Emotional intelligence is popularly referred to as EQ or EI. It is used in referring to a set of social and emotional skills that are part of influencing the way contributors that are individual express and perceive themselves, maintain and develop relationships that are social, how they cope with challenges and also use information that is emotional in a meaningful and effective way. It is the ability to manage and understand a person owns emotions and those of the people that are around him (Goleman, Boyatzis, and McKee, 2013). Persons with a higher emotional intelligence have a direct access of what they are feeling, what is the meaning of those feelings and how those feelings can affect other people. For any contemporary leader to be successful …show more content…
The main argument about emotional intelligence is that it is more of an amorphous concept that relates to how well people play with others (Kirkland, 2011). It has to be made up of specific measurable and observable social and emotional skills that have a direct impact on the way people express and perceive themselves, maintain and develop social relationships, how they cope with challenges and how they use the emotional information in a meaningful and effective way. The process through which EI has an impact on the leadership within an organisation is to how issues relating to the organisation are handled to create a high performing culture within it. The paper intends to discuss the role of emotional intelligence in the deployment of both transactional and transformational leadership styles in the contemporary organisations, how the two types of leadership styles use emotional intelligence when executing their core functions within the organisations and will also provide recommendations on some of the best practices that the leadership styles can deploy whilst using emotional intelligence in the execution of their duties (Bond, …show more content…
A self-motivated leader will work tirelessly and consistently towards the achievement of their goals and have high standards that are extreme for their work quality. The leaders should continuously be reexamining why they are doing their job, which can help in improving motivation for them. The transformational leaders should be able to motivate people so that they can buy into and hence deliver the vision (Bradberry and Greaves, 2009). They should start with the mission statement of the organisation where the leader should appeal to the values of the people hence inspire them to go in the direction in which the leader wants to take them and give valid reasons. In contemporary organisations transformational leaders using emotional intelligence should always be aware that nothing of importance can happen unless they are able to encourage people employing different types of motivational tools to bring out the best in the people that they are
Emotional intelligence is a new way of thinking about success in life and especially in leadership. Emotional intelligence (EQ) is the ability to identify, use, understand, and manage emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges, and defuse conflict. Emotional intelligence impacts many different aspects in daily life, such as the way we behave and the way we interact with others. The benefits of higher emotional intelligence are it easier to form and maintain interpersonal relationships and to fit in to group situation. And it’s also better of understanding their own physiological state which can include managing stress effectively and being less likely to suffer from depression.
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,...
...ffective leadership and why it is believed that people with high emotional intelligence are more effective leaders. Knowing that emotional intelligence is something that can be learned, developed, and improved upon over time really shows that it is possible to become both a successful and effective leader. As I mentioned in the beginning of this paper, anyone has the ability to become a leader. Anything is possible as long as you have the heart and dedication to believe in it and everyone can be a leader no matter what.
Emotional Intelligence, also known as ‘EI’, is defined as the ability to recognize, authoritize and evaluate emotions. The ability to control and express our own emotions is very important but so is our ability to understand, interpret and respond to the emotions of others. To be emotionally intelligent one must be able to perceive emotions, reason with emotions, understand emotions and manage emotions.
(Yoder-Wise, 2015, p. 7). Emotional intelligence involves managing the emotions of others while owning personal emotions. According to Skholer, “Researchers define emotional intelligence (EI) as the ability to recognize/monitor one’s own and other people’s emotions, to differentiate between different feelings, and to use emotional information to guide thinking, behavior, and performance.” (Skholer & Tziner, 2017).
Emotional Intelligence is the ability of awareness and understanding of an individual towards the others signal and emotion, in order to display a positive and accurate feedback. Identify effectively human being’s reaction and emotional would prepare the leaders to handle with different situation in an impassive manner. Emotional Intelligence indicate its self in five categories: self-awareness, self-regulation, motivation, empathy, and social skills.
“Two men looked up from the iron window. One saw the mud, and the other saw the stars. Life is a mirror, you smile, it also smiles; you cry, it also cries.” (Thackeray) “It depends on how we look at them.” (Morton) Emotional intelligence is the ability for one to monitor their emotions and use information about those emotions to guide one’s thoughts and behaviors.
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.
(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
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.
Emotional intelligence or the ability to recognize your own emotions and those of others and react to it, is used immensely throughout life. With great emotional intelligence you can handle whatever life throws your way. To be a great leader, strong emotional intelligence is needed because of the diverse personalities in the group. Being not only able to understand the emotions that others express but being able to react and assist in anyway possible is essential if you desire to be looked up to and appreciated as a leader. During my freshman year, I was the captain of my junior varsity soccer team and strong emotional intelligence was necessary.
Emotional Intelligence (EI) has been defined as the focus on such competencies as self-awareness, self-management, social awareness, and relationship management (Goleman, 2006, p. 16). It is the ability of the leader to manage emotion both in themselves and others. Emotional Intelligence has also been defined as an awareness of his or her own emotions, together with an awareness of the emotions of others and the ability to manage them and act appropriately (Psilopanagioti et. al, 2012, p. 2). Leaders who understand the importance of Emotional Intelligence know that emotions are contagious and controlling them is the key to driving performance and goal achievement.
Emotional intelligence depicts an individual’s ability to manage and understand their personal relationships with others (Dabke, 2016). Emotional intelligence requires one to monitor their personal thinking and that of others, coupled with their actions. Subsequently, an individual with emotional intelligence must be able to perceive their emotions accurately and be able to express them prudently. It requires one to regulate their emotions, promote them, and facilitate intellectual growth. Consequently, different aspects of emotional intelligence bring about success in leadership.
Emotional intelligence serves as the genesis of human relationships (Tudor, 2015). Emotional intelligence (EI) according to Robbins & Judge (2010) is defined as the ability of an individual to be able to admit or notice his or her emotions as experienced per time, observe or recognize other people’s emotions and be able to control emotional clues. Similarly, emotional intelligence is when an employee is able to recognize his/her emotions in the place of work and at the same time able to understand, recognize what trigger other people’s emotions (Karimi et al, 2017).
Emotional intelligence: This is most difficult concept to understand and master. This is the ability of the individual to manage the emotions of their own and of others. It can also be termed as “steer smarts” which is mostly possessed by executives of the company in order to maintain the relationship within the company as well as with the stakeholders. There are four important features of EI models are: