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Social emotional intellectual development
How emotional intelligence affects leadership
How emotional intelligence affects leadership
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Recommended: Social emotional intellectual development
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
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).
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,
He concluded that individuals who exhibit these skills are more successful than those that don’t. Emotions are universal – swing emotions (anxiety and anxiety can go both ways). People have to learn to convert fear and anxiety in to an energy to create a positive energy. It can encourage you or derail you. The emotional intelligence blueprint forces us to “take action” and develop our own emotional intelligence. He concedes that there are three common emotions that everyone feels on a daily basis: frustration, anxiety and enthusiasm (Weisinger, 2010 ). We all have the same emotions, but we express them differently. Applying emotional intelligence can include: observing your actions, being entuned to your intentions, and learning to relax. Managing anger includes realizing what is wrong and acknowledging that you are angry, in addition to asking yourself if you may have interpreted the other persons actions incorrectly and therefore may have over reacted. He also suggests that clarifying our feelings of doubt, in addition to coming to terms with the idea that there are going to be periods of uncertainty will help to alleviate anxiety (Weisinger, 2010 ). During periods of dejection/disappointment he suggests acknowledging your feelings and seeking a reliable support system that can help you reassess your goals. Weisinger suggests when feelings of fear begin to creep in people should acknowledge that they are experiencing the emotion and then evaluate the nature of the threat to determine if they are indeed scared or just overly concerned (Weisinger, 2010
(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
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.
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).
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...
Emotional intelligence (EI) has varying definitions, but they all have one’s ability to perceive and understand emotions in common. Emotional intelligence (EI) can be defined as “the capacity to reason about emotions, and of emotions to enhance thinking” (Sadri, 2012). This includes the abilities to accurately recognize emotions, to access and cause emotions to assist though, to understand emotions and emotional knowledge, and to regulate emotions to promote growth emotionally and intellectually (Sadri, 2012). It also refers to one’s ability to understand and relate to others. However, the most recent definition is “the ability, capacity, skill, or potential to feel, use, communicate, recognize, remember, describe, identify, learn from, manage, understand and explain emotions” (Assanova & McGuire, 2009).
In the early 80s, the concept of social intelligence resurfaces under the theory of multiple intelligences presented by Howard Gardner in which interpersonal and intrapersonal intelligences were included. Interpersonal intelligence was defined as having the ability to understand the feelings of others, whereas intrapersonal intelligence focuses on understanding one’s own emotions (Cartwri...
Emotional intelligence has become popular recently. Emotional intelligence involves a set of conceptually related psychological processes that include processing affective information. Among these processes include the appraisal and expression of emotions, assimilations of emotions in thoughts, understanding emotions, and regulating and managing emotions. The most widely accepted definition of emotional intelligence is “the ability to monitor one’s own and others’ emotions, to discriminate among them, and to use the information to guide one’s thinking and actions” (Salovey & Mayer, 1990, p. 189). In a variety of occupational settings emotional self-awareness, regulating emotions in the self, social awareness of emotions and empathy, regulating
Sy, T., & Cote, S. (2004). Emotional intelligence: A key ability to succeed in the matrix organization. Journal of Management Development. 23(5). 437-455
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.