Emotional intelligence interview for leaders low dose modafinil
п»їThe emotional intelligence interview for leaders shows us a reality: we are facing an essential competence in any organization. We cannot demand it from employees or work groups if our bosses, managers or directors do not exercise it effectively and skillfully. To this end, it is interesting to have an instrument with which to assess this skill.
Daniel Goleman, in his latest book How to be a Leader, points out that, on average, when someone is promoted to a position of responsibility, he or she is recommended to train in the series of strategies that make up emotional intelligence. However, the reality should be quite different.
According to Goleman, only when a person is 100% emotionally solvent should he or she have the option of obtaining a position of greater relevance. Not before.
However, as we well know, this does not always happen. The ability to manage, understand and connect with our own and others' emotions is our pending account.
The ability to know how to communicate, understand the perspectives of those in front of us or regulate internal states to improve coexistence and reach agreements, are pillars that have not yet been fully established in our workplaces.
Nevertheless, we are working on it. Many managers and business psychologists are committed to change. We know that good performance, business management, innovation and the progress of any organization depend on this competence, on Emotional Intelligence.
The dimensions that make up emotional intelligence in a good leaderThe Gottam Institute, which specializes in research on social, emotional and labor relations, is today a reference in the understanding of emotional intelligence and its impact on our society.
Thus, psychologist Christopher Dollar wrote an interesting work entitled Emotional Intelligence Is Key to Successful, which addressed the importance of our leaders being skilled in this competence.
Dollar's modelDr. Dollar emphasizes, above all, the need to maintain a positive outlook in dealing with others. One where, as a leader, the person is able to validate and not invalidate. To awaken potential and not to limit it.
It is about awakening motivation, support and self-confidence. A good leader nurtures and energizes so that his organization is able to face challenges, to share synergies to always move forward as a team dreaming of the same project.
Likewise, an aspect that should be valued in an emotional intelligence interview for leaders is their ability to make disagreements converge into agreements. It is essential that every idea, opinion and perspective is taken into account, but reoriented towards a common goal where everyone feels identified. And such a task, of course, is not easy.
Therefore, multiple skills are needed to be effective in this area. It is not enough to read a book or take a course.
Emotional intelligence makes good leaders because it permeates their attitude, their way of communicating, solving problems and living together in their own organization. Thus, Daniel Goleman's model of leadership basically focuses on four dimensions.
Emotional awareness. Being able to understand their internal realities and manage them.
Self-confidence. Defined by the connection and confidence with one's own abilities to face complex challenges, to energize the group.
The third dimension is self-management. Within this dimension is integrated self-control, adaptability, initiative, capacity for achievement, etc.
Last but not least, there is social awareness. It includes empathy, the ability to inspire, to organize, to create a suitable emotional climate for people to give the best of themselves, in happiness, hope, interest, etc...
All these areas are the ones that should make up the emotional intelligence interview for leaders. Let's see what it consists of.
Emotional intelligence interview for leaders: what does it consist of? The emotional intelligence interview for leaders is usually based on the research work of Dr. Kevin S. Groves, of the University of Business and Economics of California. This professor developed a test to measure this ability in leaders and is the resource that, on average, most often applied.
The questions are usually as follows:
If you were to start your business project today, what values would define it?
Put yourself in the following situation: an employee in your company questions your authority or instructions, how would you respond?
Explain how you would handle differences or problems between two members of your company.
How do you see yourself in five years?
What would you do to get one of your employees to be able to perform at his or her best?
How do you handle last-minute changes?
On average, how do you act or respond to competition?
Now, tell me about an achievement you would like to accomplish with your team. How would you go about it?
Tell me about a personal achievement, one where you can highlight your perseverance or resilience.
Tell me about a time when your mood had an impact on your work (both positive and negative).
Explain how you would manage a stressful situation in your work environment.
How would you help a person reduce their anxiety?
To conclude, the emotional intelligence interview for leaders looks for the person to be able to demonstrate their ability on those points that, on average, represent this very relevant competency.
Sometimes, beyond their demonstrable experience, there is their knowledge, creativity and willingness to apply this skill on a daily basis. Undoubtedly, that will be the real key.
You might be interested in...
Communicative intelligence: the art of making oneself understood and moving people.
Communicative intelligence allows us to reach our interlocutors with confidence and integrity. Thanks to it, we can reach agreements and... Flying with informationDare to be born6 keys to avoid waking up tired