Abstract: The study examined the relationships among collegiate female student-athlete' s (n = 400) satisfaction with coaching leadership as determined by scores on the Leadership Scale for Sport (LSS; Chelladurai & Saleh, 1980), emotional intelligence (EQ) of female (n 40) and male (n = 40) head coaches as measured by the BarOn EQ-i (Bar-On, 1997), and efficacy as reported on a demographic questionnaire. No significant mean differences existed for athlete self-efficacy (p .21), perceived coaching efficacy (p .51), or for coach self-efficacy (p .35). A significant negative correlation (r = -.15, p .00) existed between satisfaction with Democratic Behavior and coach self-efficacy. Total EQ, Intrapersonal, Interpersonal, and Adaptability were significant (p .05) predictors of satisfaction with Democratic Behavior. A significant (r = .104, p .04) correlation existed between satisfaction with Autocratic Behavior and coach selfefficacy. A significant correlation (r = .114, p .02) was found between satisfaction with Social Support Behavior and athlete self-efficacy. Athlete self-efficacy was a significant (p .05) predictor of satisfaction with Social Support Behavior.

Emotional intelligence has been hailed as a hallmark of successful leaders since the term was popularized in the early 1990s. Shortly thereafter, executive coaching emerged as a popular and beneficial resource to support the development of managers and leaders in organizations. The purpose of this research is to examine the influence of both phenomena on leader effectiveness. This empirical study tests two research inquiries: does emotional competence predict leader effectiveness, and what impact does a quality coaching relationship have on leader effectiveness? Leader effectiveness is conceptualized as four constructs: job performance, personal vision, work engagement, and career satisfaction. Eighty-five senior executives in a North American financial services organization completed a leadership development experience which included training on emotional intelligence, multi-rater assessment, and work with an external executive coach. Survey responses were collected and triangulated with job performance data and multi-rater feedback. Results indicated that both emotional competence and a high-quality coaching relationship do indeed make a difference. Specifically, findings revealed that emotional competence directly and positively impacts performance and career satisfaction and that a quality coaching relationship leads to increased levels of work engagement, career satisfaction and expression of a personal vision. These results may be of particular benefit to scholars and practitioners interested in leader effectiveness, leader development, developmental relationships and emotions and coaching in the workplace.

A Coach?s Guide to Emotional Intelligence is a groundbreaking book that combines the topics of coaching and emotional intelligence in a down-to-earth resource for coaches, facilitators, and consultants. The authors, James Bradford Terrell and Marcia Hughes ?two experts in the field of emotional intelligence training?offer a number of elegant solutions that help coaches and their clients develop the authentic emotional skills needed to meet the challenges of today?s increasingly complex world. The book clearly shows how EI coaching can be applied within organizations and provides a solid coaching method for use with leaders in business settings. The book outlines five highly-effective strategies for developing influential leaders.

Professor Manfred Kets de Vries and his colleagues have helped thousands of executives to increase their effectiveness in dealing with colleagues and clients, and to refocus their own professional and personal aspirations. This book is a volume of essays on leadership development topics written by academics, coaches, and change consultants. It explores how extraordinary leaders and thriving organizations are created by sharing research methodologies and insights, and by describing intervention and change techniques. Drawing upon substantial research, this book presents the essential leadership models and equips practitioners with tools for developing executive coaches and working with business leaders. This second edition includes new chapters on executive stress and coaching across the gender divide.

Closings the Gap Between the Theory & Proctice of EI Leaders' Playbook reveals key secrets and provides specific coaching strategies for raising Emotional Intelligence (EI). These translate to realistic actions you can apply now to enhance your own performance and the performance of the people you lead.

At some point in their careers, all managers face a frustrating and seemingly insurmountable challenge -- the highly intelligent, highly skilled direct report who is failing when he should be excelling. Often, this employee is destroying not only his own career, but also the morale of the rest of the team. While this behavior may initially seem willful, it is more than likely due to a lack of emotional intelligence -- the ability to comprehend one’s emotions, empathize with the feelings of others, and interact with people in ways that promote congenial working relationships. More than any other trait, emotional intelligence is the one variable that can transform a mediocre employee into an exceptional one. Managers now have a new and demanding role. They must become coaches who help their employees to develop emotional intelligence and the positive interpersonal relationships that result. And while this kind of corrective coaching may seem daunting and unpleasant to many managers, it is also achievable with the right tools. In Coaching for Emotional Intelligence, Bob Wall offers coaching strategies that will enable every manager to elicit excellence by improving the negative behaviors and communications flaws that are undermining an employee's performance. The book provides a structured format for formulating and delivering both praise and corrective feedback, as well as a step-by-step method and sample scripts for conducting a coaching session. Readers will: Overcome the fear of coaching on sensitive, personal issues. Learn the critical importance of praise--and how to give it. Understand the influences that shaped the behaviors of the individual being coached. Determine whether an employee is responding to corrective coaching, when to keep him -- and when to fire him. Create an action plan for teaching employees to identify and alter unwanted behavior. Master spontaneous coaching: delivering praise in 15-20 seconds -- and corrective feedback within 45 seconds. Formulate structured conversations when corrective coaching isn’t working. Create successful, detailed, and clear personal, team, and work evaluations and mission statements. The first book of its kind, Coaching for Emotional Intelligence is a thoughtful, realistic, and accessible guide that will change the way managers lead in the workplace -- and will ensure that their employees are reaching their full potential.