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Developing Emotionally Intelligent Organizations - page 4 / 14





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Consortium for Research on Emotional Intelligence in Organizations ( www.eiconsortium.org )


key leaders to the vision and enhancing their capabilities to achieve it. The overall

objectives were to help managers develop new knowledge, competencies and motivation

to pursue their vision and succeed together. Specific goals included:

Increasing leaders’ self-awareness and emotional intelligence;

Positioning leaders to develop leaders at every level;

Developing the capabilities of the leadership team to achieve breakthrough

performance; and

Broadening the participants’ understanding of issues that are crucial for long-term

economic performance.

A 9-day program was designed and delivered over six months. The approach

included a multidisciplinary curriculum, centering on emotional intelligence, strategy,

system thinking, marketing, finance and appreciative inquiry, a process for leading

change. Participants included key leaders throughout the Roadway organization, most

notably the President, Jim Staley.

Creating Better Leaders-- Stimulating More Emotional Intelligence

Thousands of studies have shown that effective leaders use more emotional

intelligence competencies every day than others in leadership positions (Goleman, 1998).

Emotional intelligence (EI) is defined as a set of competencies that derive from a neural

circuitry emanating in the limbic system. These competencies involve self-awareness and

self-management. Frank used his awareness of his own worried feelings and willingness

to be flexible to stimulate a different way of thinking about the situation. EI also includes

social awareness, which Frank used in realizing that the dock workers at Roadway

probably did not understand their customer’s challenges and concerns. By holding the

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