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新闻 & Stories A longer, more complete description.
新闻 & Stories: Features
Emotional Intelligence (EI) Isn’t Enough for Leaders Today
February 20, 2020


In this 1998 Harvard Business Review article, Daniel Goleman made his case that emotional intelligence (EI) was a stronger predictor for leadership success than technical skill or cognitive intelligence alone.

Unfortunately, that same EI could also become a predictor for a person's success as a manipulator who would destroy a company for personal gain.

Is emotional intelligence good or bad for leaders?

As pointed out by this article from The Atlantic, EI is not always a good thing for leaders.

Without values to guide it, EI can become destructive. Warren Buffett expressed a similar concern

Somebody once said that in looking for people to hire, you look for three qualities: integrity, intelligence, and energy. And if you don't have the first, the other two will kill you. You think about it; it's true. If you hire somebody without [integrity], you really want them to be dumb and lazy.

How should leaders respond to weighing emotional intelligence?

I suggest three specific steps.

Get values clarity.

Make sure you know the core values that guide decision-making in your organization. Here's the real test for a value: in order to live up to that value?

Train values before you train emotional intelligence.

We might call this ethical intelligence training.

Once you are clear on your values, you can use them to make management decisions. After making decisions based on your values, share those decisions as case studies for how values work in your organization.

When looking for potential leaders, look for  values and EI.

It's easy to be impressed with a great personality combined with great skills, but don't stop there. Make sure potential leaders can demonstrate real world examples of how they have made tough decisions based on your company's values.

In other words, don't settle for leaders with strong EI. Strive for leaders with EI x 2 (emotional intelligence and ethical intelligence).

这些建议是针对企业考虑任何领导力发展计划尤为重要。如果我们只培养情商的“软技能”没有做的道德智力训练的艰苦工作,我们就可能超充电不道德领导人的操作技能。

要解决这一问题,CLU的 道德领导力计划的主 为学生提供固体培训 领导软技能和职业道德。

所以,你怎么样?什么是您的组织如何促进双方感情和道德的智慧呢?