Coaching Practice - Emotional Quotient and Leadership

Fox Rollin, P., Brown, J.M. and Richmond, S.L. (2005). Leaders speak out on emotional intelligence Retrieved December 2005 from www.ideashape.com/leadership-research.htm

The authors, coaches with experience in MBTI and EQ work, collected online survey information from 265 business leaders about how leaders define, value, and develop emotional intelligence (EQ). Results showed that leaders value EQ factors such as relationship building and people development as more important than "traditional" leadership factors such as financial planning, marketing ability or planning skills. In addition, most leaders believe that EQ can be developed, and the most experienced leaders believed that training, coaching, feedback, and self-managed study were key methods for developing EQ. Some differences in viewpoints about EQ were influenced by the leaders’ MBTI personality type.

The authors also discuss the implications of this research for coaches and leaders and offer suggestions about how to adjust discussions about these topics based on how leaders talk about or perceive EQ. For example, coaches ought to "adjust their language and initial focus to reflect aspects of EQ that resonate most with executives and managers" such as "relationships, reading people, self-awareness, rather than empathy, self-confidence, and self-control."