Transforming Leader Change Agency Skills and Abilities Through Emotional Intelligence Focused Executive Coaching

Transforming Leader Change Agency Skills and Abilities Through Emotional Intelligence Focused Executive Coaching

Colette S. Lees (Xcellence International, UK)
DOI: 10.4018/978-1-5225-6155-2.ch026

Abstract

Sharon Hartley is a UK-based director in the aerospace industry. Following the initial meeting and subsequent conversations regarding the use of emotional intelligence (EI) in leader development, the author was commissioned to design and deliver a bespoke EI Director Development program. Funded by her organization, Goodrich Corporation, later to become UTC Aerospace Systems, the program provided a supported six-month development strategy. Results included an increased ability to use EI and EI competencies for strategy development, and for influencing and driving cultural and organizational change.
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Evidence-Based Ocd Initiative

Director Development

The aerospace industry is perhaps not the first place you would think of as employing training, development and interventions that fall under the guise of ‘soft skills’. A workforce of predominately engineers and scientists - employing lean production methods – its’ focus would appear to be one of rationality, quantifiable outcomes and computable results. However, according to one senior director, leaders in such organisations face the same challenges as any other industry when choosing paths for director development, whilst driving change and improvement within the business.

Given the mainly rational focused nature of the majority of people employed within the industry - the challenges maybe even greater – Sharon Hartley, Director Goodrich Corporation

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