Personal Leadership and Emotional Intelligence
Great leadership doesn’t necessarily come from what you do, but instead from how you do it. According to Goleman, Boyatzis, and McKee 's (2013) book, Primal Leadership, this "how" of a great leader comes through the heart or emotions. If leaders fail at driving emotions in the right direction, nothing they do, even if they get everything else just right, will be as successful as it could or should be (p. 3). This goes against many of the preconceptions of good leadership. I have always been shown that "good" leaders keep their emotions at bay and lead through intellect devoid of emotion because emotions can distort reality. However, the emotional task of the leader, according to Goleman et al.,
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(2013) called, resonance. Resonance is when a leader is attuned to people 's feelings and move them in a positive emotional direction (p. 20). When leaders create resonance they become in sync with those they are leading and the emotions those people feel is the glue that holds them together as a team (p. 20). However, when leaders are not in tune and out of touch with the feelings of the people they lead, they instead create dissonance (p. 19). Dissonant leaders create a lack of harmony and people feel conflict emotionally. Dissonance discourages people and burns them out. The toxic environments that dissonance produces doesn’t just exist in the group or workplace but is carried by the people throughout the rest of their interactions (pp. 21-22). How much a leader has developed their emotional intelligence is seen through how they lead and if they produce resonance or …show more content…
(2013) separated emotional intelligence into four domains, self-awareness, self-management, social awareness, and relationship management (pp. 30, 38). These domains are then broken into two competencies. Self-awareness, the understanding of one 's emotions and being clear about one 's purpose, and self-management, the focused drive and emotional self-control, make up the personal competence (pp. 39, 45-46). While social awareness, or empathy and service, and relationship management, the handling of other people 's emotions, make up the social competence (pp. 39, 48, 51). These emotional intelligence competencies are not innate talents, but learned abilities, each of which contribute to making leaders more resonant and effective (p. 38). This is good news for me because I still have much to develop in regards to emotional
Johnson (2014) concludes in his editorial, “Leadership - the rest of the story” that leading is not about having heart, caring or empathy instead it is about realpolitik of maneuvering and targeting key players to get what you want. Slade (2014) stresses in the article “Keep Calm” that leaders need the ability to not respond with emotions and use rational thinking when dealing with stressed employees. In Tyler (2013) interview with Chade-Meng Tan, Google Fellow, Tan explains leaders need the ability to calm the mind, which in a crisis situation will allow the leader to not panic. Campbell Soup’s leadership experience program provides employees with the tools, knowledge, and skills to help them determine their leadership style, model and philosophy by exposing them to many different
For moreover, Daniel Goleman (2004) explained that emotional intelligence plays an integral role in defining character and determining both our individual and group densities. It involves the ability in monitoring one’s own and others emotion, to discriminate among them, and to use the information to guide one’s thinking and action. It means to embrace the power of emotion intelligently, it involves abilities that may be categorized, into five (5) domains: (1) self-awareness, (2) emotional maturity, (3) self-motivation, (4) emphatic understanding, and (5) quality communication.
The purpose of the paper is to guise available variables around Emotional Intelligence and School Leadership Effectiveness. Emotions are our state of being or mood, how we feel at a particular time. Intelligence is the ability to think and reason; therefore, emotional intelligence is to be aware of one’s state of being or moods and to also be cognizant of the mood of others (Mayer et al 2007). Thus being emotionally intelligent can lead to better decision making, better managing which leads to better leadership (Blell 2011).Thorndike defined social intelligence as “the ability to understand and manage men and women, boys and girls – to act wisely in human relations”. Gardner included interpersonal and intrapersonal intelligences that are closely related to social intelligence in his theory of, multiple intelligences.
Leadership has always been a diligently studied subject; the art and science of being an effective leader is something that most people would like to successfully cultivate. However, reading every book on the subject does not guarantee successful leadership – it only assists in the understanding of how others flourished in their methods. A technique that worked in one situation may reap havoc on another – such as Spartacus taking over as the leader of the people in India instead of Ghandi. The key to leading is understanding the circumstances you are in and the kind of behavior that will secure covenantal followers. Furthermore, even if an individual was not born with specific personality traits that are advantageous to potential leaders, if
Taking the views of the different authors into consideration, it is possible to conclude that the skills and abilities of emotional leadership can be developed, nurtured and taught. In order to teach emotional leadership it is important to understand (referring to par. 2.3.5. on p.17) that emotional leadership is derived from basic elements that operate like hierarchical building blocks (see
When I think of effective leaders, I think of leaders with strategies, visions, or powerful ideas. However, this course has taught me different. While strategies and ideas are necessary for being a leader, it takes emotional intelligence for a leader to be successful. Emotional intelligence is essential for social and professional competency in any field, especially in the healthcare field where feelings affect individual as well as institutional health. As an individual going into the healthcare field, I must possess the ability to perceive, use, understand, and manage emotions, as it will se...
