Introduction
Malaysia has seen an increasing number of employers who have begun to recognize the importance of EQ or emotional intelligence in the workplace (Ishak, Mustapha, Mahmud & Ariffin, 2006). Emotional intelligence as the term was first introduced by Salovey and Mayer (1990), defining emotional intelligence as an ability to recognize the meaning of emotions and their relationships and to reason and solve problems on the basis of them. This is an essentially new area of psychology and has the potential to be a strong predictor of performance. Many organizational researchers have recently called for more focus on the role of emotions at work.
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).
Malaysian organizations are now more complicated due to the use of new methods of management against old and traditional way of managing people or one organization style. Many organizations today are striving to compete amongst each other in order to sustain in a competitive environment. Hence, in order to meet these challenges, Malaysian organizations focused on leadership quality and its components to build qualified leaders and managers to increase organizational effectiveness (Khosravi, Manafi, Hojabri, Farhadi & Gheshmi, 2011).
In the year 2010, business efficiency ranking issued by IMD, Malaysia is ranked as 4th in the field of ...
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Singh, M., Hii, L., & Lum, L.G., (2012). Evaluating the correlation between Emotional Intelligence (EI) and Effective Leadership (EL) among managers in Miri Shipbuilding Industry.2012 International Conference on Economics, Business and Marketing Management. 29 (), pp.122-128.
Sivanathan, N & Fekken, GC (2002), „Emotional intelligence, moral reasoning and transformational leadership‟, Leadership and Organization Development Journal, vol.23, pp. 198-204.
Six seconds Malaysia. (2011). Retrieved from http://www.6secondsmalaysia.com/ Watson-Druee, N., (2013). “Why emotional intelligence matter”. Retrieved on Nov. 10th, 2013 from http://www.newswire.net/newsroom/pr/00078065-why-emotional-intelligence-matte.html Zaccaro, S.J. (2001), The Nature of Executive Leadership: A Conceptual and Empirical Analysis of Success, American Psychological Association, Washington, DC
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...
The theory of emotional intelligence is relatively new, however the psychological theory has become prevalent and many entities have adapted the principles of this theory in order to enhance relations within the professional environment as well as increase performance which ultimately lead to a positive place of work. (Allan Chapman 2014)
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
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
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 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...
Mayer, J. D., & Caruso, D. (2002). The effective leader: Understanding and applying emotional intelligence. Ivey Business Journal, Retrieved February 1, 2012, from http://www.unh.edu/personalitylab/Reprints/RP2002-MayerCaruso.pdf
...sults were compared with those from another 140 supervisors, peers, and Regression analyses showed that there is a positive correlation between the emotional intelligence of managers and organizational climate. The results of the analyses also show that among emotional intelligence's factors, social awareness and self-awareness have more influence on organizational climate, while among organizational climate factors, credibility is most influenced by managers' emotional intelligence.”
Rehman, R. (2011). Role of emotional intelligence among leadership styles, decision making styles and organizational performance: A review. Retrieved from: http://works.bepress.com/rashidrehman/2
Mamta, M., & Gupta, A. (2010). Relationship of Emotional Intelligence with Work Values & Internal Locus of Control: A Study of Managers in a Public Sector Organization. Vilakshan: The XIMB Journal Of Management, 7(20), 1-20.
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.
Northouse, P. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage Publications, Inc.
Sy, T., & Cote, S. (2004). Emotional intelligence: A key ability to succeed in the matrix organization. Journal of Management Development. 23(5). 437-455
Fernandez-Araoz C.(2001) The challenge of hiring senior executives, The emotionally intelligent workplace: how to select for, measure, and improve emallenge emotional intelligence in individuals, groups, and organizations, Jossey-Bass Ch.6