Leading with emotions
Emotional intelligence in practice
For 70 years, Berenschot has been doing its best to give clients an edge with new insights. We define ‘thought leadership’ as staying out in front of our field through knowledge development. To do this, we are currently researching the role of emotions at the leadership level in partnership with the Rotterdam Business School at Erasmus University. This research has demonstrated a clear relationship between the emotional capacity of leaders and effective leadership behaviour. We developed the ‘leading with emotions’ training based on these findings.
The goal of the training is to learn to lead more effectively and with more charisma through personal insight and insight into the emotions of the employees. The training is based entirely on the most recent empirical findings on emotions and leadership. Research shows that showing emotions is a very effective tool for guidance. Emotions play an often underestimated but very essential, and often even decisive, role in influencing employees. The training offers insight into the individual’s own emotional capacity and a tool to further develop that capacity. In the training, specific management situations will be presented and used for practice. Participants will also be trained to regulate their emotions to achieve the desired working results.
Science
By participating in this course, your managers will not only be working on their own leadership capacities but contributing to the latest scientific insights in the area of emotion and leadership. This training is a component of dissertation research on the influence of emotional intelligence at the leadership level. Before and after the training, the emotional capacity of the participants, as well as their effectiveness in specific management situations, will be assessed. This offers participants insight into their capacities and at the same time forms a basis for the underlying scientific research.
Target group
Everyone in a management position in your organisation.
