A Case Study: Connecting Emotional Intelligence to Management Styles Max is a successful financial officer at a New York

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A Case Study: Connecting Emotional Intelligence to
Management Styles
Max is a successful financial officer at a New York-based company
that recently
acquired a banking institution in two southern states. Max will
take over the recently
acquired southern footprint as the new regional CEO.
The newly acquired banking institution has a long-standing
reputation as a friendly
institution with traditional values, and it prides itself on its
exemplary customer service.
The current staff has prepared a comprehensive package outlining
the bank's vision and
key customer success stories that demonstrate their commitment to
exemplary service
and low customer and employee turnover.
It is Monday morning and Max has called a meeting at 8 a.m. Max
arrives at 7 a.m. and
is surprised to find only a couple of employees in the building.
Max begins the meeting
at 8 a.m. sharp, and the auditorium seats are half-filled. Max is
perplexed at the turnout
but begins the meeting. "Shareholder value is what it's all about.
We are the stewards of
this organization, and we have a responsibility to the
shareholders."
Silence echoes in Max's ears. He continues by stating, "I expect
total dedication. If you
cannot commit to our new vision and strategies then this is not the
right place for you.
Commitment starts by being on time." Max motioned to the staff
standing next to the
auditorium doors to close the doors. "If you can't be here on time,
then you can't play in
our sandbox."
Later that afternoon, Max met with the executive team and
outlined the strategies, goals,
numbers, and deadlines. A meeting was held with senior staff
members responsible for
reporting progress. Market growth numbers were up, and new business
numbers were
increasing.
A quarter later Max had the quarterly report results. The region
was on target. However,
turnover increased 25 percent. Involuntary turnover was up 10
percent. Previous
customer numbers were decreasing, and customer complaints were
increasing. He
reviewed the report with his staff. When he asked for input, his
request was greeted with
silence. He sensed an uneasy feeling in the room.
Emotional intelligence
Emotional intelligence is an ability to perceive, assess, and
manage the emotions of
yourself and others. Daniel Goleman's groundbreaking work on
emotional intelligence
groups leadership competencies into four buckets: self-awareness,
self-management,
social awareness, and relationship management.
Highly effective leaders incorporate all four competencies.
Remember the following
guidelines when working on leadership and organizational
effectiveness projects:
• Stop and find out the purpose. Is it feasible to link this
initiative to business goals and
help drive results?
• Find executive champions and internal stakeholders who can open
the doors to link the
initiative to business goals and drive results.
• Determine existing structures and systems that will support the
initiative with
transparency.
• Use assessment tools.
• Incorporate emotional intelligence behaviors to existing learning
initiatives.
• Establish a leadership program to help drive results.
• Incorporate a coaching and action-planning process.
• Assess your reward and recognition systems.
Questions
1. Is Max building positive attitude and emotional competence in
employees
and if not discuss the nature of attitudes that you foresee and
consequences
of these attitudes under his leadership.
2. Discuss some of Max’ attitudes that are important for the
workplace and
the same time having bearing on his performance as an incoming
CEO.

3. How would you rate Max's emotional intelligence? By remembering
the
four competencies of emotional intelligence, his quarterly results
numbers
may have been different.
4. How do you describe the attitudes of the meeting attendees in
relation to
emotional intelligence and emotional competence?
5. Discuss the leadership characteristics of Max in relation to the
branches of
emotional intelligence.