The capacity to identify, comprehend and control one’s own emotions as well as to observe and impact the emotions of people around you is known as emotional intelligence (EQ). In leadership, EQ consists of five key components: self-awareness, self-regulation, motivation, empathy, social skills.
What’s the link between EQ and high-impact leadership?
Trust is built through emotional intelligence. Workers appreciate it when their leaders are self-aware and empathetic. A high-performing team is built on trust, which allows members to freely express themselves, take calculated risks and work together without worrying about what others think.
Leaders who establish an emotional connection with their people are able to comprehend what motivates them. These executives motivate their teams from inside by showing how their work contributes to the larger mission of the company. Leaders who are EQ-driven place an emphasis on purpose rather than performance measures, demonstrating how each contribution fits into the larger context.
Any organization will inevitably experience conflict. The ability to control one’s emotions and empathize with others are tools that high-EQ leaders use to constructively handle conflicts and find solutions. They help teams communicate better, calm down tense situations and advance as one. Furthermore, a culture of tenacity (执着) and creativity is fostered when leaders demonstrate optimism and emotional regulation in the face of hardship, thereby transforming obstacles into chances for progress.
The good news is that emotional intelligence is a skill that can be developed and refined over time. Here’s how leaders can cultivate EQ.
Regularly reflect on your emotional triggers and how they influence your behavior. Seek honest feedback from colleagues and team members to better understand your strengths and blind spots. Leaders who regularly reflect can adjust their approach in high-pressure situations, staying calm and solution-focused.
Practice active listening. Pay full attention to team members without interruption or judgment. Put yourself in others’ shoes to understand their perspectives and challenges. Be present during difficult conversations, showing genuine concern and support.
Foster meaningful relationships by engaging with teams authentically. Focus on communication clarity, ensuring your message aligns with team needs. Celebrate team wins and recognize individual contributions to create a culture of appreciation.
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1.1.How does the writer lead to the topic?
A By giving a definition.
B By presenting a fact.
C By making a comparison.
D By listing figures.
解析：选A。A 推理判断题。根据第一段第一句“The capacity to identify, comprehend and control one’s own emotions as well as to observe and impact the emotions of people around you is known as emotional intelligence (EQ).”可知情商（EQ）是指一个人识别、理解、管理自己情绪的能力，以及识别、理解和影响他人情绪的能力。即文章开篇通过给出“情商”的定义来引出本文话题。故选A。
2.2.What can high EQ bring to leaders according to the author?
A Better conflict resolution skills.
B Improved team performance measures.
C Greater emphasis on individual contributions.
D Reduced need for emotional connection with team members.
解析：选A。A 细节理解题。根据第三段内容可知，高情商领导更能激励下属，他们强调目标，而不是绩效衡量标准，B项错误；根据第二段内容可知，高情商领导更能收获信任和团队协作，C、D项错误；根据第四段内容可知，高情商领导能妥善处理冲突并培养团队的韧性，A项正确。故选A。
3.3.Which of the following is NOT mentioned as a way to cultivate EQ?
A Develop self-awareness.
B Practice self-regulation.
C Cultivate empathy.
D Enhance social skills.
解析：选B。B 细节理解题。根据最后三段内容可知，最后三段分别谈论了培养自我意识、培养同理心和提高社交技能，并未提及练习自我调节。故选B。
4.4.What is the main idea of the passage?
A The connection between EQ and effective leadership.
B How to cultivate emotional intelligence as a leader.
C The importance of trust in building a high-performing team.
D The definition and components of emotional intelligence.
解析：选A。A 主旨大意题。文章主要讲述了情商与高效领导力之间的联系，包括情商如何帮助领导者建立信任、激励团队、处理冲突以及培养坚韧和创造力的文化。选项B、C、D均为文章的部分内容，未概括全部。故选A。
