The 4-week, non-credit, online course on emotional and social intelligence is a self-exploration of emotional competence that leads to a relational mindset and leadership effectiveness. Based on research and organizational results, emotional intelligence is a well-known and well-documented framework for improving leadership. Participants will actively apply the intentional change theory and work through its stages to develop their own emotional competencies and develop a personal learning. We will use peer coaching exercises to work through the development process.
- Assess and evaluate emotional intelligence (EI)
- Explain why leaders fail and derail in their jobs
- Explain why EI is a better predictor of success than IQ
- Develop understanding of relational mindset and its role in leadership
- Develop personal emotional competence and social awareness to inspire self and others
- Module 1: Ideal
Focus on vision and values exercises – talk about leader passion, neurobiology of leadership, what is leadership; what is a relational mindset; group exercise where participants talk about their vision and ideal: what they want most
- Module 2: Real
Focus on emotional intelligence assessment, other feedback from peers and friends. Talk about what accounts for leadership failure and success; evidence from research about leadership; group exercise where participants share feedback that they received: what do they learn most about themselves; what gaps do they notice between the ideal and real
- Module 3: Learning Agenda
Focus on gap analysis: what needs to change; where do participants see greatest point of leverage for personal change; work on the beginnings of a plan. Talk about goals, plans, and steps to take to work through bridging ideal and real; provide positive examples of how EI is demonstrated
- Module 4: Practice and Experimentation/Resonant Relationships
Further develop the learning plan with specific goals and steps, identify key relationships for the personal board of directors. Identify specific times and places to begin demonstrating goals, work in groups / peers to practice and receive specific feedback about selected competencies to work on.
Instructor: Edward “Ned” Powley
Edward H. Powley, Ph.D. (Ned) is an Associate Professor of Management in the Department of Defense Management (DDM) at the Naval Postgraduate School (NPS). He teaches courses in organizational behavior, leadership, teams, organizational change, and resilience. At NPS, he has facilitated workshops, coaches senior leaders, and teaches modules on leadership and emotional intelligence for the Center of Executive Education (CEE), the Human Resources Center of Excellence (HRCOE). He has also been involved in leadership development, and organizational resilience and culture projects for the Marine Forces Reserve (MARFORRES).
He is co-editor of the Research Handbook of Organizational Resilience (Edward Elgar) and has published scholarly and practitioner articles on organizational resilience, organizational change and culture, appreciative inquiry, leadership and organizational healing in Human Relations, Journal of Applied Behavioral Science, Academy of Management Executive, Journal of Business Ethics, The Handbook of Positive Organizational Scholarship, Journal of Homeland Security and Emergency Management, Journal of Management Spirituality and Religion, and other journals.
Ned has 25 years experience in organizational and leadership development, having consulted and conducted research with a variety of organizations including Johns Hopkins University Medical Institutes, Prudential Retirement, U.S. Environmental Protection Agency, U.S. Navy, Roadway Express, Society for Organizational Learning’s Sustainability Consortium, and Stephen R. Covey and Associates. He also worked for the Corporate Executive Board and for The World Bank Group.
B.A., Brigham Young University, (Anthropology)
M.A. The George Washington University (Organizational Management)
Ph.D. Case Western Reserve University (Organizational Behavior)