The Genos Leadership Model of Emotional Intelligence

Whenever we interact with those around us or attempt to navigate our own internal feelings, we’re using our emotional intelligence. Our emotional intelligence competencies determine the way that we’re able to perceive, comprehend, express, think through, and manage our emotions. By investing time and energy into developing these competencies — as explained through the Genos Leadership Model of emotional intelligence – leaders are able to bring more awareness to both their own emotions and the emotional states of those around them.

Here’s what the Genos Leadership Model of emotional intelligence looks like:

The Genos Leadership Model of Emotional Intelligence is comprised of six emotional competencies:

  • Self-Awareness
  • Awareness of Others
  • Authenticity
  • Emotional Reasoning
  • Self-Management
  • Inspiring Performance

Developing these six competencies can lead to productive outcomes (the outer circle of the wheel) and minimizing the non-productive outcomes (the inner circle of the wheel), depending on how they’re demonstrated by the leaders at an organization.

Let’s look at how each of these emotional intelligence leadership competencies plays out between supervisors and employees in the workplace.

Self-Awareness: Present vs. Disconnected

Self Awareness is about being aware of the behavior we demonstrate, our strengths and limitations, and the impact we have on others.

Leaders with high emotional self-awareness are characterized as present, rather than disconnected, both from themselves and from others.

Why is self-awareness important to effective leadership?

  • A leader’s behavior can positively or negatively impact the performance and engagement of colleagues
  • Leaders need to know their strengths and limitations in order to succeed
  • By better understanding the way that they interpret the world, leaders are able to better acknowledge the way that their beliefs, personality, and values can color their perception

Awareness of Others: Empathetic vs. Insensitive

Awareness of others is all about taking stock of those around us. When we take notice of others, acknowledge them, and make them feel valued, we’re exercising this competency.

Leaders who are especially aware of those around them are able to adjust their leadership style accordingly, and tend to be described as empathetic to their colleagues, rather than insensitive to others and their feelings.

Awareness of others is essential to effective leadership because:

  • Leadership is fundamentally about facilitating performance, and the way others feel is directly linked to the way the perform
  • Awareness of others is necessary in order to take effective steps to influence and facilitate others’ performance
  • To encourage optimal performance, leaders need to adjust their leadership style so that it best fits with the people and situations they are leading.

Authenticity: Genuine vs. Untrustworthy

When we express ourselves openly and effectively, and when we honor our commitments, we’re practicing authenticity. Being authentic involves expressing emotions to at the right time, to the right degree and to the right people.

When leaders practice authenticity, they’re described as genuine. Leaders who are lower in these skills are often described by others as untrustworthy.

Authenticity is important to being an effective leader because:

  • It helps leaders create understanding, openness and feelings of trust in others
  • Leaders who are behave guardedly, avoid conflict, or are inappropriately blunt about the way they feel can create mistrust, artificial harmony and misunderstandings with those around them
  • Leaders need the people they’re supervising to be open with them, and modeling this behavior themselves will encourage it in others

Emotional Reasoning: Expansive vs. Limited

Emotional reasoning involves taking emotional information — both from within yourself and from those around you — and synthesizing it with facts and data in order to make fully informed decisions.

Leaders with exceptional emotional reasoning tend to make expansive decisions, rather than limited decisions based on facts and technical data only.

Emotional reasoning is essential to good leadership because:

  • Feelings and emotions contain valuable information, which can contribute to more informed decisions
  • An increasingly complex workplace requires decision making that can synthesize both facts and intuition
  • People are influenced by emotion, and failing to take the feelings of others into account results in limited support for a leader’s decisions.

Self-Management: Resilient vs. Temperamental

When we effectively manage our moods, emotions, behavior, and even our time, we’re demonstrating self-management. Effective self-management also enables us to continually improve in the workplace. Self-management is especially important for leaders.

When a leader is highly skilled in the self-management competency, they tend to be extremely resilient. This means that they’re able to bounce back quickly from demanding and stressful situations. Leaders lower in this competency are often described as temperamental.

Self-management is particularly important for effective leadership because:

  • A leader’s mood is infectious, and proper self-management is essential to preventing a bad mood from spreading through a department (or an entire organization)
  • Stronger resilience on the job means better performance across the board
  • Achieving, maintaining and enhancing success involves effective management of time and behavior

Inspiring Performance: Empowering vs. Indifferent

When a leader inspires performance in others, they facilitate optimal outcomes in a variety of situations. A leader who inspires their team will encourage better problem solving, and they’ll both recognize and support the work of those around them.

Leaders who inspire those around them — rather than simply managing performance using key performance indicators (KPIs) — will help to empower their team to perform above and beyond what’s expected. A leader who fails to inspire performance will be seen as indifferent.

Inspiring performance is an important part of being an effective leader because:

  • Leadership is fundamentally about facilitating the performance of others
  • Managing performance with rules and key performance indicators usually produces an “expected” result, rather than an “unexpected” high performance result
  • Team members learn more and develop their capacities best when they’re inspired, which means an inspiring leader can spur continuous improvement from year to year

Become a Better Leader with the Genos Model

Are you ready to enable your leaders to become the most effective leaders that they can be? Do you want to help your clients become stronger leaders? Get started with Genos: register for a complimentary webinar now!