Hbr- What Makes a Leader

Every organization that aspires to be successful must address the value of emotional intelligence in the work place. How people relate to each other determines if the organization eventually moves from

Psychologist Daniel Goleman, author of Emotional Intelligence outlines five areas essential to achieving a high level of emotional intelligence (EQ): self-awareness, self-regulation, social skill, empathy, and motivation (George, 2015). Possessing a high EQ is invaluable as it allows individuals to connect with others on an interpersonal and emotional level rather than in a strictly intellectual matter. However, EQ and IQ are not mutually exclusive, instead, it is essential for both to be joined together to achieve an optimal level of leadership. Leaders who lack EQ and lead only with their intellect tend to dismiss the opinions of others and dominate decision making (George, 2015). Such leaders have the tendency to surround themselves with subordinates who are complacent and submissive. As a result,

As mentioned in (Bradberry, T., & Greaves, J. 2009Pg. 7), emotional intelligence connects the emotional and rational part of the brain. People with higher level of intelligence outperforms from people with average level of intelligence only 20% of the time, this is a critical factor of emotional intelligence. My organization very well understands the importance of emotional intelligence at work place. They understand how developing emotional intelligence in their employees will help them in achieving goals and eventually success. They do understand the four skills that make up emotional intelligence and want to incorporate them well in their organization.

Emotional intelligence plays a very critical role in the overall quality of our personal and professional lives. In fact, many people feel that emotional intelligence (EQ) is more important than one’s intelligence quotient (IQ) when it comes to attaining success in their lives and careers.

150). After reviewing the qualities and characteristics of a transformational leader and the desired traits of a leader who is emotionally intelligent, it can be assumed, based on the studies done in both articles, that because Transformational leaders rely on their feelings to help convey a message, their success is due to their emotional intelligence (Lam & O’Higgins 2010; Satterlee 2013; Matthew & Gupta

Emotional intelligence in leadership is detrimental to one’s success. Despite the advanced knowledge and technological capabilities, one has to possess a strong skill of self-awareness and apply that skill towards building strong interprofessional relationship (Doe, Ndinguri, & Phipps, 2015). An individual can not drive a process alone; a successful leader has to possess qualities to inspire his followers to strive towards the same goal. One of the largest cargo companies FedEx represents the world’s top most successful companies. FedEx leadership program incorporates an emotional intelligence assessment and its development into its new-hire program for managers (Freedman, 2014). Organizations that possess strong moral principles present a better productivity and attract talent (Sims,

“Emotional intelligence is the ability to understand and manage our emotions and those around us, therefore, this quality gives individuals a variety of skills, such as the ability to manage relationships, navigate social networks, influence and inspire others. Every individual possesses different level, but in order for individuals to become effective leaders, they will need a high level of emotional intelligence. In today’s workplace, it has become a highly important

The book “Working with Emotional Intelligence” by Daniel Goleman deals with the emotional assets and liabilities of individuals in organizations. Emotional intelligence is traits that go beyond academic achievement or IQ. As a matter of fact he points out that high academic intelligence can sometimes stand in the way of emotional intelligence. Broadly speaking, emotional intelligence determines how well we handle difficult situation, which cannot be solved by logic, but more by a “feel” for the situation. These attributes are very hard to measure, which is why many standardized tests, whether academic or for employment, fail to measure these attributes, even though these are the one which determine

This book is based on the contents of ‘Emotional Intelligence’ in 1995 showing how to be leaders and organisations with Emotional Intelligence. Traditionally reason had been the key of business world, but this book has raised Emotional Intelligence for the key.

The idea of Emotional Intelligence dates back to the early 20th century, but the phrase first emerged in 1985 in a thesis written by Wayne Payne. Emotional intelligence influences various façades of daily life, both personal and professional. Researchers consider the fundamentals of emotional intelligence in the workplace essential in becoming a valued and prolific employee. EQ can help navigate the social complexities of the workplace. To recognize the dynamics of emotional intelligence and

Leaders today are presented with an ever-increasing reliance on unifying a team or organization to achieve goals and objectives. With this demand for higher-level leaders, the ability through which a leader is able to appeal to specific traits and qualities is never more important. Emotional Intelligence (EI) is one area of focus that a leader in the marketplace today must be able to appeal to and demonstrate as a core competency.

Comprehensive research has been conducted in the field of emotional intelligence that indicates the different elements of emotional intelligence in an organizational context (Kafetsios, Nezlek, & Vassilakou 2012, p. 450). Therefore, through the evaluation of numerous aspects of emotional intelligence, its relation to organizational practices has been revealed. However, it is important to undertake further

In “Don't Believe the Hype around 'Emotional Intelligence',” Steve Tobak shines a light on the on the dark sides on emotional intelligence, he clearly states his points and arguments regarding the issue with a various reliable sources and examples. Tobak argues that there is no direct correlation between emotional intelligence and success, in contrast to what people think. Steve Tobak is a former senior executive, and author of real leader don’t follow. He runs Silicon Valley-based Invisor Consulting where he would present his thoughts to executives and business leaders on the strategic matter. Tobak writes weekly columns for Fox Business and Entrepreneur. The writer's background and the use of resources and his supportive details make him

In this era of technological advancement and highly competitive workplace, emotional intelligence , though the word sounded familiar, enough amount of researchers such as the Goleman.D(2012) suggested that this concept is a subject matter of high importance. In order to prove that ‘ Emotional intelligence has no part in the organization setting as emotions play no part in business’ is a misconception statement, this essay will focus on its background, its importance and significance with a conclusion that emotional intelligence is a part of organisational setting and why the organisations should adopt this concept for reaping better benefits in achieving their business goals.

Researcher that has been carried out on the topic of emotional intelligence (EI) have revealed findings that link EI with higher achievements of individuals. A study done by Carmeli (2009) indicated that emotional intelligence plays a role in the wellbeing of individuals. Specifically, emotional intelligence is suggested to be an important predictor of crucial organizational consequences such as job satisfaction (Daus & Ashkanasy, 2005). Gender is another variable that is proposed as having a relationship with the concepts of emotional intelligence and job satisfaction. All over the world, many organizations are studying their employees’ satisfaction, feelings and attitudes not only to plan on how to allocate rewards and possibilities but also they do it because they are worried more about their employees’ feeling toward their jobs (Golparvar & Qazvi, 2010).