Edited by Alexander-Stamatios G. Antoniou and Cary L. Cooper
Chapter 42: Developing Leadership through Emotional Intelligence
Richard E. Boyatzis Elena was upset. She was snapping at people and felt out of sorts. She had not slept well the night before. Even though she was chief ﬁnancial oﬃce (CFO) of a large corporation in Moscow, something in the previous day’s seminar bothered her. She had been considering how to improve her leadership style through developing more emotional intelligence. The instructor had explained that such eﬀorts were short-lived if not anchored in a personal vision. Some time after lunch, it dawned on Elena what was so troubling. She did not know what she wanted out of life. She does not dream about the future, and so found it diﬃcult if not impossible to conceive of a personal vision. It certainly was not because she did not have a bright future: she was among the elite in her country. But she had trained and entered corporate life in Russia 20 years earlier, under a regime with diﬀerent assumptions about possibilities in life and a career. Her subordinates were also frustrated. Elena had trouble creating excitement about a future for the organization. She had learned not to dream about the future, but to react to things as they occurred. It had shaped her approach to leadership. This reactive style was not working well. There are millions of Elenas working in organizations throughout the world. They want to be better managers and leaders, but are puzzled as to how to reach that elusive goal. With the best...
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