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Social emotional intellectual development
How emotional intelligence affects leadership
How emotional intelligence affects leadership
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While working for the airline industry I encountered many personalities. Colleagues that worked only a few months with the similar qualifications took the lunge and applied to managerial positions. When promoted, it made me wonder what set them apart from other candidates, others with even more qualifications. What I noticed was similar, in those that were promoted, was their ability to resolve conflict and mentorship qualities. These qualities what is known as Emotional Intelligence. In Inter-Act, Professor Rudolph Verderber and Professor Kathleen Verderber quote Dr. Peter Salovey and Dr. John Mayer’s studies, emotional intelligence is “the ability to monitor your own and other’s emotions and to use this information to guide your communications” …show more content…
F. 2010). Harmony is an important factor because groups that have harmony are able to adjust to situations efficiently and in short periods (Maxwell, L. F. 2010). Whereas those that lack harmony, have conflict and are less efficient at adapting to new situations. Furthermore, research demonstrates that employees that have workplace harmony reduce turnover and as result saves company resources (Hahn, R., Sabou, S., Toader, R., & Rădulescu, C. M. 2012). Harmony is not only emotionally beneficial in the workplace but is cost effective as …show more content…
For example, research found that young people with a hardship history, such as “legal and social difficulties”, were less likely to detect the significance of facial expression (Cross, Bernadette. 2001, pg. 773). The inability or difficulty in processing the basic step of emotional intelligence is an obstacle to improving interpersonal communications however, we found that according to Dr. Verderber and Dr. Verderber, “no one is born with emotional intelligence… it can be learned and developed over time” (2013, pg. 22). Therefore, improving is still an option for those that have difficulties. We found a solution from Dr. Salovey that can be applied in certain circumstances. For example, sharing experiences, traumatic and painful, is an important process to understanding one’s own emotions (2005). Therefore, if we have or had issues with recognition we can change this by acknowledging our barriers. By doing this we can move on to using our experience and apply it to others
As a supervisor in the military, I encountered an airman who had all the right qualifications according to the Air Force, but he was not able to complete his contracted term of six years. He survived basic training and a pretty intense two month technical school, but he only lasted two years in the Air Force before he was asked to leave. To work in the Public Affairs career field, he had to score well on the military entrance exam which means he demonstrated the cognitive abilities – a usual predictor of success. However, he was separated from the Air Force because of his poor social skills. This paper will discuss whether the airman's Emotional Intelligence (EI) could have been improved and the importance of a high EI to an organization.
Emotional intelligence operates under four theoretical domains and their respective competencies that are essentially classified under two divisions: personal competence and social competence (Goleman, et al, 2002, pg. 39). These broader competencies do not describe leadership talents, but learned abilities that describe how effectively the leader manages intrapersonal and interpersonal relationships (Goleman, et al, 2002). The assumption is that if the leader is thoroughly competent in an intrapersonal sense---meaning, among other factors, he or she is appropriately self-aware, transparent and adaptable---the leader will have better interpersonal insight into his or her subordinates (Goleman, et al, 2002). This social competence delineates more specific qualities including a strong sense of empathy, service, influence, and collaboration (Goleman, et al, 2002). In terms of leadership effectiveness, these competencies are not only ideal,...
Emotions are frequent companions in our lives. They come and go, and constantly change like the weather. They generate powerful chemicals that create positive and negative feelings, which have a powerful effect on leadership. Some emotions can either facilitate leadership, while others can detract from successful leadership. This course, Emotionally Intelligent Leadership, has truly opened my eyes to the affects that emotions have on being an effective leader. Peter Salovey and John Mayer defined emotional intelligence as “the ability to monitor one’s own and other’s feelings and emotions to use the information to guide one’s thinking and actions” (p. 5). This definition in itself states that emotions, whether it be ones own emotions or those of others, is the underlying factor that directs the actions of a leader. Therefore, throughout the progression (advancement) of this course, I have learned the importance of the development of emotional intelligence for being an effective leader, and because of this I plan on developing the capacities that contribute to being an emotionally intelligent leader for my own success, now and in the future.
