Emotional intelligence: reflections for board directors

Emotional intelligence (EI) is crucial for leaders because it enhances their ability to connect with and influence others. This certainly applies to board directors, who have the complex task of seeking to understand their stakeholders, their staff, their donors, the philanthropic environment, government policy and societal influences in order to oversee the organisation’s strategy.

For board directors, support from the leadership team and fellow board members is crucial for meaningful decision-making. When leaders collaborate, they are more likely to explore all options and identify potential blind spots in each other. Trusting each other’s emotional intelligence fosters an environment in which giving and receiving feedback are most effective. In this way, emotional intelligence and psychological safety on a board can contribute substantially to good governance.

The Bar-On model of emotional and social intelligence (ESI) is a framework built on the premise that emotional and social competencies are crucial for effective functioning and well-being.

The model, named after the psychologist who developed it, Reuven Bar-On, suggests that these competencies influence one's ability to recognise, understand and manage emotions, establish positive relationships, and cope with environmental demands and pressures.

Emotional and social intelligence encompasses a broad range of interrelated skills and behaviours that affect our daily lives and our leadership skills, including decision-making, stress management, and interpersonal relations.

Emotional intelligence is important not just for individual leaders, but also for the board as a whole. A board functions as a collective leadership entity, requiring its members to work collaboratively and navigate sticky issues. Strong emotional intelligence contributes to an environment where diverse perspectives are respected, and it helps board members to balance empathy with accountability. Board members with high emotional intelligence are better equipped to understand and manage group dynamics, instigate and participate in constructive debate, and avoid emotional biases that could hinder objective decision-making. Thus emotional intelligence contributes to an inclusive, adaptive board culture and to effective board governance.

Components of emotional and social intelligence

1. Intrapersonal skills
   1. Self-regard: Understanding and accepting oneself
   2. Emotional self-awareness: Recognising and understanding one's emotions
   3. Assertiveness: Expressing feelings, beliefs and thoughts openly and defending personal rights
   4. Independence: Being self-reliant and free from emotional dependency on others
   5. Self-actualisation: Realising personal potential and striving for personal growth
2. Interpersonal skills
   1. Empathy: Understanding and appreciating the feelings of others
   2. Social responsibility: Contributing to society and demonstrating social consciousness
   3. Interpersonal relationships: Establishing and maintaining mutually satisfying relationships
3. Adaptability
   1. Reality testing: Objectively validating one's feelings and thoughts with external reality
   2. Flexibility: Adapting emotions, thoughts, and behaviours to changing situations and conditions
   3. Problem solving: Effectively dealing with problems and finding solutions
4. Stress management
   1. Stress tolerance: Managing stress effectively and maintaining control
   2. Impulse control: Delaying or resisting an impulse, drive, or temptation
5. General mood
   1. Optimism: Maintaining a positive attitude and outlook on life
   2. Happiness: Feeling content and satisfied with life

Reflecting on your own emotional and social intelligence

Board directors can use the 15 questions found behind the button below to reflect on their use of emotional and social intelligence at their last board meeting.