This book has set out to examine how management development strategy is being formulated, and imp... more This book has set out to examine how management development strategy is being formulated, and implemented, in the financial sector. It has also examined changes in the perceptions and practices of management development. The need has been established for change, in many organisations, to enable them to survive and flourish in a volatile and fiercely competitive environment.
Academy of Management Global Proceedings, Nov 26, 2019
Downsizing by organisations is an issue of social responsibility. We know little about how leader... more Downsizing by organisations is an issue of social responsibility. We know little about how leaders manage the decision not to inform staff about the intention to downsize. Drawing on longitudinal d...
In the previous chapter we defined EI and explained why it can be important for organisations. In... more In the previous chapter we defined EI and explained why it can be important for organisations. In this chapter we provide findings from studies using the Emotional Intelligence Questionnaire (EIQ)1 that show that EI can make a difference in predicting/explaining job and other performance measures from different organisations. Samples were comprised of managers, team leaders, salespersons and call-centre staff in large companies, and senior civil servants and Royal Navy and Police officers. In addition, we show that EI questionnaires do add significant variance in their results when compared to those produced by personality questionnaires.
So far, we have been examining the way in which our thinking about leadership has been developing... more So far, we have been examining the way in which our thinking about leadership has been developing as organisations face increasingly uncertain, volatile, complex and ambiguous contexts. We have explored the way in which effective leadership requires a move from the ‘traditional’ heroic model to one that is more engaging and facilitating. In doing this we have seen the growing significance of EI and the evolution of the need for emotionally intelligent leadership. In the previous chapter we examined the role that leadership teams can play in developing the performance of an organisation. In doing this we saw how the style and behaviours of the leadership team can impact the culture of the organisation and how, in particular, an emotionally intelligent leadership team can have a very positive effect on the engagement of employees in the organisation. The ‘heroic’ model of leadership is based on the view that it is the leader who delivers performance. However, in today’s context this a...
In considering the idea of leading with EI it is necessary to begin by considering the developmen... more In considering the idea of leading with EI it is necessary to begin by considering the development of the concept of EI. During the past 15 years we have seen an enormous amount of interest in the idea of EI. The view that, other things being equal, EI accounts for the difference between personal success and failure is one that has captured the interest of the media. What captured our interest in the early years were the numerous articles in leading newspapers that attempted to explain the performance, perceptions and, indeed, peccadilloes of leading politicians in terms of their possession or lack of this ‘most desirable’ characteristic. One article in a famous broadsheet newspaper in 1998 argued that the problems of the former US President, Bill Clinton, were explained by his lack of EI while another article in the same paper 2 months later claimed he had high emotional quotient (EQ). It also attributed the success of the former British Prime Minister, Tony Blair, to his high level of EI whilst stating that the former Chancellor of the Exchequer, Gordon Brown, possessed very low emotional intelligence. Many would agree that the latter was borne out many years later during his premiership. Several articles in recent years have claimed that in this millennium a different type of business leader is required: one who possesses the quality of EI.
Having explored the value of EI in contributing to success at work, it is inevitable that anyone ... more Having explored the value of EI in contributing to success at work, it is inevitable that anyone reading this would be interested in working out their own level of EI. Hopefully such an interested reader would recognise that this question cannot be answered by a simple self-administered questionnaire. EI is a wide-ranging and complex concept with no quick or easy indicators. The level of an individual’s EI may be assessed through a structured examination of a specific group of competencies or through using a well-researched and developed psychometric assessment. Many readers may find this frustrating, as they will want to know their own level of EI so that they can take action to develop and improve their capability in this area. In particular, this may become a more important consideration as we explore the link between EI and leadership practice and potential in subsequent chapters. This brief chapter has been developed to help the reader conduct a tentative assessment of their EI...
