Precisely Simply Exactly Just How Does Social Intelligence Help In The Direction Of Develop Business Internet Web Links – New brain studies show that leaders can improve group performance by understanding the biology of empathy.
Summary. Reprint: R0809E A decade ago in these pages, Goleman published his highly influential article on emotional intelligence and leadership. Now he, Boyatzis, cochair of the Consortium for Research on Emotional Intelligence in Organizations and a Case Western professor, extends Goleman’s original concept using emerging research on what happens in the brain when people interact. Social intelligence, they say, is a set of interpersonal competencies, built into specific neural circuits, that drive people to be effective. The authors describe how the brain’s mirror neurons enable a person to reproduce the emotions they detect in others and, thus, have an immediate sense of shared experience. Organizational studies document this phenomenon in contexts ranging from face-to-face performance reviews to daily personal interactions that help a leader retain valuable talent. Other social neurons include spindle cells, which allow leaders to quickly choose the best way to respond to someone, and oscillators, which synchronize people’s bodily movements. Great leaders, the authors believe, are those whose behavior powerfully leverages this complex system of brain interconnections. In a handy chart, the authors share their approach to assessing the seven competencies that distinguish socially intelligent from socially intelligent leaders. His special advice to leaders who need to strengthen their social circuits: Work hard to change your behavior. They share an example of an executive who became socially smart by embracing a change program that included a 360-degree assessment, intensive coaching by an organizational psychologist, and long-term collaboration with a mentor. The results: stronger relationships with higher-ups and subordinates, better performance of his unit, and a bigger promotion.
Precisely Simply Exactly Just How Does Social Intelligence Help In The Direction Of Develop Business Internet Web Links
In 1998, one of us, Daniel Goleman, published his first article on emotional intelligence and leadership in these pages. “What makes a leader?” The response was enthusiastic. Everyone in the business community and beyond began to talk about the important role that empathy and self-awareness play in effective leadership. The concept of emotional intelligence occupies a prominent place in leadership literature and everyday coaching practices. But in the past five years, research in the emerging field of social neuroscience—the study of what happens in the brain when people interact—has begun to reveal subtle new truths about what makes good leaders.
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The key finding is that some of the things leaders do—in particular, demonstrate empathy and sense the moods of others—literally affect both their own brain chemistry and that of their followers. In fact, researchers have found that the leader-follower dynamic is not a case of two (or more) independent minds reacting to each other consciously or unconsciously. Instead, the individual brains are, in a sense, fused into a single system. We believe that great leaders are those whose behavior powerfully benefits the brain’s interconnected system. We place them at the opposite end of the neural continuum from people with severe social disorders such as autism or Asperger’s syndrome, which are characterized by underdevelopment in areas of the brain associated with social interaction. If we are right, it follows that a powerful way to become a better leader is to find authentic contexts in which to learn the kinds of social behavior that reinforce the social circuitry of the brain. In other words, leading effectively is more about mastering situations or even mastering social skill sets than developing a genuine interest and talent for fostering positive emotions in people whose help and support you need.
The notion that effective leadership has powerful social circuits in the brain led us to expand the concept of emotional intelligence, which we based on theories of personality psychology. A more relationship-based framework for evaluating leadership
, which we define as a set of interpersonal competencies built into specific neural circuits (and related endocrine systems) that induce others to be effective.
The idea that leaders need social skills is certainly not new. In 1920, Columbia University psychologist Edward Thorndike pointed out that “the best mechanic in a factory may fail as a foreman for lack of social intelligence.” Recently, our colleague Claudio Fernández-Arroz found in an analysis of new C-level executives that those hired for their self-discipline, drive and intelligence were sometimes fired for lacking basic social skills. In other words, the people studied by Fernández-Arroz were in spades, but their inability to get along socially at work was professionally self-defeating.
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What is new about our definition of social intelligence is its biological basis, which we will explore in the following pages. Drawing on the work of neuroscientists, our own research and consulting efforts, and the findings of researchers affiliated with the Consortium for Research on Emotional Intelligence in organizations, we’ll show you how to translate newfound knowledge about mirror neurons, spindle cells, and oscillators. In practical, socially intelligent behaviors that can strengthen the neural links between you and your followers.
In widely distributed areas of the brain. Italian neuroscientists accidentally discovered a special cell in the monkey’s brain that only fires when the monkey raises its arm. One day a lab assistant lifted an ice cream cone to his own mouth and a response was triggered in the monkey’s cells. This was the first evidence that the brain has neurons that mimic, or mirror, what another animal does. This previously unknown class of brain cells acts as neural Wi-Fi, allowing us to navigate our social world. When we consciously or unconsciously detect someone else’s emotions through their actions, our mirror neurons reproduce those emotions. Collectively, these neurons create an immediate sense of shared experience.
Mirror neurons are of particular importance in organizations, because the emotions and actions of leaders prompt followers to mirror those emotions and actions. The effects of activating neural circuitry in followers’ brains can be very powerful. In a recent study, our colleague Marie Dasborough observed two groups: one received negative performance feedback accompanied by positive emotional cues—namely, nods and smiles; Another was given a positive response that was delivered critically, with a frown and narrowed eyes. To compare the emotional states of the two groups in subsequent interviews, those who received positive feedback with negative emotional cues reported feeling worse about their performance than participants who received well-characterized negative feedback. In fact, the delivery was more important than the message itself. And everyone knows that when people feel good, they perform better. So, if leaders hope to get the best out of their people, they must be demanding but in ways that promote a positive mood in their team. The old carrot-and-stick approach just doesn’t make sense; Traditional incentive systems alone are not sufficient to elicit superior performance from followers.
Here is an example of what works. It turns out that there is a subset of mirror neurons whose sole job is to detect other people’s smiles and laughter, encouraging smiles and laughter in return. A boss who is self-controlled and humorless will rarely engage those neurons in his team members, but a boss who sets a cheerful and relaxed tone puts those neurons to work, triggering spontaneous laughter and knitting his team together in the process. Bonded groups perform better, as our colleague Fabio Sala has shown in his research. He found that top-performing leaders elicited laughter from their subordinates three times as often, on average, as did middle-performing leaders. Being in a good mood, other research finds, helps people take in information more effectively and respond more nimbly and creatively. In other words, laughter is serious business.
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It certainly made a difference at one university-based hospital in Boston. Dr. Burke and Dr. Two doctors named Humboldt were in contention for the CEO position of this hospital and other operating corporations. They both headed departments, were excellent physicians, and published many widely cited research articles in prestigious medical journals. But both had very different personalities. Burke was intense, task-oriented, and impersonal. He was a relentless perfectionist with a fighting tone that constantly kept his staff on edge. Humboldt was not less demanding, but he was very approachable, even playful, in his relationships with staff, colleagues, and patients. Observers noted that people smiled and teased each other—and spoke their minds—more in Humboldt’s department than in Burke’s. Valuable talent often ends up leaving Burke’s department; Conversely, the best people were drawn to Humboldt’s warm working environment. Recognizing Humboldt’s socially intelligent leadership style, the hospital corporation’s board selected him as the new CEO.
Great executives often talk about leading from the gut. In fact, having good instincts is widely recognized as an advantage for a leader in any context, whether reading the mood of one’s organization or conducting delicate negotiations with the competition. Leadership scholars characterize this talent as the ability to recognize patterns, usually born of extensive experience. Their advice: Trust your gut, but get lots of input when you make decisions. That’s good practice, of course, but managers don’t always have time to consult
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