Eq And Leadership In Asia: Using Emotional Intelligence To Lead And Inspire Your People

Numerous studies have provided conclusive evidence that EI is crucial in leadership in the business environment. It is even more crucial in Asia where there is a higher tendency for emotions to be hidden beneath the surface of daily business interactions. Emotions could be precious assets for a leader when wisely used, and a source of disruption, if ignored.
The author, an executive coach focusing on developing EI in senior leaders, identified a strong need for business leaders in Asia to understand better how emotions can be used as a resource to face practical leadership challenges.
In the first part of this book, Emotional Intelligence is presented in a clear way, in all its dimensions. Readers who have no idea about it can get a good understanding of what it is, why it matters particularly, and how to systematically develop their own EI. The contribution of Asian thought to the field of Emotional Intelligence is also discussed.
The second part of the book contains a review of a series of practical challenges that leaders have to face and a detailed look at the applications of EI in facing these challenges, keeping in view the Asian context and nuances. Examples of how emotions can be used in dealing with day to day challenges in leadership are:
• Preventing damaging emotional outbursts
• Creating high engagement in unmotivated team members
• Getting things done and enforcing decisions while keeping healthy relationships with our team members
• Finding a way out of conflicts
• Reaching effective decision-making

To make the best use of emotions, one needs to first decide to make to use of them as resources, rather than see them as disturbances to avoid.

Sebastien Henry is the co-founder of Progress-U, a high-end coaching and training company with operations in Mainland China, Hong Kong, Japan and Singapore. He was a regional manager for Asia at a multinational company before becoming an entrepreneur and professional executive coach in 2005.
He has been training professional coaches in Hong Kong and Shanghai since 2007, and has developed the "INSPIRE!" program, a leadership retreat for senior leaders conducted regularly in South China. He works with senior leaders to enhance their success by becoming more inspiring to their people and organizations.
His articles on emotionally intelligence in leadership has been published in Human Resources and the South China Morning Post. He speaks six languages, including Japanese and Mandarin.

PART ONE: UNDERSTANDING EMOTIONAL INTELLIGENCE IN ASIA
Chapter 1: What is EI and why does it matter particularly in Asia Chapter 2: The four areas of Emotional Intelligence: four areas worth developing as a leader
Chapter 3: Emotional Intelligence is not about being nice, sweet…and spineless
Chapter 4: Asia’s contribution to Emotional Intelligence: the power of paradox
Chapter 5: Balancing our masculine and feminine energies for more emotional flexibility
Chapter 6: Five steps to developing your Emotional Intelligence

PART TWO: USING EMOTIONS AS ALLIES IN PRACTICAL LEADERSHIP CHALLENGES
Chapter 7: Choosing to use emotions as allies
Chapter 8: Preventing damaging emotional outbursts
Chapter 9: Emotions to create high engagement in unmotivated team members
Chapter 10: Getting things done and enforcing decisions while keeping healthy relationships with our team members
Chapter 11: Emotions as keys for a way out of conflict
Chapter 12: Emotions and intuition for effective decision-making