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The art of influence: apply emotional intelligence and create time and space for thinking

The art of influence: apply emotional intelligence and create time and space for thinking Purpose – This paper aims to explore how emotional intelligence and the emerging field of neuroscience can tell us much about how leaders can use their own emotions to positively influence people. The ability for leaders to positively influence others is a critical skill and yet it is often identified as a gap in leadership teams. Design/methodology/approach – The paper draws on the work of Goleman, Kline, Ramachandran and Schwartz, as well as the author’s own recently published book. Findings – An emotionally intelligent leader, rather than assuming that those who speak the loudest have the most valuable contribution will be more likely to understand and value different thinking and personality styles and will take active steps to create an environment where people feel safe to contribute their very best thinking. Practical implications – This paper provides useful, practical advice to those involved in leadership development or leaders themselves who want to better understand how they can improve their ability to influence others. Originality/value – The paper provides practical advice, grounded in research, that professional learning and development executives or leaders themselves can put in action. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Development and Learning in Organizations: An International Journal Emerald Publishing

The art of influence: apply emotional intelligence and create time and space for thinking

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References (1)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1477-7282
DOI
10.1108/DLO-09-2014-0072
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to explore how emotional intelligence and the emerging field of neuroscience can tell us much about how leaders can use their own emotions to positively influence people. The ability for leaders to positively influence others is a critical skill and yet it is often identified as a gap in leadership teams. Design/methodology/approach – The paper draws on the work of Goleman, Kline, Ramachandran and Schwartz, as well as the author’s own recently published book. Findings – An emotionally intelligent leader, rather than assuming that those who speak the loudest have the most valuable contribution will be more likely to understand and value different thinking and personality styles and will take active steps to create an environment where people feel safe to contribute their very best thinking. Practical implications – This paper provides useful, practical advice to those involved in leadership development or leaders themselves who want to better understand how they can improve their ability to influence others. Originality/value – The paper provides practical advice, grounded in research, that professional learning and development executives or leaders themselves can put in action.

Journal

Development and Learning in Organizations: An International Journal – Emerald Publishing

Published: Jan 5, 2015

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