Unlocking Team Performance with Leadership Behaviors

Claire Monroe

Hey everyone—welcome back to The Science of Leading. I'm Claire Monroe, joined—as always—by the one and only Edwin Carrington. So, Edwin... today we’re jumping into what might be the most misunderstood piece of leadership: emotional intelligence.I mean... it’s everywhere, right? Buzzword central. But... does it actually matter when you're trying to build a team that works? Like, really works?

Edwin Carrington

It does. And not just in theory—there’s data backing it up now.There’s a 2025 study by Michał Ćwiąkała and his team—small sample size, but smart analysis. They found that traits like self-awareness, self-regulation, empathy, and social skills weren’t just leadership fluff. Those traits were the difference-makers.Leaders with high emotional intelligence? They were seen as more ethical, better at defusing conflict, and—most of all—they fostered trust. And once trust shows up? That’s when teams start delivering consistently. They move as one.

Claire Monroe

That actually lines up weirdly well with something I went through... early on in my career.I had this manager—Lila—and... I don’t know, she just got it. Like, we were on this high-stakes project, everything was tense, people were low-key fighting in meetings... real war-room vibes.And Lila—she just stopped everything one day. Looked around. Said something like, “I can feel how much stress is in this room right now—how’s everyone holding up?”And it wasn’t performative. It was real. It kind of cracked the room open, you know? People softened. We actually listened to each other that week. The arguing stopped.Was that empathy? Or... something more?

Edwin Carrington

That’s exactly it, Claire. What she did? That’s core-level emotional intelligence.Empathy isn’t just about being nice—it’s the ability to read the emotional undercurrent, then do something useful with it.When a leader calls out tension like that—not to blame, but to name it—they lower the collective anxiety. And what fills that space is trust.Interestingly, the study found that leaders seen as empathic were also viewed as more ethical. That perception alone increases psychological safety. And when safety rises... collaboration and resilience follow.

Claire Monroe

It makes sense, though. Like—I’ve worked harder for leaders who got me than for ones who just... managed my workload.Is that what the study was pointing at? That teams want to work harder for emotionally intelligent leaders?

Edwin Carrington

Yes. You’re not imagining that.The study showed that emotionally intelligent leaders didn’t just prevent team drama—they inspired commitment. People brought more energy to the work.Because here’s the thing: you can’t lead high-performance teams if you can’t handle the emotional complexity that comes with them.Conflict, friction, tension... they’re not problems to eliminate. They’re dynamics to navigate. Emotional intelligence is what gives leaders the ability to do that with purpose instead of panic.

Claire Monroe

Yeah, and yet—when people talk about leadership development, it always sounds so… process-heavy.Like, competencies, models, frameworks. But underneath it all, isn’t this just about being human?

Edwin Carrington

Exactly. Strip away the frameworks, and you’re left with how people show up.The research keeps pointing to this: emotional intelligence isn’t just a soft skill. It’s a performance lever.It determines how teams function under pressure, how trust gets built, and how problems actually get solved—not just managed.

Claire Monroe

Okay, but... let’s say someone does have that baseline empathy.When it comes down to execution—like real project delivery—what actually moves the needle? I know you were digging into Ćwiąkała’s findings there too.

Edwin Carrington

Right. That paper was solid. They looked at project professionals and found clear patterns.The top-performing leaders gave constructive feedback, communicated goals with clarity, clarified roles early, and encouraged ownership.And those behaviors were linked to hitting goals, staying on budget, and keeping stakeholders happy.But here's where it gets interesting—the style behind those behaviors mattered. A lot.

Claire Monroe

So... not just “be nice and stuff gets done”? There’s a framework under that?

Edwin Carrington

Exactly.Leaders who were too directive? They crushed morale.Leaders who were too participative? They got bogged down in indecision.I worked with a team once—very democratic, very inclusive. At first, it felt amazing—everyone had a voice, ideas were flowing.But over time, decisions stalled. Deadlines slipped. Frustration crept in.Engagement without execution? That’s a trap. If you don’t balance it, the whole thing buckles.

Claire Monroe

That’s like... every “collaborative” meeting I’ve ever been in where no one actually leaves with a plan.So how do you not get stuck in that loop? Like... what’s the move?

Edwin Carrington

It’s all about structure.The best leaders set clear expectations before the meeting even starts. People know when their input is needed—and when it’s time to decide and move.They clarify how decisions will get made, and what kind of feedback leads to real changes.In the study, the highest-performing leaders created just enough room for input—but also made timely, clear calls.

Claire Monroe

So kind of like… use democracy where it counts, but don’t try to co-sign every single decision?

Edwin Carrington

Exactly. It’s situational.You open things up when strategic thinking is needed—and then you close the loop when it’s time to execute.That rhythm builds both motivation and momentum.

Claire Monroe

Okay, that sounds good on paper—but in practice? I feel like that’s the hardest thing for new managers. They’re either all-in on control or afraid to assert anything.

Edwin Carrington

You’re right. That tension shows up everywhere.And it’s a learned skill. The key is watching what actually gets results—not just what feels comfortable.

Claire Monroe

Alright, zooming out for a second. What about leadership teams—like the executive group running the show?I remember McKinsey and a few others breaking down what separates good teams from the ones that... look polished but kinda fall apart under pressure.

Edwin Carrington

There’s a consistent pattern. The best leadership teams do four things really well:They clarify roles.They align on priorities.They execute efficiently.And—they take time to step back, reflect, and adjust.One insurance company I worked with saw $20 million in savings just by tightening their leadership meetings and aligning their way of working.No big strategy shift—just better behavior, consistently.

Claire Monroe

Wait—twenty million? Just from getting the team aligned?So they didn’t need some flashy new playbook—just better habits?

Edwin Carrington

Exactly. Most leadership dysfunction isn’t about intelligence—it’s about patterns.What the research shows is that teams know communication and alignment matter—but less than half actually do it well.Old habits, day-to-day chaos, calendar overload... they get in the way.What helps is building rituals. Regular check-ins. Clear agendas. Time to reflect.The best teams make those routines boring on purpose—and that’s what keeps them agile.

Claire Monroe

I kind of love that. Like... the real secret weapon isn’t brilliance—it’s rhythm.Weekly syncs, alignment checks—just making sure people are rowing in the same direction.That’s the stuff that shows up in post-mortems, right? “We thought we were aligned, but…”

Edwin Carrington

Exactly.You see it in team breakdowns, budget overruns, disengagement scores...The top teams don’t leave leadership to chance. They turn consistency into a competitive advantage.

Claire Monroe

Alright—that’s a wrap on today’s deep dive.Next time, we’re digging into how to actually scale these leadership behaviors across the whole org—not just one good manager here and there.Edwin—always a pleasure.

Edwin Carrington

Likewise, Claire. I love these conversations—and your stories always bring it to life.

Claire Monroe

And if you’re wondering how to actually put some of this into action...You can test out OAD’s tools—like behavioral assessments—for free at OAD.ai.It’s a super simple way to make hiring easier and build teams that actually fit.See you next time on The Science of Leading.