Women’s Leadership Edge: Global Research on Emotional Intelligence, Gender, and Job Level

By Joshua Freedman

As business becomes more complex with globalization, new generations, and the accelerating pace of innovation, the value of “emotionally intelligent leaders” is gaining ground. A new analysis of over 24,000 leaders and workers shows this presents an important opportunity for female leaders who, statistically, have an edge in this domain in three key areas: (1) EQ is made of numerous component parts, Females are particularly higher in some – but not all; (2) the largest gap is in the capacity to predict the emotional consequences of actions allowing women to be more strategic with feelings; (3) In key aspects of EQ, women in leadership roles are even further ahead of their male counterparts, suggesting that these differentiators may be essential for females to advance their careers. For both females and males, the new data suggests important opportunities for leveraging strengths to become more effective at people leadership.

Leading with a Whole New Mind: Daniel Pink’s Memo for Tomorrow’s Leaders

By Joshua Freedman

Daniel Pink discusses his latest book, A Whole New Mind, with emotional intelligence expert Joshua Freedman, and identifies key skills for leaders in a changing marketplace.

What do you get when you add up designer toilet brushes, Frappucinos, increasing obesity, innovation and outsourcing? According to trend-watcher Daniel Pink, it’s a new business climate — that calls for a new breed of leadership.

To thrive in the era of the three As – Abundance, Asia, and Automation – companies have to offer significance above and beyond product value. And leading this kind of business takes special talent – talent that’s increasingly hard to find.

Strengthening Relationships at HSBC

How do quantitative, analytical bankers become more effective at building strong relationships? An immersion in emotional intelligence proves to unlock new awareness.
 
Background: Headquartered in London, HSBC is one of the largest banking and financial services organisations in the world. HSBC’s international network comprises around 7,500 offices in 87 countries and territories in Europe, the Asia-Pacific region, the Americas, the Middle East and Africa. As in other successful financial institutions, most managers are hired and promoted for their financial intelligence and IQ skills.

While HSBC’s managers have been highly successful, the bank saw an opportunity to position themselves for the future by developing the “EQ side” as well. In 2008, under the leadership of the South-East Asia SVP for Learning and Development, a project was initiated to pilot and then disseminate an emotional intelligence program with the goal of increasing managers’ capacity for people leadership.