Developing Emotional & Social Intelligence Competencies

taught by Prof. Sattar Bawany

Course description

Developing Emotional & Social Intelligence Competencies


“Because individuals in organisations can rarely be successful alone, they must influence, lead, and coordinate their efforts with others in order to achieve their goals – to translate vision into action. A leader success rests in large part upon his or her ability to influence the different groups he or she must relate to in the organisation: the superiors, peers, and direct reports. The life of a leader has plenty of demands and pressures. Having the skills to handle them would seem to be a pre-requisite for success. We have identified several specific skills from a wide array of emotional & social intelligence competencies, as the ones that differentiate successful leaders from other people. Fortunately, these skills can be improved with the proper training and coaching.”


– Prof Sattar Bawany (2015)

What makes a Great Leader? The importance of emotional & social intelligence competencies of highly effective leaders.


Emotional intelligence involves the control of one’s emotions to fit the particular situation.  This is different from a purely rational or intellectual response to various management situations.  When one has a high EQ, that person will react in a proper manner to the individuals in the situation, as well as the situation itself.  A person reacting with their IQ would simply react to the facts of the situation and negate the “total picture”, which includes the irrationality of human behaviour.

Traditionally, when evaluating the potential performance of an individual, the emphasis has been on cognitive or intellectual skills. However, compelling research shows us that Emotional Intelligence is twice as important as IQ as an indicator of future success.

Importance of Emotional & Social Intelligence in a VUCA World

Leadership in organisations requires mastery in a broad array of competencies.  Leaders must have technical or subject matter expertise and knowledge.  Without it, they cannot achieve credibility.  They certainly need the cognitive ability to take in and absorb vast amounts of information quickly; to cut through what is irrelevant, to recognise the salient patterns, and to focus people’s attention on the parts that contain the critical meaning for the future success of their organisations.  Thus, of course, without a high level of intellectual capability, they cannot cope with the complexity of the highly disruptive, VUCA world. 

Today’s business environment is best described through the military acronym VUCA, which stands for volatile, uncertain, complex and ambiguous — the world, in other words, of continuous unpredictability, constant and often sudden change, and complex situations with no easy answers. In such a world, success demands the agility that can only come through an inspired and engaged workforce with the intrinsic motivation and freedom to take initiatives and think on their own.

However, neither individual attributes, such as confidence or competence, nor the power that comes with positional authority will be enough to inspire the motivated workforce that a VUCA world demands. The best leaders will attract and engage loyal followers because of their ability to leverage on emotional and social intelligence to accompany their rational competencies. Leaders who might be smart or have years of experience can still fail if they are emotionally tone-deaf — unable to process the emotions of others or even their own emotions during the chaotic situations at the workplace which is the results of the VUCA forces at play.

Self-awareness is arguably one of the most critical emotional intelligence competencies for highly effective leaders. Effective self-assessment of feelings and emotions will help to improve a leader’s confidence and self-esteem as those with strong self-awareness or self-regard have an accurate picture of their strengths and weak­nesses in dealing with the insurmountable challenges that they faced when leading their teams in the disruptive VUCA World.

Learning Outcomes:

Upon completion of this Masterclass, the participant will be able to better appreciate the significance and importance of developing their emotional and social intelligence competencies which are crucial in leading and engaging their team effectively in a VUCA World.

The programme incorporates a number of unique features and works on a number of levels. It is specifically aimed at enhancing and developing the skills, knowledge and behaviours of the participants.

The participants will develop their understanding of Leadership Effectiveness and how it will lead to a creation of a sustainable competitive advantage for their respective organisations through the development of an organisational climate that will contribute towards enhancing employee engagement and productivity during challenging times when operating in a disruptive VUCA business environment.

For copies of Clients' Testimonials for the delivery of these programs, please visit here .

Prof. Sattar Bawany
Prof. Sattar Bawany
CEO & C-Suite Master Executive Coach, Centre for Executive Education (CEE)

Prof Bawany is concurrently the Strategic Advisor & Member of the Board of Trustees and Governing Council of the International Professional Managers Association (IPMA); Managing Director and C-Suite Master Executive Coach with Executive Development Associates (EDA) and Master Facilitator with Action Management Associates, Inc. (AMAI).

He has over 30 years’ international business management experience, including 20 years in executive coaching, group facilitation, and leadership development and training with global management consulting firms. In addition to his business and consulting career, Prof Bawany has over 15 years of concurrent academic experience as an Adjunct Professor teaching senior executives international business strategies and human resource courses at various leading universities.

He is currently the Adjunct Professor with Curtin Graduate School of Business (CGSB) and a member of the Advisory Board of Curtin Graduate School of Business (CGSB), Curtin University, Western Australia.

He is especially skilled at coaching leaders work through leadership transition issues, whether individually or systemically. As a seasoned coach, he truly cares about others, listens with an open mind, and adds value in unexpected ways. His approach to executive coaching encourages new insights into the key capabilities and unique strengths needed to sustain practical behavioural change over time, resulting in the executive’s enhanced self-awareness, better decision making, and continuous performance improvement.

Prof Bawany is an astute advisor and coach to executives who need to know how they are perceived and want to focus on what is most important in their professional and personal lives. He has coached a range of leaders, from CEOs to senior vice presidents, and high potential managers. His current work in organisations focuses on encouraging individual initiative and leadership from a systemic perspective in order to achieve clearly defined business results. His speciality is effectively linking people processes to business outcomes.

Prof Bawany is a Fellow of International Professional Managers Association (IPMA) and The Chartered Institute of Marketing (CIM). He is a Professional Member of the Society for Human Resource Management (SHRM) and the Chartered Institute of Personnel and Development (CIPD). He is also a Practising Member of the International Coaching Federation (ICF) and International Association of Coaching (IAC).

Prof Bawany’s complete Profile can be found here and also on LinkedIn.

Contact us:


Perry Barrow, MD,

Course Curriculum

Leading in a Disrupted VUCA World - Recommended Online Resources
Hide Content
Evaluation of Leadership Masterclass Series
Hide Content