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Essay on importance of emotional intelligence
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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.
When I think of effective leaders, I think of leaders with strategies, visions, or powerful ideas. However, this course has taught me different. While strategies and ideas are necessary for being a leader, it takes emotional intelligence for a leader to be successful. Emotional intelligence is essential for social and professional competency in any field, especially in the healthcare field where feelings affect individual as well as institutional health. As an individual going into the healthcare field, I must possess the ability to perceive, use, understand, and manage emotions, as it will se...
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... they are surrounded by authentic leaders. They know their work is valued, their input is valued, and their time is valued. Thus, listening to others serves to be beneficial in multiple ways. Furthermore, actively listening to others improves a leaders ability to effectively manage team conflict and improve group dynamics. By listening to the team and understanding the issues that are occurring, a leader can provide control and guidance to the team through effective conflict resolution skills and in turn attain a more productive and cohesive team. Group dynamics continue to improve when utilizing great listening skills as a leader because team members become more engaged and talkative as they air out any internal information. The ability to listen will truly make someone a great leader for these reasons and may more as they all tie into everything you do as a leader.
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,
Taking the views of the different authors into consideration, it is possible to conclude that the skills and abilities of emotional leadership can be developed, nurtured and taught. In order to teach emotional leadership it is important to understand (referring to par. 2.3.5. on p.17) that emotional leadership is derived from basic elements that operate like hierarchical building blocks (see
(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
Validity is the extent to which a test measures what it claims to measure. It is essential for a test to be valid in order for the results to be accurately applied and interpreted. Validity isn’t determined by a single statistic, but by a body of research that demonstrates the relationship between the test and the behavior it has set out to measure.
The intangibles, culture and motivation, are Ms. Nooyi’s key to success. As a leader, she has the ability to motivate especially utilizing emotional intelligence. Emotional intelligence is the ability to perceive, understand, and use emotion as a base of information (Salaeditor & Mount, 2006). Ms. Nooyi firmly believes that “leaders must have different skills which includes the ability to work closely with public official and exhibit emotional intelligence towards employees” (Shahida & Mohanty).
People who have high levels of emotional intelligence recognize and can put up with the emotional wrecks of themselves and others. Assessing situations, developing alternative plans of action and identifying key issues are all qualities of strategic thinkers. Being able to view the big picture is important for leaders, and leadership courses help individuals obtain the knowledge necessary to create plans by means of strategic thinking. In order to become leaders, individuals have to be able to enact new strategies. Leaders must be able to communicate and it is the most important
I would definitely talk to the people that are running the contest and inform them of situation and the plagiarism that went on. I would then talk to the person that was doing the plagiarizing and let them know of my disapproval as well as let that person know that I had talked to the people running the contest and informed them of the situation. I think that a person with high emotional intelligence would have handled the situation as I did. A person with medium emotional intelligence would have probably done all of the same things but in more of a (“in your face”) confrontational way. A person with low emotional intelligence would have probably just confronted the person doing the plagiarizing in a violent and confrontational way.
Not only will you learn yourself and your personal leadership style, but you will learn about the individuals you are leading, allowing you to connect to them as a more empathetic leader. Effective listening is a skill all leaders must possess, it gives leaders the ability to build trust in cohesive teams, it allows them to communicate more efficiently with followers by gaining and understanding pertinent information,, and becoming a proactive conflict resolver by solving the problem at its root. All of previously stated traits would, undoubtedly, result in a more effective and trustworthy leader. A cohesive team is a direct result of effective listening, this skill will implement a functioning ‘trickle down’ system.
Another important component to being an effective leader is communication and the ability to reason about emotions to enhance thinking. Emotional intelligence, a concept that has continually evolved since it was first introduced, is a complementary tool possessed by many nursing leaders. Emotionally intelligent leaders possess the skills necessary to manage their own emotions as well as those of the people who they work with (Heckemann, Schols, & Halfens, 2015). Although emotional intelligence and communication is essential in any field, it may be more important in healthcare where feelings “affect individual as well as institutional health” (Feather, 2009, p. 379). Emotional intelligence enhances the
"Emotional intelligence" is starting to find its way into companies, offering employees a way to come to terms with their feelings -- and to perform better. But as the field starts to grow, some worry that it could become just another fad.
RATIONALE: (lesson justification - why the students need to learn these topics) How can someone relate the following words, followers, participants, collaborators, constituents, leaders, facilitators, and change agents? These words can be used to describe someone who has shown signs of a leader. Leadership can be defined as a relational and ethical process of people trying to make a positive change for the good of a group. Leadership is a critical part of education for students.
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.
Executive’s emotional intelligence (EI), insight, and authority aptitudes have a clear connection to their particular execution. New research demonstrates that an executive 's passionate style drives other people 's inclinations and practices (Goleman, Boyatzis, and McKee, 2015). Only in recent years has there emerged a scientific model of the emotional mind that explains how so much of what we do can be emotionally driven. Individuals can be so reasonable at one moment and so irrational the next. Emotions can be experienced and deployed intelligently and skillfully or not so intelligently and skillfully (Goleman, 2005). The skill that allows one to understand, deploy and use emotions is called emotional intelligence (Goleman,
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 Emotional Skills Assessment Process (ESAP-I) will focus on the variables that comprise emotional intelligence. The Emotional Skills Assessment Process (ESAP-I) will generate data that could bring light to any discrepancies. The Multifactor Leadership Questionnaire (MLQ) assesses leadership competencies and enables the participants to gain insight on how they are viewed as leaders within the organization. The hypothesis and the null hypothesis attempt to address the specific emotional intelligence skills that contribute to transformational leadership. The following research question and hypotheses will be dealt with in the