The following is a guest piece by John Rampton on behalf of The Economist Executive Education Navigator.
When Daniel Goleman released “Emotional Intelligence” in 1995, did anyone think that this best-selling book would transform the role of leadership?
After selling more than 5,000,000 copies and being dubbed “a revolutionary, paradigm-shattering idea” by the Harvard Business Review, it’s clear that Goleman struck a chord with business leaders. But, is it possible to create emotionally intelligent teams?
In their landmark research findings published in “Building the Emotional Intelligence of Groups”, Vanessa Urch Druskat and Steven B. Wolff assert that emotional intelligence underlies the effective processes of successful teams and that such resulting processes cannot be imitated; they must originate from genuine emotional intelligence at the team level.
Druskat and Wolff use the following analogy to back-up their point: “a piano student can be taught to play Minuet in G, but he won’t become a modern-day Bach without knowing music theory and being able to play with heart.”
While creating successful teams isn’t as simple as mimicking the processes of emotionally intelligent groups of people, what you can do is create the necessary conditions in which team members can develop their emotional intelligence. Those three conditions are: trust among members, a sense of group identity and a sense of group efficacy.
Here are the seven things you can do to foster these three conditions that constitute emotionally intelligent teams: Click here to continue reading »