Emotional Intelligence and Leadership: What the Research Says About the Leaders People Actually Follow (The Emotional Intelligence Science Series) - Softcover

Inhaltsangabe

Your team can sense your mood before you say a word, and it shapes how they perform. The research is more precise than most leadership content admits.

If you have led a team, you already know this is true in some intuitive sense. What the research adds is precision: how automatic this is, what it actually predicts about performance and morale, and how it differs from what the leadership EQ industry has built on top of it. This book is for leaders and managers who have been through emotional intelligence based leadership development, completed an EQ assessment as part of a promotion or development process, and found that the resulting competency framework did not quite match what leading actually feels like, especially under pressure.

Inside, you will find a precise account of:

• What the most rigorous meta-analytic evidence shows about EQ and leadership effectiveness, and why these estimates are more conservative and more context-dependent than the figures still common in leadership development
• How emotional contagion spreads a leader's emotional state through a team automatically and largely invisibly, with documented effects on performance and morale
• What resonant and dissonant leadership are, and what the research on the neurological consequences of sustained leadership pressure shows about renewal and burnout
• Why self-regulation under pressure has the strongest, most consistent evidence base of any EQ competency in leadership, and what it specifically requires in the moments a team is watching how you respond
• What Damasio's somatic marker hypothesis shows about how experienced leaders use emotional information when navigating complex decisions
• The documented double bind in leadership EQ, where the same emotional expression is rewarded in men and penalised in women, and why the research treats this as structural rather than a competency gap
• What the research on psychopathic leadership shows, including how cognitive empathy can be deployed in service of the self rather than the team, and why this pattern is more common in senior roles than most assume
• What the evidence shows, and does not show, about whether leadership EQ can genuinely be developed, and under what conditions

Across five parts, the book moves from the research foundation, including how instrument choice shapes findings and what the most careful meta-analyses actually show, through how leader emotion shapes organisations via contagion, resonance, and trust, into the specific EQ competencies in leadership practice, out into the context and limits of EQ, including gender, culture, and the dark side, and finally into development and a culminating synthesis of what this series has established about emotional intelligence across every domain it has covered.

What sets this book apart is its refusal to treat leadership EQ as either a solved problem or a dangerous fiction. The evidence supports a real, if more modest and more context-dependent, relationship between emotional competence and leadership effectiveness than the commercial literature implies. It supports the finding that a leader's emotional state is not a private matter, that self-regulation under pressure is genuinely the strongest predictor in this literature, and that the same competencies that produce exceptional leadership in service of a team can produce serious organisational damage in service of the self. It also treats the gender double bind as the structural problem the research shows it to be, not as something individual women can resolve with better EQ. Readers finish with the most complete account this series has built of what emotional intelligence is, what it predicts, and where honest uncertainty remains.

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