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Running a business is an inherently emotional experience. Even the most stoic leaders are bound to find themselves becoming invested not only in outcomes, but in people and processes as well.
While emotional leadership is often regarded as a liability, lack of personal investment can also bring about negative outcomes.
I’ve learned that the best leaders are those who can recognize emotionally-charged situations, rise above the passions of the movement, and maintain a level head. Good leaders are quick to listen and slow to anger.
Via The Learning Factor
What does it mean to listen? Listening points to four levels: what we can see and hear, the emotions and thoughts, the sensations and what's wanting to emerge (or not). How much of our listening is directed to each of these four levels? Do we really listen when we speak? Do we listen inwards, outwards, both, or neither? Listening comes from the feminine side of us, specially deep listening. What is needed for a deeper listening? What is all this noise telling us?
Leaders often mistake anger for power and fear for respect. But as we can see readily in the news these days, angry bosses and leaders are rarely effective. Having a good yell may feel cathartic in the moment, but it creates a toxic environment and erodes your standing amongst your team.