Goldman (1995) discusses how leaders with high emotional intelligence are able to assess, identify, and predict others emotions while being able to effectively manage their own feelings as they interact with others. Leaders who have high emotional intelligence have the abilities to motivate oneself and persist during difficult situations, they are able to control impulses or emotions, they are capable of regulating their moods, they are able to think during difficult situations as well as empathize with others. This type of leader is able to not only recognize their own emotions, but also recognize the emotions and well-being of people around them. The author describes the importance of listening to others, being self-aware, using self-regulation,
(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
Emotional intelligence is the ability to gauge your emotions as well as the emotions of those around you, to make a distinction among those emotions, and then use that information to help guide your actions (Educated Business Articles , 2017). It also helps us consciously identify and conceive the ways in which we think, feel, and act when engaging with others, while giving us a better insight to ourselves (Educated Business Articles , 2017). Emotional Intelligence defines the ways in which we attain as well as retain information, setting priorities, in addition to regulating our daily actions. It is also suggested that as much as 80% of our success in life stems from our
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.
Khalili, A. (2012). The Role of Emotional Intelligence in the Workplace: A Literature Review. International Journal Of Management,29(3), 355-370
The ability to express and control our own emotions is vital for our survival in society and the work place but so is our ability to understand, interpret, and respond to the emotions of others. Salovey and Mayer proposed a model that identified four different factors of emotional intelligence (Cherry, 2015).
In his 1998 article “The Emotional Intelligence of Leaders,” Daniel Goleman presented an argument for public and private sector leaders to consider the merits of a leader possessing emotional intelligence in order to create a cohesive work environment. For Goleman, emotional intelligence is the ability to recognize emotion both within oneself and within others, understanding the impact emotions have on others and leveraging this intelligence to assist others and create a positive environment. This form of intelligence, in conjunction with innate intelligence, Goleman advised, is required to make an effective leader.
We probably all know people, either at work or in our personal lives, who are really good listeners. No matter what kind of situation we're in, they always seem to know just what to say – and how to say it – so that we're not offended or upset. They're caring and considerate, and even if we don't find a solution to our problem, we usually leave feeling more hopeful and optimistic. We probably also know people who are masters at managing their emotions. They don't get angry in stressful situations. Instead, they have the ability to look at a problem and calmly find a solution. They're excellent decision makers, and they know when to trust their intuition. Regardless of their strengths, however, they're usually willing to look at themselves honestly. They take criticism well, and they know when to use it to improve their performance. As a case in point, I will evaluate my former manager on each of the five components of emotional intelligence. First, she had high levels of self-awareness. For examp...
The first model is the “mental ability models” that focus on the aptitude for processing affective information, though the second model, “mixed models,” conceptualizes emotional intelligence as a diverse construct that includes aspects of the individual’s personality but also the ability to perceive, assimilate, understand, and manage emotions. The “mixed models” include motivational factors and affective dispositions. Employers who conceptualize emotional intelligence as a well-defined set of emotion-processing skills aim to assess emotional intelligence through objective, performance test (Mayer, Caruso, & Salovey, 1999, 2000). In comparison, employers that see emotional intelligence as encompassing multiple aspects of personal functioning aim to measure emotional intelligence through self-report protocols of the employee (Bar-On, 1997; Boyatzis et al., 2000; Goleman, 1995). Emotional competencies are capabilities that can be learned, based on emotional intelligence, thus results in outstanding performance at work (Goleman, 2001). Emotional intelligence may determine a person’s potential for learning practical job-related emotional and social skills, the level of emotional competencies manifested by that person shows how much of that potential they have actually realized. It’s also emotional competence that aids the learning of job-related skills which then translates emotional intelligence into on-the-job
Sy, T., & Cote, S. (2004). Emotional intelligence: A key ability to succeed in the matrix organization. Journal of Management Development. 23(5). 437-455
Fernandez-Araoz C.(2001) The challenge of hiring senior executives, The emotionally intelligent workplace: how to select for, measure, and improve emallenge emotional intelligence in individuals, groups, and organizations, Jossey-Bass Ch.6
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).