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Exceptional Leadership Model and Emotional Intelligence


There are numerous leadership theories and models that intend to assist organizations with establishing the most positive work environment and achieve goals with high efficiency. Garman and Dye propose a framework for the assessment, selection, and training of leaders that will add a significant value to an organization’s operations. This report will discuss the exceptional leadership model by Garman and Dye and highlight the impact of emotional intelligence on a success of a leader within this framework.

Exceptional Leadership Model

Garman and Dye’s leadership model consists of sixteen competencies that aim to portray qualities of a leader that is able to drive their organization towards the set goal with the utmost efficiency. The requirements are categorized into four cornerstones for better clarity of their general purpose.1 The majority of these competencies rely on the ability of a leader to realize how to fill employees with a sense of purpose in a workplace through the analysis of their emotional states and needs.1 All components play an equally vital role in creating an environment where others will feel motivated to perform better.

The connection between the elements of the cornerstones implies the necessity for a leader to possess all these qualities. The basis for successful leadership practices, in accordance with Garman and Dye’s model, lies in one’s ability to realize, control, and affect their own feelings prior to seeking the application of this theory to others.1 The theory gives an opportunity for an organization to select a leader that will communicate the company’s goals to employees in the most efficient way and assess their impact.

The Four Cornerstones of The Exceptional Leadership Model
Figure. The Four Cornerstones of The Exceptional Leadership Model1.

Emotional Intelligence

It is vital to assess the role of emotional intelligence in the choice of a leader within the proposed model. The notion of emotional intelligence refers to one’s ability to perceive and affect the emotions of themselves and others.2 It gives a leader the opportunity to focus their attention on barriers of communication and opportunities for leverage.2 Emotional intelligence is necessary for the accurate delivery of content and helps to govern all processes via convincing followers to pursue an organization’s goal with genuine enthusiasm.2 This quality is a key to many motivational techniques and allows people to change organizations with great success.

Emotional intelligence is a foundation for many leadership models, and Garman and Dye’s model is not an exception. A significant amount of competencies imply an extensive insight into workers’ feelings and emotions, which makes emotional intelligence one of the basic requirements for such a leader.1 In the video by Canadian Management Centre,2 Wright states that one of the essential parts of leadership is the ability to “get to their side of the bridge” through an empathetic connection. This step facilitates the most excellent communication as it helps a leader to connect with their followers.2 Emotional intelligence means that a person can build their character through self-realization, and the exceptional leadership model transfers this personal growth onto others.


In conclusion, the exceptional leadership model provides companies with a clear set of competencies for a leader that will succeed at this position. Garman and Dye’s model outlines many aspects of a leader’s personality that rely on their ability to perceive, affect, and use emotions as a source of meaningful progress. Emotional intelligence must be a vital part of this leader’s skillset since it allows them to assess their actions as well as their followers.


  1. Leadership Competencies. Exceptional Leadership. Web.
  2. Canadian Management Centre. Emotional Intelligence Webinar: Techniques to Increase Team Engagement & Results. Vimeo. 2012. Web.
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