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 https://www.twitter.com/DDIworld https://www.twitter.com/DDIworld http://www.trainingindustry.com

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
What's Online
Company News

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