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Similarity and differences of leader-member exchange
Uk essay on emotional intelligence and leadership
Uk essay on emotional intelligence and leadership
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The premise of emotional intelligence in leadership is that emotional intelligence should be the premise of leadership. Before tasks, followers, goals and styles can be defined or critiqued, the leader’s emotional intelligence must first be assessed (Goleman, Boyatzis & McKee, 2002, pg 5). Emotional intelligence then becomes the predictor of how effectively the leader will be able to lead in any given situation, set of tasks or followers. In this paper, the author will compare this premise of emotional intelligence with the Leader-member exchange (LMX) theory and the situational approach to leadership (Northouse, 2010). Also, the author will evaluate, in terms of resonance and dissonance, how appropriately an emotional intelligence model would function in a higher education environment. 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,... ... middle of paper ... ...the author believes that the comparison of the Leader-member exchange, the situational approach to leadership, and the premise of emotional intelligence has uncovered important leadership truths that may not be mutually exclusive. Surely the enigma of leadership is that it contains many truths, with the only universal truth being that none are universal, but empirically sound to aid the leader in guiding followers and the institutions they comprise. References Bolman, L. G. & Deal, T. E. (2008). Reframing organizations: Artistry, choice, and leadership, 4th Ed. San Francisco: Jossey-Bass Goleman, D., Boyatzis, R., McKee, A. (2002). Primal leadership: Realizing the power of emotional intelligence. Boston: Harvard Business School Publishing. Northouse, P.G. (2010). Leadership theory and practice. 5th Ed. Thousand Oaks: Sage Publications.
Bolman, L. G. & Deal, T. E. (2013). Reframing organizations: Artistry, choice, and leadership. San Francisco, CA: Jossey-Bass.
This concept suggests that emotions begin with the ability to identify and manage emotions in ourselves and in others, but it extends also to the ability to translate these emotions into actions that show flexibility and personal and social problem solving ability. For leadership communication, emotion is as important as the core skills of strategy development, writing, and speaking. “Emotions accounts for 85% of what distinguishes the stars in top leadership positions from low-level perfo...
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.,
The purpose of this paper is to reflect on “the five discoveries” from the book, Primal Leadership: Realizing the Power of Emotional Intelligence and apply them to my personal leadership development and style.
In the last decade, we have been witness to a particular growing body of research regarding the importance of emotional intelligence for successful leadership. Scholars have noted that social skills are essential for executive level leaders because as individuals ascend the organizational hierarchy, social skills or intelligence becomes an increasingly relevant determinant of who will and will not be successful (Hooijberg et al. (1997), Zaccaro, 2001).
Emotional intelligence, or EI, has begun to make head way in the nursing world in its tie to leadership. Nurses are people, so they experience emotion just like every other person. Their work is stressful and trying, it provokes emotion due to the environment and situations at hand. The ability to recognize one’s own emotions, along with those that present in others is an important skill (Morrison, 2008). Being able to recognize emotions makes it easier to manage our lives and our relationship with others. These are the aspects that make a person competent enough to say that they have emotional intelligence. Supporters of emotional intelligence believe that EI may be more valuable in determining a good leader than intellectual intelligence, or IQ (Faguy, 2012). The ability to assess one’s own EI is vital and that is what this paper will consist of is my own capacity to assess myself.
Throughout the years we have seen significant changes in “Corporate America,” changes that have seriously impacted those in the workplace and consumers as well. It is a dog eat dog world out there due to the economic stresses of today. This daily struggle to survive in the workplace has affected the lives of everyone involved as interpersonal skills are declining especially among company executives. Are academic institutions to blame for this obvious lack of concern for others in the workplace? It has been suggested in the following studies that higher level education is lacking in regard to the study of emotional intelligence and empathy within their business leadership programs. Empathy is defined as, “the feeling that you understand and share another person's experiences and emotions: the ability to share someone else's feelings,” (Merriam-Webster, 2014). Emotional intelligence and empathy will be observed throughout this paper as a result of two separate studies, each were conducted with regard to leadership. Please note that the first article focuses on these issues through a secularist worldview while the second article embraces a Christian worldview. Although the issues are the same, the methodologies are somewhat different.
