Emotionally intelligent leaders who adopt a more inspiring style of leadership will often empower others to perform above and beyond what is expected of them. Empowering people is important because it creates a high level of discretionary effort and people become highly engaged in their work. Inspiring and empowering leadership is about facilitating high performance in others through problem-solving, promoting, recognising and supporting others work.
An individual’s performance can be managed with key performance indicators, however, research has shown that this ‘compliance’ style often fails to drive discretionary effort and high performance.
Empowering others is important in leadership because there is a strong positive relationship between leaders’ emotional intelligence and employee engagement. In the graph below each dot represents an employee’s engagement score. The x-axis of the graph represents the leader’s emotional intelligence as a percentile score, where scores between 1 and 39 are low; 40 to 59 are average and 60 and above are high.
As you can see, being low or average in emotional intelligence results in wide and varying levels of employee engagement where employees are disengaged, not engaged and engaged. These types of engagement scores are typical of low and average performing organisations. Conversely high levels of emotional intelligence, indeed total emotional intelligence scores above the 75th percentile, result in high (only, not varied) engagement scores. These types of engagement levels amongst employees are typical of high performance organisations. Indeed Gallup’s research has shown that organisations with this type of engagement level amongst employees earn 3.9 times earnings per share greater than like organisations with wide and varied engagement results.
For more information on workshops, conferences and human assessments kindly call +27 82 685 8896 or email firstname.lastname@example.org