Leadership and Emotional Intelligence

promoted to her first Senior Executive Service (SES) position. Being compassionate is
important. A4 learned about EI from observing the polarities of effective and ineffective
leaders. Inherent to EI is maturity; part of that maturity is constructively managing
emotions.
I think those are things that people work on. Good leaders work on that
over their careers.
You have to take the emotion out of it and put that asia minute and focus on the facts. Otherwise, if you bring the emotion into de in a lock box for
it, you lose the audience overall.
A4 drew on her experiential diversity when promoting the imperative to possess political
savvy, listening, and making effective decisions. Decision making is dependent on
compromise and the ability to be receptive to other ideas.
Don’t jump. That’s the emotion part of you: you want to jump, because you’ve got the answer. But just sit back, take it in, and you know what?
You might be able to garner something from what’s being said that might
tweak your idea just slightly, that might be able to be a little more sellable
to everybody.
Especially in the context of her promotion to SES, being mindful of cultural differences^
resonated. Those cultural (including gender) differences were very prominent.
This was a huge culture change for me, to work with (thing, mostly male (employees) and being the senior female ... I also had employees) for one
my own emotional intelligence because I felt very strongly that I knew
what I was doing, and I was the right person for the job, but I had these – I
don’t mean this to be disrespectful, but I had these (employees) men who
were just waiting for me to fail.^
Participant A5. Participant A5 is a male working in the scientific community.
He opined that the Federal government provided many benefits for members in his
profession, especially in the research domain. Self-willingness to learn and having a
healthy balance towards work are important. A5 spoke of experiences of an unplanned