You see things a little differently—you see how things could be better. Bringing your colleagues around to this viewpoint and changing the system requires your emotional intelligence be more than just average– it requires excellence.
As found in a meta-analytic review of studies by Alice Eagly and her associates and reported in the peer-reviewed publication, Psychological Bulletin.
A dilemma exists for female leaders—peoples’ expectations about how a woman should act, often times unconscious—and, conveying powerful leadership-- can be at odds.
Research demonstrates Transformational Leadership is the most effective leadership strategy for women --and, men—and resolves the dilemma for female leaders.
Transformational Leadership is highly participatory; you are compelling people--not just telling people, toward better outcomes.
By using participative decision making and collaborative processes, you are proactively merging and managing the expectations people put on you—as a woman and a leader.
*As found in meta-analyses by Timothy A. Judge and Ronald F. Piccolo reported in the Journal of Applied Psychology; and, by Alice H. Eagly and her colleagues reported in the peer-reviewed journal Psychological Bulletin.
In negotiations, women who are higher in this core capability perform better than their male counterparts. What is this secret skill?
Self-monitoring. It is a little known competency—a component of emotional intelligence. It is the ability to read a situation, determine what’s needed to forward the action and adjust your behavior to the circumstance to result in more positive outcomes. The good news—self-monitoring can be learned—and, we can show you how.
Women who don’t have adequate amounts of self-monitoring can come across as a bit tone deaf. They don’t engage in the rev up needed for certain circumstances, like negotiations, or, the softer, more receptive approach needed in others, like sharing disappointing news. This rev up/rev down quality is essential because female leaders are perceived differently in the workforce; the same behaviors that work for male leaders do not work for female leaders. Without self-monitoring, female leaders can be too timid and miss opportunities to make gains, or, the opposite--they can come across like a bull in a china shop.
Findings from studies by Francis J Flynn & Daniel R Ames at Columbia University, published in the Journal of Applied Psychology