In Chapter 6 we outlined the way in which our thinking about the nature of effective leadership h... more In Chapter 6 we outlined the way in which our thinking about the nature of effective leadership has developed. We argue that, in today’s volatile, uncertain, complex and ambiguous environment, we need to think about leadership as a relational process that engages people and facilitates them in realising their potential and contributing to the goals of the organisation. Furthermore, we suggested that within this framework leaders require strong levels of EI. We presented evidence to support this assertion, based on a range of empirical studies.1 Based on the developments in leadership thinking and a review of the leadership context (see Chapter 6) an engaging and facilitating approach to leadership requires a combination of emotional intelligence (EQ), cognitive competencies (IQ) and managerial competencies (MQ). Thus we proposed that:
There is increasing consensus that Human Resource Development (HRD) has a central role to play in... more There is increasing consensus that Human Resource Development (HRD) has a central role to play in promoting the principles and practices of corporate responsibility (CR). An important HRD intervention involves developing responsible leaders able to attract support for CR throughout the organisation, but empirical research is lacking in this area. This article contributes to the theoretical and practical knowledge of responsible leadership development (RLD) by addressing two questions: first, how does RLD engender learning that goes beyond basic cognitive awareness? Second, what affects participants’ abilities to manifest this learning in the workplace? A review of the RLD literature reveals a ‘knowing-doing gap’, which, it is posited, may be linked to a lack of theorisation around power. This issue is investigated by means of a case study on a responsible leadership development programme run by a professional services firm. Drawing on Bourdieusian concepts of language and power, the study reveals some of the mechanisms that inspired new socially responsible values whilst also demonstrating some of the contextual barriers inhibiting their manifestation in the workplace. It is argued that HRD professionals need to engage with Bourdieusian ideas of language and power to promote deeper learning around responsible leadership, which can more easily be embedded into the workplace.
... The implications of this learning emphasis shift are reviewed and examined in the context of ... more ... The implications of this learning emphasis shift are reviewed and examined in the context of a case study - the Centre for Individual Management Development (CIMD), designed with the Management Development Centre (MDC) to identify emerging leaders for the New ...
This book has set out to examine how management development strategy is being formulated, and imp... more This book has set out to examine how management development strategy is being formulated, and implemented, in the financial sector. It has also examined changes in the perceptions and practices of management development. The need has been established for change, in many organisations, to enable them to survive and flourish in a volatile and fiercely competitive environment.
Academy of Management Global Proceedings, Nov 26, 2019
Downsizing by organisations is an issue of social responsibility. We know little about how leader... more Downsizing by organisations is an issue of social responsibility. We know little about how leaders manage the decision not to inform staff about the intention to downsize. Drawing on longitudinal d...
In the previous chapter we defined EI and explained why it can be important for organisations. In... more In the previous chapter we defined EI and explained why it can be important for organisations. In this chapter we provide findings from studies using the Emotional Intelligence Questionnaire (EIQ)1 that show that EI can make a difference in predicting/explaining job and other performance measures from different organisations. Samples were comprised of managers, team leaders, salespersons and call-centre staff in large companies, and senior civil servants and Royal Navy and Police officers. In addition, we show that EI questionnaires do add significant variance in their results when compared to those produced by personality questionnaires.
So far, we have been examining the way in which our thinking about leadership has been developing... more So far, we have been examining the way in which our thinking about leadership has been developing as organisations face increasingly uncertain, volatile, complex and ambiguous contexts. We have explored the way in which effective leadership requires a move from the ‘traditional’ heroic model to one that is more engaging and facilitating. In doing this we have seen the growing significance of EI and the evolution of the need for emotionally intelligent leadership. In the previous chapter we examined the role that leadership teams can play in developing the performance of an organisation. In doing this we saw how the style and behaviours of the leadership team can impact the culture of the organisation and how, in particular, an emotionally intelligent leadership team can have a very positive effect on the engagement of employees in the organisation. The ‘heroic’ model of leadership is based on the view that it is the leader who delivers performance. However, in today’s context this a...
