One type of aggressive behavior is passive-aggressiveness. Leaders that use passive-aggressive behavior have the same intent as aggressive leaders, but are more subtle in their approach. Passive-aggressive behavior is characterized by the following behaviors: disguised hostile humor, unclear feedback, the stirring up office politics, unclear explanations, the blaming of external factors instead of being accountable, having pointless rules, giving the cold shoulder, setting people up to fail, holding grudges, dropping hints without saying what they want, and not being invested in improving employees (Cain). The goal of passive-aggressiveness is to keep employees off-balance, never letting them know exactly what is expected of them, and never …show more content…
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 …show more content…
Interpersonal communication is the way that leaders connect with their employees and share what they know. Leaders must realize that they way in which they communicate leaves a lasting effect on both their employees and their organization. Managers who receive high marks from their employees are those who communicate frequently, use egalitarian rather than a controlling style when communicating, ask instead of demand, and take the needs and feelings of others into considerations when communicating (Sethi and Seth). These managers employ a positive, assertive communication style – powerful, but non-threatening. Leaders that employ an aggressive communication style are less effective, and while assertive leaders encourage employees, aggressive leaders leave employees miserable and less satisfied with their jobs. Aggressiveness is counterproductive and presents problems for employees and organizations. The impact of aggressiveness should not be underestimated, nor tolerated. The good news is that aggressive leaders can become assertive leaders by increasing their emotional intelligence. “If we manage our emotions; that is, blend emotion and thought, we increase the chances that our decisions will be more effective and our lives more adaptable” (qtd. in Ingram et
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,...
The transformational leadership characteristics of idealized influence, inspirational motivation, and individualized consideration are heavily linked with Daniel Goleman’s theory of emotional intelligence (Barling, Slater, & Kelloway, 2000). Emotional Intelligence has gained great prominence in the study of its relationship with leadership effectiveness. By understanding one’s own emotions, managing and controlling these emotions, as well as understanding the emotions of others, research shows that leaders can have great influence on an organization’s success (Goleman, 1997; Goleman et al., 2002).
The purpose of the paper is to guise available variables around Emotional Intelligence and School Leadership Effectiveness. Emotions are our state of being or mood, how we feel at a particular time. Intelligence is the ability to think and reason; therefore, emotional intelligence is to be aware of one’s state of being or moods and to also be cognizant of the mood of others (Mayer et al 2007). Thus being emotionally intelligent can lead to better decision making, better managing which leads to better leadership (Blell 2011).Thorndike defined social intelligence as “the ability to understand and manage men and women, boys and girls – to act wisely in human relations”. Gardner included interpersonal and intrapersonal intelligences that are closely related to social intelligence in his theory of, multiple intelligences.
Emotional Intelligence is the ability of awareness and understanding of an individual towards the others signal and emotion, in order to display a positive and accurate feedback. Identify effectively human being’s reaction and emotional would prepare the leaders to handle with different situation in an impassive manner. Emotional Intelligence indicate its self in five categories: self-awareness, self-regulation, motivation, empathy, and social skills.
Emotional intelligence is all about recognizing, understanding and regulating the sub-conscious or the emotions that drive us. Emotions are often thought as irrational or “nonintellectual” feelings that are beyond our control. However, emotions are complex states of mind and body, consisting of physiological, behavioral, and cognitive reactions to situations that can be managed and directed1. Self-awareness and self-knowledge are the fundamental building blocks of emotional intelligence. By being aware of one’s emotional state we can manage and communicate feelings in a more constructive way. By exhibiting emotional intelligence we get better in negotiation and conflict resolution, and hence enhance our capacity to understand the needs and desires of others2. One of the important aspect of leadership is to recognize the needs of others so that they can be met in a way that encourages higher performance and workplace satisfaction3.
As a leader, this unit has been extremely fruitful in helping to understand when and why leaders are effective. For years now, I have pondered the difference between managers and leaders in the workplace and considered what leadership skills I have. It is imperative for leaders to explore themselves and understand their followers in order to shape organisational culture and build social capital. For some people, leadership comes naturally for some situations but not others. For other people, they may find leading a task or department fairly easy but feel uncomfortable in areas that don’t suit them. This essay also discusses the significance of followers and the potential success followers may achieve, potentially through strong leadership succession programs. The essay will then explore the broad topic of emotional intelligence which is a
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...
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.
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
...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
Emotional self-control is defined as recognizing destructive emotions and maintaining control over our impulses while acting upon them. The idea of emotional self-control is important to people in multitude of workplaces, but it is crucial for anyone in a leadership position. Strong emotional leadership is directly related to emotional intelligence. The public looks upon leaders as an example to display an even-tempered manner while facing hardships. This week readings include ideas of diffusing emotional reactivity, using responsive listening, reacting emotionally and showing empathy. The chapters also demonstrate different scenarios of using emotions, understanding emotions and managing emotions.
It was Daniel Goleman whom greatly popularized the theory of Emotional Intelligence, EI or EQ, defining it as the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships. (Goleman, 1998). Organizations in the present day, especially in the service industries, are embracing the notion of emotional intelligence at the workplace because of its relationship towards employee’s performance, quality of service, and customer loyalty. All in which ultimately contributes to better reputation and higher returns. At Starbucks, emotional intelligence plays an important role in job performance, as the company enjoys a loyal customer base and a reputation as one of the most admired companies in America. (Robbins, Judge, 2013). An employee with high emotional intelligence will be able to handle his own impulses rationally, able to react quickly in tensed environment, solve problems and remain composed even in the face of adversity. In 1998, Goleman conducted a research and discovered that 67% of the competencies management outlined as determining factors of excellence within a job was correlated to emotional abilities. (Khalili, 2012). This summarizes the implication of emotional intelligence as a way to increase the success of an organization today.
Sy, T., & Cote, S. (2004). Emotional intelligence: A key ability to succeed in the matrix organization. Journal of Management Development. 23(5). 437-455