There is an importance of leaders to first analyze the impact of their emotional manifestation. Leaders should own emotional intelligence. Those leaders that don’t possess emotional int...
(Batool, 2013) Emotional intelligence has two distinct types of leaders: transformational and transactional. Transformational leaders have some sort of interest for their colleagues. They also have a different outlook on the work they do and have a better work ethic than most. Transformational leaders also focus on the awareness of the goals of the organization, by doing so they develop others to higher level of ability and motivate them to consider the interests of the group over their own interests. (Batool, 2013) The transactional leader is one whom rewards staff on the basis of their performance. These leaders are the ones that emphasize doing the work or finishing a task knowing that someone is watching and in the end will influence their own employee performance with the outcome of some sort of reward. (Batool, 2013) Emotional intelligence is important, but the unbridled enthusiasm has obscured a dark side. New evidence shows that when people keep their emotional skills to themselves, they become better at manipulating others. (Grant, 2014) This is basically saying that when someone is so good at controlling their emotions, they can disguise their own true feelings. It’s kind of like having an amazing poker face. No one really knows what they
An individual’s ability to control and express their emotions is just as important as his/her ability to respond, understand, and interpret the emotions of others. The ability to do both of these things is emotional intelligence, which, it has been argued, is just as important if not more important than IQ (Cassady & Eissa, 2011). Emotional intelligence refers to one’s ability to perceive emotions, control them, and evaluate them. While some psychologists argue that it is innate, others claim that it is possible to learn and strengthen it. Academically, it has been referred to as social intelligence sub-set. This involves an individual’s ability to monitor their emotions and feelings, as well as those of others, and to differentiate them in a manner that allows the individuals to integrate them in their actions and thoughts (Cassady & Eissa, 2011).
I would definitely talk to the people that are running the contest and inform them of situation and the plagiarism that went on. I would then talk to the person that was doing the plagiarizing and let them know of my disapproval as well as let that person know that I had talked to the people running the contest and informed them of the situation. I think that a person with high emotional intelligence would have handled the situation as I did. A person with medium emotional intelligence would have probably done all of the same things but in more of a (“in your face”) confrontational way. A person with low emotional intelligence would have probably just confronted the person doing the plagiarizing in a violent and confrontational way.
The scope of emotional intelligence includes the verbal and nonverbal appraisal and expression of emotion, the regulation of emotion in the self and others, and the utilization of emotional content in problem solving. (pp. 433)
Goleman (1995) states that self-awareness is key to social and emotional competence and identifies self-awareness to be the heart of emotional intelligence. As managers we face the task of managing and interacting with different kinds of people on a professional and social level. High emotional intelligence promotes better understanding of our emotions and helps us have control over our emotions especially in testing con...
There are many different positions in an organization that require different knowledge, skills and abilities. Supervisory and management positions encompass more than just technical knowledge, skill and expertise in their given area, but being leaders over others. This is of interest to organizations in having leaders who are able to motivate, understand and get their teams to work together. Many organizations are looking to improve their performance and productivity through finding and placing the right people in leadership positions. How the concept of emotional intelligence and its evolution has come to the forefront in assisting companies about leadership performance and decisions will be discussed along with the debate among researchers and the review of three assessments as to their impact and uses.
Firstly, self-awareness is referring to a person who have a clear cognizance of their personality, including thoughts, motivation, beliefs, weaknesses, strengths and emotions, further this skill allows people to make a better decision (Path way of happiness, 2016). Next, managing emotion, in other word, self-management: handling suffering emotional in an effectual way, moreover knowing how to lead yourself to positive emotions and not falling to negative thought. Furthermore, thirdly, empathy is a significant aspect of emotional intelligence. Following to the research from Cherniss (2000) discovered that most successful people in the workplace and social life having a capability to identify other’s emotions. Lastly, skill-relationship, which is all those three combined together and use it in efficiently way. As a matter of fact, by Goleman (2012), part of human’s brain supports social and emotional intelligence due to the neuroplasticity of the brain has a great influence on repeated experiences that influences to present and future decision. In addition, the executive function helps to manage emotion and helps one’s paying
The definition of emotional intelligence given by Salovey and Mayer (1990) focuses on the ability to understand one’s own and others’ emotions and also to manage one’s own emotions positively. On the other hand, Goleman’s definition (1995) covers more aspects, including 25 abilities and skills such as trustworthiness, communication and empathy. The former definition is more scientific and appropriate while the latter one is called the ‘corporate definition’ because its contents accommodate the interests of large corporations. However, the academic findings of the two professors are not widely known while Goleman’s edition is commonly accepted due to his best-seller book ‘Emotional Intelligence’ (Goleman 1995). The following essay will be mainly based on Goleman’s definition.