Leadership

Critical EQ skills such as self-regard, self-actualization, assertiveness, empathy, reality testing and optimism are highly correlated with the 4 dimensions of leadership. By enhancing your EQ skills, you will transform as a leader – and transform your other life roles as well.

Heart and Science of Leadership for Women, EITC emotional intelligence course.

Heart and Science of Leadership for Women, Calgary

We combine the powerful framework and science of the EQ-i 2.0 Leadership model with a ‘learning lab’ approach for you to examine where you are, where you want go next and what EQ skills you need to strengthen to get where you want to go. This all happens in an inspiring learning space of like-minded women, leading to profound insights and reflections as well as clear development goals and outcomes.

A woman stands in front of a black wall covered in colourful post-it noes with two people sitting on either side of her. All look engaged as she moves a note on the wall.

EQ Essentials for Leadership, Vancouver

The course combines the powerful framework and science of the EQ-i 2.0 Leadership Assessment with a hands on approach to examine where you are as a leader, where you want go next and what EQ leadership competencies you need to strengthen and develop. You will use the EQ-i 2.0 leadership assessment, framework, tools, and facilitated conversations with other like-minded leaders to help get you there.

Heart and Science of Leadership for Women, Ottawa

We combine the powerful framework and science of the EQ-i 2.0 Leadership model with a ‘learning lab’ approach for you to examine where you are, where you want go next and what EQ skills you need to strengthen to get where you want to go. This all happens in an inspiring learning space of like-minded women, leading to profound insights and reflections as well as clear development goals and outcomes.

Sierra rock climber, going for it.

No guts, no glory: the evolution of the workplace

Leadership / By

One of the biggest changes in the workplace over the last several decades is the transition from what has been called the ‘Dominance Paradigm’ where managers dominate their employees to the ‘Partnership Paradigm’ in which managers partner with their employees (see Eisler, 2007)…

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