Emotionally Intelligent Leadership Training Course

Participants can use structured reflection to identify patterns that affect their leadership response.

• Johari Window feedback requests for reducing leadership blind spots
• Trigger log entries linking situations, assumptions, body signals, and responses
• Distinguishing cognitive distortions from evidence during pressured decisions
• ABC model: activating event, beliefs, consequences, and alternative interpretations
• Mindfulness STOP technique before consequential conversations and meetings
• Values audit identifying non-negotiables, trade-offs, and likely stress points

Participants can regulate their emotional response and choose proportionate actions in demanding situations.

• Emotional regulation sequence: notice, name, normalise, and choose
• Reappraisal techniques for changing interpretations without denying valid emotions
• Box breathing and grounding methods during acute stress responses
• Implementation intentions using if-then plans for recurring pressure points
• Impulse-control pause protocols for emails, meetings, and difficult decisions
• Recovery routines balancing workload, sleep, boundaries, and social support

Participants can listen for facts, feelings, needs and interests without premature judgement.

• Three levels of listening: internal, focused, and global attention
• Paraphrasing, summarising, and emotion labelling without premature advice
• Open questions distinguishing facts, interpretations, needs, and requests
• Perspective-taking through stakeholder maps and competing legitimate interests
• Nonverbal cues assessed cautiously across hierarchy, culture, and individual differences
• Empathic boundaries: acknowledging feelings without accepting inappropriate conduct

Participants can create conditions that encourage candour, challenge and respectful participation.

• SCARF model: status, certainty, autonomy, relatedness, and fairness signals
• Psychological safety behaviours: invite input, acknowledge fallibility, respond productively
• Emotionally literate meeting check-ins matched to team circumstances
• Power-distance effects on speaking up, disagreement, and challenge
• Repairing trust after broken commitments, exclusion, or dismissive responses
• Team working agreements covering candour, confidentiality, and escalation

Participants can give, receive and request feedback with clarity, respect and accountability.

• SBI feedback model: situation, behaviour, impact, then dialogue
• Feedforward requests focused on future choices and observable actions
• Nonviolent Communication sequence: observations, feelings, needs, and clear requests
• Receiving criticism by clarifying examples, impact, and desired change
• Appreciation expressed specifically, promptly, and proportionately to contribution
• Written feedback calibrated for tone, ambiguity, and power dynamics

Participants can address conflict directly while preserving dignity, working relationships and clear boundaries.

• Conversation preparation using purpose, outcomes, concerns, and evidence
• Thomas-Kilmann modes selected according to stakes, relationships, and time
• De-escalation language separating the person, problem, and proposed next step
• Naming tension directly while preserving dignity and mutual respect
• Boundary-setting scripts for unreasonable demands, incivility, and repeated breaches
• Apology and repair protocol after leadership mistakes or harmful impact

Participants can communicate change in ways that address uncertainty, concern and stakeholder resistance.

• Stakeholder emotion mapping for restructures, technology changes, and uncertainty
• Sensemaking messages distinguishing known facts, unknowns, and decision dates
• Kotter's change principles interpreted through employee emotional responses
• Resistance diagnosis: loss, threat, mistrust, overload, or insufficient capability
• Leader visibility plans combining listening channels, updates, and follow-through
• Rumour response protocols correcting misinformation without false reassurance

Participants can recognise emotional and cognitive influences on judgement and respond ethically under pressure.

• Emotion data considered alongside operational evidence in consequential decisions
• Amygdala hijack indicators recognised before high-stakes reactions escalate
• Confirmation bias and fundamental attribution error challenged through disconfirming evidence
• Ethical decision screen: stakeholders, harms, duties, and defensible rationale
• Speaking-up responses when values conflict with senior direction
• Decision debriefs separating process quality, outcome, and emotional residue

Participants can convert course learning into a focused development plan with accountability and measures.

• Personal emotional intelligence baseline using structured reflection and feedback
• Development priorities selected through impact, urgency, and behavioural feasibility
• 90-day action plan with triggers, practices, measures, and review dates
• Accountability partnership agreements defining observation, challenge, and confidentiality
• Manager conversations requesting feedback on visible behaviour change
• Progress measures combining self-ratings, stakeholder feedback, and team indicators