Business schools discover the power of EQ in leadership development

This is a very readable journal article on how a business school invested in a program to explore and develop the emotional intelligence of its students. It is well researched and its reference list would be a great place to start your own research into the history and contributions of emotional intelligence.

My take: While the study focused on a business school, its report and its supporting research have significant implications for all business and organizational leaders.

First finding of the study:  In this study, they were able to see a significant improvement in EQ competencies after a two year program of assessment and development

Second key item of interest, the writers referenced a study in which employers ranked the core MBA program objective of “knowledge of fundamental business concepts” only 12th out of 15 dimensions explored. Those organizations identified “courses that aided in the development of interpersonal skills” as the most significant shortcoming of traditional MBA programs.

Abstract: Over the past two decades an escalating interest in the construct of emotional intelligence (EI) has made its way into the popular press, professional press, and peer reviewed journals. Not surprisingly, an interest in EI is also gaining ground in academic settings (Parker, Duffy, Wood, Bond & Hogan, 2002; Parker, Hogan, Eastabrook, Oke & Wood, 2006; Parker, Saklofske, Wood & Eastabrook, 2005). Several major longitudinal studies have laid a sound theoretical foundation supporting the development of EI competencies as a component of the MBA curriculum (Boyatzis, Stubbs & Taylor, 2002; Boyatzis & Saatcioglu, 2008). This paper will describe why and how one MBA program took theory to practice and piloted the integration of content designed to develop competencies related to emotional intelligence into its curriculum. It will also review the results of an applied multi-year study that measured the results of the curriculum pilot. The study was conducted using one of the most widely used instruments for measuring emotional intelligence, the Bar-On Emotional Quotient Inventory (Bar-On, 1997), to identify significant changes between the beginning and the end of the program in the aggregate measures of emotional intelligence competencies.

Click on the image of the report title page to read the entire report.

 

 

Are we really coin operated?

As a recovering sales manager, I have always laughed at the proposition that “sales people are coin operated”.  Notice that I said I laughed, not that I didn’t agree.

What would you say if I told you that quite a body of research is telling us that “extrinsic motivation” (e.g. bonuses and commissions, carrots and sticks) actually makes performance worse, not better.  On the other hand, “intrinsic motivation” (I work because I love what I do) is the more durable motivator, especially in the 21st century.

I’m reading Dan Pink’s book, Drive, and I recommend it highly. If you’d like a compelling TED video on this same topic, done by Pink in 2009, check out this YouTube video.