Training Industry Magazine - Winter 2014 - (Page 22)
EMOTIONAL INTELLIGENCE
Emotional intelligence research has shown that
certain EQ attributes are either male-specific,
female-specific or gender-neutral. Although there
is overlap, in general, men and women tend to
be strong in different EQ areas or attributes. For
example, women score higher than men do
in areas of empathy and social responsibility,
which are generally
considered
femalespecific
emotional
EMOTIONAL INTELLIGENCE IS
intelligence attributes.
In
contrast,
men
A KEY ASPECT AND DRIVER OF
outperform women
LEADERSHIP EFFECTIVENESS.
on stress tolerance
and self-confidence
measures, which are
generally considered male-specific emotional
intelligence attributes.
Other types of EQ attributes include emotional selfawareness, emotional expression, independence,
flexibility, problem solving, impulse control,
interpersonal relationships and optimism. Some
of these attributes are considered gender-neutral;
however, the gender-specific attributes may play
a significant role in how we perceive men and
women as leaders in the workplace.
As a training and development professional, you
can help by providing emotional intelligence
assessments, education and training to your
audience and your leadership teams so they have
awareness and understanding of their specific
emotional intelligence attributes.
RESEARCH STUDY: METHODS AND RESULTS
DDI @DDIWORLD
Jazmine Boatman with
@BizBreakRadio: Orgs
with a higher percentage
of #women in senior
#leadership had better
bottom-line value.
To better understand and describe the impact
that gender-specific EQ attributes play in the
career advancement of women to leadership
positions, I conducted a research study as part of
my doctoral dissertation. Women at four levels of
a pharmaceutical company were studied - vice
presidents, directors, managers and administrative
assistants. Each participant was given an EQ
assessment followed by in-depth interviews. The
leadership level, time in position, formal education,
last promotion and total EQ scores varied greatly.
In regards to specific EQ attributes, the most
frequent response cited by all participants as having
the most impact on their career advancement
was assertiveness, self-regard, problem-solving,
stress tolerance and interpersonal relationships.
Emotional expression in the workplace was noted
by many as having a negative impact on career
advancement.
Differences did emerge among the leader's EQ
scores and attributes. The average total EQ scores
22
for vice presidents was 120, directors was 116, but
managers had the highest average EQ scores of 123.
In addition, the VPs were higher in decision making
and self-expression composites than other groups,
which are generally considered male-specific
attributes. In contrast, the manager group had
markedly higher interpersonal relationship scores,
which are considered female-specific attributes.
No major EQ differences emerged between the
director and administrative assistants group.
This data suggests that in order to be perceived
as leaders, women adapt and exhibit more malespecific EQ attributes as they rise to ranks of
leadership. Middle managers, on the other hand,
have to get work done through others to be most
effective. This group was highest in overall EQ
and leveraged more female-specific attributes.
Interestingly, all participants commented that
EQ contributes to the leadership gap because
of interpersonal relationships, citing that men
network more with other men and it's still difficult
to break into the "old boy's network."
BARRIERS TO LEADERSHIP
Emotional intelligence and leadership are closely
related concepts. The study findings confirm
this, but illustrate reasons for the leadership gap
between men and women are multi-factorial,
and go much deeper than EQ or leadership alone.
Clear themes emerged that significantly impact a
woman's career advancement. This is supported
by data from McKinsey that showed there are four
primary barriers that make the problem of few
women in leadership difficult to address.
* Structural Barriers: lack of access to informal
networks (old boy's network), lack of female
role models and lack of female mentors.
* Institutional Mindsets: role congruity theory,
gender bias, gender stereotyping, and agentic
leader behaviors (where people are producers,
as well as products of social systems).
* Individual Mindsets: a large percentage of
women hold themselves back.
* Lifestyle Choices: work-life balance, family
choices, breadwinner/caregiver priorities and
women self-selecting out of leadership roles.
These barriers have existed and persisted for
decades, and the beliefs and perceptions are held
by both men and women. Role congruity theory
is defined as the prejudice that exists when one
person holds beliefs or stereotypes about a group
that are inconsistent with the behavior thought to
be necessary to succeed in a specific role.
For example, women were less effective than men
in military positions, but were somewhat more
effective in education, government and social
service organizations, and substantially more
TRAINING INDUSTRY MAGAZINE - WINTER2014 I WWW.TRAININGINDUSTRY.COM/MAGAZINE
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Table of Contents for the Digital Edition of Training Industry Magazine - Winter 2014
Tracking Trends
Table of Contents
Guest Editor: Meeting Today's Learning Consumers Where They Are
Facilitating Change
How Smart Leaders Squash Employee Entitlement
The Reskilling of Design
Responsive Design and Learning Solutions
Women, Leadership and Emotional Intelligence
Key Trends for 2014: Shifting to Business-Centric Learning
The Promise of Badges for Learning and Development
The Business Leader's Bottom Line: Aligning Learning with Organizational Needs
Raising the Bar: The Impact of Sales Training on Effective Customer Engagement
The Language of Measurement: When to Assess, Evalutate and Test
Casebook: Combined Insurance: Ensuring Efficient Sales Training via Mobile Learning
The Challenge of Workplace Re-entry After Training
The Learning Shift: From Event to Process
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