Leadership and Emotional Intelligence

 Simulations (Allen & Hartman, 2008; Bernthal et al., 2001) - EI benefit:
create situation-specific, experiential environments in which learning and
behavioral changes can occur.
 Job rotation (Yukl, 2010) – EI benefits: promotes leader adaptability in
unfamiliar environments; learning how to establish cooperative relationships.
 Action learning (Day, 2001; Marquardt, 2011a, 2011b; Yukl, 2010) – EI
benefit: blends cognitive and interpersonal development in solving an
important, timely organizational problem.
 Mentoring (Day & Halpin, 2001; Goleman & Boyatzis, 2008) – EI benefit:
enables leaders to “directly experience, internalize, and ultimately emulate
what [they] observe” (Goleman & Boyatzis, 2008, p. 80).
 Coaching (Day & Halpin, 2001; Petrie, 2011) – EI benefits: the leader
recognizes the behavioral changes needed; coaching is customized for each
leader; leader owns his/her development; it is temporal vice event driven.
 Role-playing scenarios (George, 2000; Riggio & Reichard, 2008) – EI benefit:
helps leaders reach optimal levels of emotional and social skills, and fosters
other activities such as journaling and reflection. Also may identify trigger
points that illustrate how “a leader’s effectiveness may be hampered”
(George, 2000, p. 1032).
 Journaling (Riggio & Reichard, 2008; Shields, 2009) – EI benefit: allows for
individualized reflection on experiences and their impact on desired
behavioral changes.