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.
As the psychological understanding of emotional intelligence becomes more understood, it becomes more recognized for its ability to create successful leaders. But like other sources of power, its great ability can be used for bad. During the creation of the atomic bomb, made to protect nations being attacked by Nazi Germany, Einstein, while a great promotor of science, criticized the creation, warning of the destruction this weapon if it were to fall into the wrong hand. Could this also be true for emotional intelligence? Could one’s ability to sense and use the feelings of themselves and others create circumstances that could be used maleficently? The possibility is very real. Emotional Intelligence used for good: Transformational Leadership.
The development of interpersonal skills of the team members can be made possible through the management of emotional intelligences by the team members. Organizations, looking for a successful future, need to develop employees’ emotional intelligence skills to work effectively in the organization. (Bob Wall, 2008). Recent findings suggest that emotionally intelligent persons are better performers than their counterparts (Law, Song, & Wong, 2004; Van Rooy & Viswesvaran, 2004). Numerous authors have theorized that emotional intelligence contributes to people’s capacity to work effectively in teams and manage work stress (e.g. Caruso & Salovey, 2004; Goleman, 1998). Emotional intelligence may also contribute to work performance by enabling people to regulate their emotions so as to cope effectively with stress, perform well under pressure, and adjust to organizational
Emotional intelligence is the ability to accurately perceive emotions in self and others, to identify different emotional responses, and to use emotional information to make intelligent decisions (Goleman, 2000). A leading expert on EQ finds, “people good at managing relationships tend also to be self-aware, self-regulating, and empathetic” (Goleman, 2000, p. 33). Emotional intelligence is especially important “at the highest levels of the company, where differences in technical skills are of little importance. In other words, the higher the rank of the person, the more emotional intelligence capabilities are needed for decision making effectiveness” (Goleman, 1986, p. 94).
Daniel Goleman crafted this idea of leaders needing high emotional intelligence; he believes if a leader is incapable of driving emotions in the right direction, it does not matter how many other things go right, they will not be able to complete their goals as well as they should have. Goleman explains how, “Emotional intelligence is carried through an organization like electricity through wires.” I completed the “What’s My Emotional Intelligence Score?” assessment and scored a 43 out of 50 possible points, which indicates that I have fairly high emotional intelligence. Some of the questions asked included things such as: “I’m very good at handling myself in social situations” and “When people share their problems with me, I’m good at putting myself in their shoes.”
Have you ever been emotional when leading others ? There are three components of emotional intelligence that a leader must know and have. First, a leader must to show empathy. Secondly, recognizing limitations before involving themselves into the situation. Thirdly, emotional stability is important for a leader to have. Leaders must have empathy, recognize limitations, and have emotional stability.
Mixed model introduces emotional intelligence as a set of competencies and skills which anchors leadership performance (Goleman, D. (1998)). This model outlines five constructs- Self-awareness, Self-regulation, Social skill, Empathy and Motivation. Goleman includes an array of emotional competencies in each Emotional intelligence construct. Emotional competencies are learned capabilities rather than innate talents, and thus should be worked on and developed to achieve enhanced
Emotional intelligence is a skill which is considered critical for leaders and it set exceptional individuals apart. Leaders who display emotional intelligence are more likely to have better results within the organization. Emotional intelligence is a soft skill that enables a leader to motivate a team. Emotional intelligence and motivation are also interrelated concept supported by their definitions. The term motivation is a driving force which is used by individuals to reach some goals or to meet some expectations and requirements. A goal cannot be reach if the ability to understand and manage our emotions, and those of the people around us is not properly managed. Thus, it takes a leader who evaluates and controls their emotions to have the drive and motivation to lead a team or complete a