Effective Leaders Need Emotional And Social Intelligence

Batool, B. F. (2013) Emotional Intelligence and Effective Leadership. Journal of Business Studies Quarterly, 4(3), 84-94. (Note: Available in the Strayer Library)

Emotional Intelligence has affected leaders in making them actual change agents which is a key characteristic and part of being an effective leader. People with a high degree of emotional intelligence know what they're feeling, what their emotions mean, and how these emotions can affect other people (The Mind Tools Editorial Team).

for leaders to identify with the concept of emotional intelligence to do so. They need to promote the vision, mission and goals of an

Emotional intelligence is a term I had never heard of before I took my first leadership class. Now that I know what emotional intelligence is and I understand how to use it I hope to apply it to benefit myself and my organizations. I recognize what a huge disadvantage those that do not understand emotional intelligence are faced with. Emotional Intelligence has become a vital part of how today's leaders meet the many various challenges they face on a day to day basis. Emotional Intelligence can help leaders lead their group or organization through the good and the bad times, something that fewer and fewer people seem capable of accomplishing. Lack of emotional intelligence is

After studying both the "four branch model" and Goleman's writings, one of the characteristics of emotional intelligence as I understand it is the ability to manage feelings and handle stress. Instead of those feelings and stress becoming a hindrance, the emotionally intelligent individual knows how to use them. The emotionally intelligent leader makes these traits work for them, not only to better relate to staff members, but to guide them and motivate them in order to better do their job and to obtain the goals of the organization. As an example, in the book Primal Leadership Daniel Goleman relates a story of a company that was personally affected by the tragedy of 9/11 (Goleman, et al., 2002). This financial company had family members, friends and coworkers taken away by this event. Instead of internalizing what he was feeling the leader called a meeting with his staff to discuss what they were all going through. They discussed how they wanted to do something about the tragedy to help contribute. So it was decided that they would donate the profits of one days' trading to a fund for the victims of 9/11. On average one day's trading was between five-hundred thousand and one million dollars. The people from this company were so inspired by their leader

Understanding the dimensions of leadership that contribute to managing relationships effectively involves interpersonal relations and sensitivity to individualized needs of colleagues, team members, and the workforce in general. Emotional intelligence as a leadership competency is helpful in mitigating stress and resolving related conflict, which confounds experiences of motivation in the workplace. It is particularly relevant because of its correlation to relational leadership and the influence that it has on workers’ satisfaction. It is important for leaders to interact with an awareness of self and others in a manner that creates positive communication through appropriately modulated tones, allowing openness for exchanges, acknowledgment

After twenty-two years, I have some experiences and roles to show for the leadership skills I use today at home, school, and work. I gained these skills by putting the knowledge I took from these different environments and using them. The Psychodynamic Approach summed me up well as the leader I am. According to the survey, I am an INFP meaning I am an introvert, an intuitive, a feeler, and lastly a Perceiver. My type of leader is described as, “original, values focused, and caring. They work well when they can foster the well-being of others and help people achieve their fullest potential. They seek meaning and purpose in all they do. They offer authenticity and a spirit of harmony, loyalty, and compassion to the people and institutions

Slide 9: the elements of Emotional Intelligence (EI) that leaders must be self-aware to increase leadership effective. Self-awareness in leadership means having humility and manage your emotions in the workplace. While self-regulate and know you value and as a leadership hold accountability for your emotions. To have effective leadership you must always motivate and empathizes with individuals around you. Great leadership can always put themselves in someone else position good or bad. Great leader with high EI are great communicator and good at managing change.

My second long term SMART goal is to develop and use my emotional intelligence as a leader as President for FamiliesNow, and will consistently change my leadership style based on the needs of situations and Board member needs. By 2018 people will describe me as resonant leader who is flexible and adaptable, forward thinking, assertive but not aggressive.

Toxic leadership theory (e.g. Lipman-Blumen, 2005; Dobbs, 2014; Pelletier, 2009; Schmidt, 2014) describes the destructive behaviors and dysfunctional personality types of leaders which leave followers in a worse condition. Followership (Kelley, 1988; 1992) describes typical types of following based on the follower behavioral dimensions of active engagement and independent, critical thinking. Followers’ assessment of leadership toxicity has been found (Pelletier, 2009; Dobbs, 2014) to be moderated the followers’ status within the leader’s in-group or

The author was given the task to explain emotional intelligence, and give two (2) example of the concept. Second, to examine, the concept of “emotional quotient” compared to traditional “intelligence quotient.” Third to suggest two to three (2-3) reasons why leaders’ need emotional intelligence to manage today’s workforce, as well as to speculate on at least two (2) possible consequences should a leader not possess emotional intelligence. Fourth, to explore the elements of emotional intelligence that leaders must be aware of to increase leadership effectiveness. Lastly, to recommend a strategy that the organization could undertake in order to improve the social skills of leaders within the organization and thereby

In any sphere of human existence which requires the coordinated cooperation of people working in teams, including corporate offices, political parties and emergency rooms, strong and definitive leadership is essential to assure that goals and objectives are pursued and met. Without effective leadership, whether from an office manager, a campaign strategist or a registered nurse, teams of people holding varying positions within any organizational structure will invariably succumb to inefficiency and inefficacy. Renowned research psychologist Kurt Lewin pioneered the analysis of leadership styles through his groundbreaking 1939 studies, identifying autocratic (authoritarian), democratic (participative) and laissez-faire (delegative) leadership as the three predominant methods of stewarding large organizations. Lewin and his colleagues concluded that the genuine motivation of subordinates is best achieved by utilizing a variety of tactics, including positive encouragement, punishment for failure and the provision of incentives, depending on the distinct leadership style exhibited by a particular manager. While organizational management requires a calculating ability to utilize logic-based reasoning skills, "effective leaders go beyond these rational motivations to create an emotional connection … they give meaning to work, to reach deeper levels of motivation" (Matha and Boehm, 2008), which is why the most successful leadership is often achieved by employing emotionally

Recently, researchers have examined how emotional intelligence or EI plays a role in an individuals’ leadership abilities (e.g. Neck, Manz, & Houghton, 2017; Houghton, Wu, Godwin, Neck, & Manz, 2011; Goleman, 2004). Understanding emotional intelligence is important because it helps leaders understand their values and goals (Goleman, 2004 p. 2); furthermore, it helps individuals understand or regulate other persons emotional as well (Neck, et al., 2017 p. 145). Emotional intelligence has become such a staple in leadership that psychologist have begun to study EI in low-level positions as well (Goleman, 2004 p. 2). Currently, in my position as an Academic Advisor, I do not have any leadership positions besides advising students. Having the

Overall, Emotional Intelligence and resonant leadership are very important concepts in the marketplace today. They are vital to the dynamics of an organization and are qualities that the modern leader must possess in order to foster change and inspire others towards the achievement of goals and objectives. It is through these two concepts that a leader is truly able to elicit team unity and foster an atmosphere of change within the organization.

This set us in immediately. Emotional Intelligence also plays a major part in leadership as it is a ‘significant factor in advancement and effective leadership’ (Goleman 1995). Thus whenever a member from the group faced a certain problem, our leader would understand through our emotion and react accordingly.