are not in the role simply to gain “power”
  • They are not in the role simply because they were good at their job and someone decided to make them the next leader. Being good at a job does not equate to being good at leadership/management (a mistake made by too many organizations)
  • They are sincerely interested in learning how to improve their leadership
  • They are humble enough to know what they don’t know, and to ask for help

Now, let’s look more closely at what they do:

  • They provide clear goals, objectives, role expectations and guidelines
  • They frequently let their Associates know how they are doing, i.e. they provide frequent feedback
  • They hold everyone (fairly) accountable to their goals, seeing to it that everyone carries their expected share of the workload
  • They communicate frequently, honestly and as transparently as possible to keep associates informed
  • They treat all Associates fairly and justly; they have an “open door” policy
  • They are approachable
  • They ensure that everyone in their department is treated with respect and dignity
  • They seek feedback from their Associates (and they listen to it)
  • They invite Associates to express their opinions, thoughts and ideas to improve things (and they listen)
  • They welcome Associates’ opinions and ideas and take them into consideration when making decisions (and they listen)
  • They provide as much decision control to their Associates as possible, depending on their assessment of the Associate’s capability
  • They involve Associates in change efforts
  • They are quick with recognition and appreciation (again, distributed fairly)
  • They are invested in the growth and development of those they lead

By the way, employees who perceive that their supervisors treat them fairly and justly have 30 percent lower incidents of heart disease even after adjusting for other risk factors such as smoking, obesity, high blood pressure, cholesterol and inactivity.  They have 70% less stress, 70% more job satisfaction, 19% increased productivity and are 22% more innovative when solving problems.

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