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Emotional intelligence managers essay paper
Emotional intelligence at workplace case study
About emotional intelligence
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The book I chose to read for this assignment was “Primal Leadership: Learning to lead with emotional intelligence”, written by Daniel Goleman, Richard Boyatzis, and Annie McKee. The theory of primal leadership is based on years of research on emotional intelligence, brain research, and leadership styles. The research found that the effectiveness of a leader is based on their emotional intelligence and it directly correlates to the overall success of an organization. There are four dimensions of emotional intelligence; self-awareness, self-management, social awareness, and relationship management (2013).
Self-awareness includes emotional self-awareness. Leaders who are high in emotional self-awareness are attuned to their guiding values,
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Integrity is important when being a leader, being transparent is remaining open to others about your feelings and beliefs, while remaining open about how you are going on act on those feelings and beliefs. This also includes being honest about your mistakes and confronting unethical behavior and not ignoring it or sweeping it under the rug. A leader who is adaptable is able to balance many tasks without losing focus. Another component of self-management is achievement. Leaders who focus on achievement have high standards not only for themselves but also for those they lead. They have the ability to take initiative and know what it takes to control their own destiny while remaining optimistic, they view roadblocks as opportunities rather than as a setback (Goleman et al, …show more content…
This dimension includes leaders who inspire, influence, have the ability to develop others, are catalysts of change, are able to manage conflict, and value teamwork and collaboration. Leaders who inspire are able to create resonance and lead people with a compelling vision and mission. They are persuasive and engaging and have a genuine interest in who they are working with. These leaders want to understand a person’s goal and their strengths and weaknesses. This is important because it also allows the leader to be a strong advocate for change and to know how to overcome barriers to change. When faced with conflict, a leader with emotional intelligence is able to understand differing perspectives and find a common ground for everyone to work from. This leads people to work as a team (Goleman et al,
Emotional intelligence (EI) plays an important role in every worker in organization or corporation, especially someone with the authority or power inside the organization. A leader has to become a source of inspiration and catalyst for the employee to improve their working condition. One true leader has the ability to read what people want even though it never being told (Meghan, 2014). This will allow the employee to build a good connection and relationship between the leaders, thus improve how the organization being conducted. Some people may denied that emotional intelligence did affect ones’ performance, but big corporation such as Google and Microsoft have implemented emotional intelligence in their working condition as a way to improve the organization performance. Chadha (2013) emphasize that there are 4 key element in emotional intelligence; self-awareness, self-management, social-awareness and relationship management. Within these four elements, one element that truly related between a leader and employee is relationship management.
For instance, Allio (2005) asserted that leadership effectiveness cannot be taught, but is learned by driven individuals with the essential leadership approach or traits. Degeling and Carr (2004) concurred by adding that a leader’s growth is built on a foundation of cognitive, socio-emotional, and behavioral skills. Degeling and Carr (2004) posited that SAHC leader improvement is instituted on a ground of cognitive, socio-emotional and behavioral skills. Goleman (1998) stressed that a person can have unsurpassed trainings in the world, including analytical mind, and an infinite resource of clever thoughts, however, without (EI) emotional intelligence; the person will not make a great leader. Equally, Hagenow (2001) concluded that El is indispensable for healthcare leaders in the MDC world. Therefore, SAHC leadership must demonstrate EI to manage the MDCs that confront its leadership. In order to excel, in a leadership capacity, leaders must exhibit both technical and functional capability capabilities as well as EI (Dykeman, 2006). These competencies, sustained by leader attributes such as self-awareness, creativity, trust, openness, and practical, social and general intelligence, provide the basis for leadership (Amagoh,
Goleman (1998) described charismatic leaders as being able to control their emotions as well as understand the emotions of the team, displaying an idea termed “emotional intelligence.” Using this knowledge, leaders have the ability to mold and influence a team. Teams react with high self-esteem and...
