"It is the mark of an educated mind to be able to entertain a thought without accepting it. "
High Levels of Emotional Competency Are Vital for Leadership Success
Learning how to be successful with a wide range of people is a daily requirement in the life of school superintendents. Superintendents often share stories of the personal judgment and responsibility to respond or not respond constructively to criticism, unfair politics, serious employee issues, media and so forth. The longer one does the job, the better tacit knowledge and emotional control one develops. This tacit knowledge must be shared while superintendents actively do the job.
We now have decades of research on development of emotional competency and resiliency. Warren Bennis, Distinguished Professor of Business Administration, University of Southern California, summed up the work of Daneil Goleman this way:
"Emotional Intelligence (EI), more than any other asset, more than IQ or technical expertise, is the most important overall success factor in careers. And, the higher one's position in the organization, the more important EI is; EI accounts for 85 to 90 percent of the success of organizational leadership" (p.xv) Cherniss & Goleman, 2001.
Goleman (1998) defines emotional competence as a learned capability based on emotional intelligence that results in outstanding performance at work (p.24).
More researchers are engaging in the study of emotional intelligence and resiliency. The 2008 Richard Green Scholar for Minnesota, Karen Orcutt, studied resiliency factors in the superintendency and reported her findings to Minnesota Association of School Administrators. (link to her paper)
A study of the impact and effectiveness of senior executives (n=515) in Argentina, Japan, and Germany found that serious weaknesses in the domain of emotional intelligence predict failure at senior levels with amazing accuracy. For successful executives, emotional intelligence was found to be the most relevant characteristic, closely followed by relevant experience. Outstanding IQ came last. Executives were hired for their experience and IQ, they were likely later on to be fired for their lack of emotional intelligence (page 190).