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The Genos model of Emotional Intelligence was developed in the late 1990s by Dr Ben Palmer and Professor Con Stough at Swinburne University in Melbourne Australia. The Genos model of emotional intelligence involves six core skills including:

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Emotional Self-Awareness

Emotional self-awareness is the skill of perceiving and understanding one’s own emotions. Feelings influence decisions, behavior and performance. Leaders who are emotionally self-aware are conscious of the role their feelings can play in these areas and are better equipped to manage this influence effectively.

When leaders are emotionally self-aware they are present with the role their feelings are playing in their decisions, behavior and performance. When leaders are not, they are often disconnected from this influence. This is particularly crucial for leaders, as their decisions, behavior and performance can have a big impact both on those they lead and their organisation’s success.

Emotional Awareness of Others

Emotional awareness of others is the skill of perceiving and understanding others’ emotions. This skill helps leaders identify the things that make people feel productive emotions that drive high performance: emotions such as feeling valued, listened to, cared for, consulted, and understood.

It also helps leaders demonstrate empathy and create meaning and purpose for others. When leaders demonstrate this skill effectively, they come across as being empathetic. Leaders who demonstrate this skill infrequently can come across as being insensitive to they way others feel.

Emotional Authenticity

Emotional expression is the skill of effectively expressing one’s own emotions. It involves expressing how you feel at the right time, to the right degree and to the right people. This skill helps leaders create an environment of understanding, openness and trust.

Others perceive leaders who are high on this skill as authentic and trustworthy. Leaders who are guarded, avoid conflict, or are inappropriately blunt about the way they feel can create cultures of mistrust, artificial harmony, and misunderstandings with those around them.

Emotional Reasoning

Emotional reasoning is the skill of using emotional information (from yourself and others) in reasoning, planning and decision-making. It involves considering your own and others’ feelings when making decisions, combining the information in feelings with facts and technical information, and communicating this decision-making process to others.

Feelings and emotions contain important information. For example, the level of commitment colleagues demonstrate often provides insight into whether a decision is going to be supported; the emotional appeal of products and services often provide insight into selling and marketing messages.

When this type of emotional information is combined with facts and technical information, leaders make expansive, creative and well thought-out decisions. When leaders do not use emotional information and focus on facts or technical information only, they tend to be limited in their decision-making and could be risking low ‘buy-in’ of their decisions by others.

Emotional Self-Management

Emotional self-management is the skill of effectively managing your own emotions. It involves engaging in activities that make you feel positive at work, that help you manage stress and demonstrate productive emotional behaviour towards others.

This skill of emotional intelligence is particularly important in leadership. A leader’s mood can be very infectious and can therefore be a powerful force in the workplace, one that can be both productive and unproductive. This skill helps leaders be resilient and manage high work demands and stress. Leaders who are proficient in managing their own emotions are optimistic and look to find the opportunities and possibilities that exist even in the face of adversity. They generate a positive mood both within themselves and others.

Positive Influence

Inspiring Performance is the skill of influencing the moods and emotions of others. It involves creating a positive working environment for others, helping people find effective ways of responding to upsetting events, and effectively helping people resolve issues that are affecting their performance.


Productive emotions produce positive results. This skill helps leaders create a productive environment for others that in turn facilitates high performance. It equips leaders with the capacity to get colleagues to cooperate and work effectively together. Leaders who can positively influence others’ moods, feelings and emotions are empowering to work with and easily motivate those around them.






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