The difference between recognition and appreciation can mean the difference between being a weak positive influence and a strong positive influence on those you lead.
How we see the situations we encounter shape our ability to be a positive influence, someone that others want to follow.
According to Travis Bradberry & Jean Greaves, the authors of Emotional Intelligence 2.0, they found that across over 100,000 senior executives (including 1,000 CEOs), managers, and line employees, the people in organizations that have the lowest EQ are those in the C-suite.
Why are leaders commonly villains? They have some fears and insecurities that cause them to act in ways that are fully justified to them, but are actually damaging to those they lead.
If we can better understand how we evaluate trustworthiness in others, we can do a better job of managing the trust that others have in us.
Thus, if organizations want to more effectively develop their leaders, they need to focus on the three foundational elements of self-leadership: self-awareness, mindfulness, and emotional intelligence.
This is where inclusive leadership comes in. If we want our employees to be engaged, motivated, and committed, their leaders need to behave inclusively, meaning giving them a voice and valuing them.