Conscious and Emotionally Intelligent Engaged Leaders Are Key to Enhanced Organizational Performance

Roger J. Hilton ()
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Roger J. Hilton: Lean Sigma Institute

Chapter 14 in Engaged Leadership, 2018, pp 235-250 from Springer

Abstract: Abstract Subconscious reactions by individuals in a workplace can be disruptive to organizational performance. For leaders, managers, and supervisors, subconscious reactions to events or people can play out as pain in the body or deep-seated emotions that do not do us justice. Understanding these reactions as not serving us and setting an intention on the way we want to live and act each day can be powerful and allow us more choice. This intention needs to be checked against the body, mind, and spirit in order to shine. In a sense this provides a path to mindfulness in everyone since they are not reacting to events and people. This reduces the impact of egos, competition, rejection, and other negative emotions and allows for the creating of capability in an organization, which can lead to enhanced performance. Everyone can reprogram their subconscious mind by inputting and reinforcing new positive thoughts, positive ideas, and positive actions.

Keywords: Engaged Leadership; Organizational Competencies; Subconscious behaviors; Emotional intelligence; Workplace bias; Continuous improvement (search for similar items in EconPapers)
Date: 2018
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-319-72221-4_14

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DOI: 10.1007/978-3-319-72221-4_14

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