Importance of Emotional Intelligence for a Leader in Today’s Business Consultancy Industry

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Emotional Intelligence is said to be necessary to move beyond middle management, therefore it must be an essential soft skill for senior management (Chynoweth, 2009). Modern companies, such as Deloitte have taken a keen interest in EQ, and it has quickly become more apparent in managerial literature (Vigoda-Gadot & Meisler, 2010) for its potential of developing employees and helping them “reach the next level”.

EQ theories and models were originally developed in the 70s and 80s by psychologists Howard Gardner, Peter Salovey and John Mayer, however it was with Goleman’s 1995 book ‘Emotional Intelligence’ that it rose to prominence. He described the 5 key elements involved with EQ, self-awareness, self-regulation, motivation, empathy and social skill (Goleman, 1998). These are all basic human characteristics, but Goleman found that Emotional Intelligence became an increasingly important part of decision making and leadership skills at the highest levels of companies, stating that the difference between “star performers” and average employees was comprised of 90% attributes linked with EQ (Goleman, 1998).

This theory helps us to quantify EQ, and through Goleman’s work he has developed tests or likely signs to measure an individual’s ability. In a 1996 study, it was found that divisions within a certain company would outperform yearly earning goals by 20% if their senior managers possessed a “critical mass of emotional intelligence capabilities”, conversely senior managers without this critical mass would underperform by a similar percentage (Goleman, 1998). Goleman believes EQ to be a personality model, whereas others have suggested ability and mixed ability models (Salovey & Mayer (1990); Bar-on (1977), Dulewicz & Higgs (2000)...

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Goleman, D. (1998) ‘What Makes a Leader?’, Harvard Business Review, Vol. 76, Issue 6, pp. 93-102

McCall Jr. & Morgan W. (2004) ‘Leadership development through experience’, Academy of Management Executive, Vol. 18, Issue 3, pp. 127-130

Meisler, G. & Vigoda-Gadot, E. (2010) ‘Emotions in Management and the Management of Emotions: The Impact of Emotional Intelligence and Organizational Politics on Public Sector Employees’, Public Administration Review, Vol. 70, Issue 1, pp. 72-86

Mishra, P. & Mohapatra, A. (2009) ‘Emotional Intelligence in the Occupational Settings: A Literature-Based Analysis of the Concept and its Measurement’, South Asian Journal of Management, Vol. 16, Issue 3, pp. 86-103

Webb, K. (2009) ‘Why Emotional Intelligence Should Matter to Management: A Survey of the Literature’, SAM Advanced Management Journal, Vol. 74, Issue 2, pp. 32-41

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