You’re taught about history, science, and math when you’re growing up. Most of us, however, aren’t taught how to identify or deal with our own emotions, or the emotions of others. These skills can be valuable, but you’ll never get them in a classroom.
When HR sees itself as manager, mediator, and nurturer, it further separates managers from their employees and reinforces a results-versus-people dichotomy.1 That’s why many HR teams refer to the rest of the company as “the business”; too often, they don’t really perceive themselves as a core part of that business.
The portal features tools developed by the most innovative EdTech companies and educational researchers–many of which have been funded by U.S. federal agencies who have worked with our cohort to help develop educational resources capable of transforming student learning for today’s learners.
Today leaders face added complications of rapidly changing technology, virtual working teams separated by cultural and geographical boundaries, and the difficulties of making decisions when faced with an overload of information.
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Today we released the first beta of Edorble, a 3D virtual world where teachers and students can come together to talk, browse the web, and explore. We couldn’t be more excited. Go ahead and claim a world at www.edorble.com
Numerous studies show that emotional intelligence scores predict performance on critical life success factors. How strong is this effect? Many studies have been conducted with small samples, and frequently the samples are primarily university students, so a new study examined over 75,000 individuals (primarily managers and employees from over 15 workplace sectors) from 126 countries. As shown in the graph below, there is an extremely strong, positive relationship between emotional intelligence test scores and success scores:
Telling CEOs these days that leadership drives performance is a bit like saying that oxygen is necessary to breathe. Over 90 percent of CEOs are already planning to increase investment in leadership development because they see it as the single most important human-capital issue their organizations face. And they’re right to do so: earlier McKinsey research has consistently shown that good leadership is a critical part of organizational health, which is an important driver of shareholder returns.
A big, unresolved issue is what sort of leadership behavior organizations should encourage. Is leadership so contextual that it defies standard definitions or development approaches? Should companies now concentrate their efforts on priorities such as role modeling, making decisions quickly, defining visions, and shaping leaders who are good at adapting?
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