Introduction
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,
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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 research:
RQ1. To what extent is a leader’s style predicted by emotional intelligence skills after controlling for age, gender and years of experience?
RQ2. Which subcomponents of EI are most strongly associated with each subcomponent of transformational leadership?
RQ3: What EI skills if any are significantly associated with effective leadership as measured by each subcomponent of the MLQ’s Outcome of
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The measurements used to execute this study have been tested for validity and reliability. The flaws identified include (a) there was no causal relationship between variables used in the survey and (b) the diverse cultural aspects were not taken into consideration. The study results relate to the proposed topic, in that the results indicated a moderating role of creative self-efficacy in the relationship between innovation climate and employee creativity. The proposed study will show the relationship between emotional intelligence skills with creative-self-efficacy behavior in a supportive innovation
Emotional intelligence is a new way of thinking about success in life and especially in leadership. Emotional intelligence (EQ) is the ability to identify, use, understand, and manage emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges, and defuse conflict. Emotional intelligence impacts many different aspects in daily life, such as the way we behave and the way we interact with others. The benefits of higher emotional intelligence are it easier to form and maintain interpersonal relationships and to fit in to group situation. And it’s also better of understanding their own physiological state which can include managing stress effectively and being less likely to suffer from depression.
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.
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).
Rosete, D. & Ciarrochi, J. (2005). EI and its relationship to workplace performance outcomes of leadership effectiveness. Leadership Organizational Development, 26, 388-399
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
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.
A strong leader within both organizational types, must build change criteria that will move the organizations common vision and goals and build trust within a followership. A model of servant leadership might be the most effective change criteria as it encourages all followers to be leaders inside and outside the organization. Emotional Intelligence plays a crucial role in support of servant leadership in building a leadership foundation that will move the organizations common vision. Once a common vision is in place with the support of the followership, it is then when learning teams can be implemented to assure the common goals within the vision are accomplished through professional learning communities. Once these teams are set, a key component is the ability for all professional learners to become flexible learners in an effort to embrace change. The final component is to identify useful dat...
(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
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.
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
An increasing percent of the population begins to know the idea of emotional intelligence. This concept was firstly developed by two American university professors, John Mayer and Peter Salovey (1990) and they concluded that, people with high emotional quotient are supposed to learn more quickly due to their abilities. Another psycologist named Daniel Goleman (1995) extended the theory and also made it well-known. In his articles and books, he argued that people with high emotional quotient do better than those with low emotional quotient. In this essay, it will be argued that high emotional intelligence can influence work performance positively to a relatively high extent. Both benefits and limitations of a high level of EI in the workplace will be discussed and a conclusion will be drawn at the end of this essay.
Sy, T., & Cote, S. (2004). Emotional intelligence: A key ability to succeed in the matrix organization. Journal of Management Development. 23(5). 437-455