This model describes what makes up an authentic leader by saying, “Authentic leaders demonstrates their purpose, practice their values consistently, and lead with their hearts as well as their heads” (George et al. 152). The Authentic Leader Model also talks about balancing intrinsic and extrinsic motivations. A leader must know what drives them based on internal motivations and external factors. The drive that a leader demonstrates will reflect and spread to your subordinates (George et al. 152). The aspect of drive through intrinsic and extrinsic motivation in the Authentic Leader Model relates to the tenet of being a determined leader. If a leader has their intrinsic and extrinsic goals established, then he or she will be able to lead the group towards the direction they envisioned. Additionally, when directing your team towards a goal, it is vital to also help those under you to accomplish their personal goals as well. That is what Coach Marcelo did a great job on. A man by the name of Daniel Goleman in the Military Course Reader believed that all special leaders share a common trait which is emotional intelligence (Goleman 102). The five components of Emotional Intelligence are self-awareness, self-regulation, motivation, empathy, and social skill (Goleman 103). In particular, the motivation portion of emotional intelligence is seen in this tenet. Through the determination that a leader displays, his or her subordinates will become motivated to accomplish the goal. This motivation is defined as having a passion to work for reasons that go beyond money or status (Goleman 103). A way to possibly enhance the motivation you may have is through the bases of power. Within the determination to achieve a goal, a leader can be informational and influential through rational persuasion. This way, you will have more success in developing your subordinates through information and
Phillip V. Lewis remarks that emotional firmness is indicated in the way leaders deal with people. This strength is expressed in understanding, trust, confidence, tolerance, loyalty, and sympathy. Phillip V. Lewis continues by providing eight traits which characterize a mature leader: First, have tact and get along with people. Second, they avoid interfering in others’ affairs. Third, they constantly accept change because of their underlying security. Fourth, they do not blame others when things go wrong. Fifth, they are able to develop a solid esprit de corps (a feeling of pride, fellowship and loyalty with a particular group) because they work well as part of a team. Sixth, they handle criticism and differences in others. Seven, they are
386). Furthermore, research suggested that people who scored a high level of extraversion, conscientiousness, and openness to experience on the Big Five personality test have an advantage with regards to leadership effectiveness (Robbins, Judge, 2009, p. 386). However, according to the week 6 presentation, having certain personality traits does not mean you will be a great leader (Fischer, 2009). Instead, research shows that a high level of emotional intelligence is associated with effective leadership because the leader is able to show their ability to influence by caring about the people around them (Fischer, 2009). In an article by Business Perspectives & Research, a test was completed on the effects of emotional intelligence, in which these managers displayed, “superior performance to their lower EQ peers both in terms of contextual (teamwork and cohesiveness) performance and task performance (quality of job completed)” (Dabke, 2016). In my professional experience, the leaders who can show they truly care about their employees retain a higher level of loyalty and dedication with a positive attitude. This is also similar to a Bible story in John 13, where Jesus washes the feet of his disciples – his humility and servant attitude showed that he genuinely cared for his followers, which inspired a deeper covenantal relationship with him (ESV). ?This is quite
This opens the floodgates to leadership development, as opposed to simple psychometric assessment that sorts those with leadership potential from those who will never have the chance.” This theory does not seek inborn traits or capabilities; rather they look at what leaders actually do.(Changing minds). Behavioural theory suggests that leadership requires a strong personality with a well-developed positive ego; self-confidence is essential.(Boundless,
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
When considering emotional intelligence in the context of leadership, emotional intelligence represents the “people skills” held by effective leaders (Riggio et al.). In understanding why emotional intelligence is critical to effective leadership, one study suggested that this is because “leaders need to understand their own emotions and the emotions of followers in order to encourage and motivate others and to encourage follower creativity. In addition, the quality of leader and follower relationships is dependent on leader emotional intelligence” (qtd. in Riggio et al.) Leaders with high emotional intelligence understand that leadership is about building people up and supporting them. By creating an inspiring environment, effective leaders encourage employees to achieve their goals. High emotional intelligence also helps leaders to regulate their emotions, which is essential when handling stressful situations. Assertive leaders use emotional intelligence to put thought behind their actions, and they understand the consequences of their behavior on others. They use their high emotional intelligence to satisfy their own needs and the needs of their employees while maintaining respect, and do not put other people down in the name of organizational
Inspire a Shared Vision- leaders believe that they can make a difference in getting others excited and drafting them into their dream and the future possibilities.
True self-awareness and true acceptance are key essentials to effective leadership and effective development. True self-awareness is the clear understanding of one’s personality and how he or she is perceived by others. True acceptance is not only understanding our core personality but embracing it from our shadows, strengths and our low precursors. To my surprise, I was having a difficult time in this early stage of leadership development.
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...
Perhaps the most important qualities of a leader are passion and motivation. Especially when leading a group for a particular cause, a leader must be personally attached to that cause. Dr. Martin Luther King Jr., for example, is a legendary leader because he fought for a cause that directly affected him. had he not been pushing for a personal reason, his actions would not have been as passionate. This would have caused a lack in motivation, another essential leadership quality. A leader faces many roadblocks and opposition and thus, must be motivated to continue fighting and leading. A leader’s attitude and opinions are valued by the group and therefore, if a leader is motivated, the group will be, too. The continued actions and successes, no matter how small, which move the group closer to its goal also help its motivation and drive.
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.