In considering the idea of leading with EI it is necessary to begin by considering the developmen... more In considering the idea of leading with EI it is necessary to begin by considering the development of the concept of EI. During the past 15 years we have seen an enormous amount of interest in the idea of EI. The view that, other things being equal, EI accounts for the difference between personal success and failure is one that has captured the interest of the media. What captured our interest in the early years were the numerous articles in leading newspapers that attempted to explain the performance, perceptions and, indeed, peccadilloes of leading politicians in terms of their possession or lack of this ‘most desirable’ characteristic. One article in a famous broadsheet newspaper in 1998 argued that the problems of the former US President, Bill Clinton, were explained by his lack of EI while another article in the same paper 2 months later claimed he had high emotional quotient (EQ). It also attributed the success of the former British Prime Minister, Tony Blair, to his high level of EI whilst stating that the former Chancellor of the Exchequer, Gordon Brown, possessed very low emotional intelligence. Many would agree that the latter was borne out many years later during his premiership. Several articles in recent years have claimed that in this millennium a different type of business leader is required: one who possesses the quality of EI.
Having explored the value of EI in contributing to success at work, it is inevitable that anyone ... more Having explored the value of EI in contributing to success at work, it is inevitable that anyone reading this would be interested in working out their own level of EI. Hopefully such an interested reader would recognise that this question cannot be answered by a simple self-administered questionnaire. EI is a wide-ranging and complex concept with no quick or easy indicators. The level of an individual’s EI may be assessed through a structured examination of a specific group of competencies or through using a well-researched and developed psychometric assessment. Many readers may find this frustrating, as they will want to know their own level of EI so that they can take action to develop and improve their capability in this area. In particular, this may become a more important consideration as we explore the link between EI and leadership practice and potential in subsequent chapters. This brief chapter has been developed to help the reader conduct a tentative assessment of their EI...
In Chapter 6 we outlined the way in which our thinking about the nature of effective leadership h... more In Chapter 6 we outlined the way in which our thinking about the nature of effective leadership has developed. We argue that, in today’s volatile, uncertain, complex and ambiguous environment, we need to think about leadership as a relational process that engages people and facilitates them in realising their potential and contributing to the goals of the organisation. Furthermore, we suggested that within this framework leaders require strong levels of EI. We presented evidence to support this assertion, based on a range of empirical studies.1 Based on the developments in leadership thinking and a review of the leadership context (see Chapter 6) an engaging and facilitating approach to leadership requires a combination of emotional intelligence (EQ), cognitive competencies (IQ) and managerial competencies (MQ). Thus we proposed that:
There is increasing consensus that Human Resource Development (HRD) has a central role to play in... more There is increasing consensus that Human Resource Development (HRD) has a central role to play in promoting the principles and practices of corporate responsibility (CR). An important HRD intervention involves developing responsible leaders able to attract support for CR throughout the organisation, but empirical research is lacking in this area. This article contributes to the theoretical and practical knowledge of responsible leadership development (RLD) by addressing two questions: first, how does RLD engender learning that goes beyond basic cognitive awareness? Second, what affects participants’ abilities to manifest this learning in the workplace? A review of the RLD literature reveals a ‘knowing-doing gap’, which, it is posited, may be linked to a lack of theorisation around power. This issue is investigated by means of a case study on a responsible leadership development programme run by a professional services firm. Drawing on Bourdieusian concepts of language and power, the study reveals some of the mechanisms that inspired new socially responsible values whilst also demonstrating some of the contextual barriers inhibiting their manifestation in the workplace. It is argued that HRD professionals need to engage with Bourdieusian ideas of language and power to promote deeper learning around responsible leadership, which can more easily be embedded into the workplace.
... The implications of this learning emphasis shift are reviewed and examined in the context of ... more ... The implications of this learning emphasis shift are reviewed and examined in the context of a case study - the Centre for Individual Management Development (CIMD), designed with the Management Development Centre (MDC) to identify emerging leaders for the New ...
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Papers by Malcolm Higgs