The Emotional Intelligence Of Leaders

I do need to recognize that other scholars limit emotional intelligence to a much narrower set of factors (qtd. In Cameron and Whetten, 2011, p.63), which would not allow for a final and complete assessment of leadership based on the exclusivity of analysis. I have chosen to pursue the Goleman framework for guiding and addressing the specific challenge to complete the action plan based on the clarity and broader scope of evaluation provided by Goleman. I would like to establish a correlation between Mayer and Salovey as they relate to Goleman. I believe that self-awareness is an interior component of emotional intelligence this being the primary distinction between Goleman and Mayer & Salvoy. The ability of emotional intelligence centers on a person’s skill in recognizing emotional information and carrying out abstract reasoning using this emotional information. More specifically, emotional intelligence involves the “abilities to perceive, appraise, and express emotion; to access and/or generate feelings when they facilitate thought; to understand emotion and emotional knowledge; and to regulate emotions to promote emotional and intellectual growth (Mayer & Salovey, 1997, p.10). I believe that without an understanding of Mayer and Salovey it is difficult to use Goleman’s framework. I believe that the two approaches are codependent of one another. I assert that in this instance it will be acknowledged that we

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

The book “Primal Leadership: Unleashing the Power of Emotional Intelligence” explores the role of emotional intelligence in leadership. Also, opens links between organizational success or failure and "primal leadership," the authors argue that a leader 's emotions are spreadable. If a leader spread energy and enthusiasm, the organization will thrives. If a leader spreads negativity and conflict, the organization will struggles. The authors of this book are Daniel Goleman, Richard Boyatzis, and Annie McKee’s. The following paragraph will provide short background about each author.

With the publication of Daniel Goleman’s book Emotional Intelligence in 1995, the business world got an answer to a question that had been plaguing it for decades: “Why did some people of a high IQ struggle at managing teams while other leaders of lower IQ excel at it”? Goleman asserted that the traditional measurement of IQ (intelligence quotient) was not enough to determine a good leader. Schools and universities concentrated on developing the cognitive and analytical part of the brain, while the teaching of how the emotional side of the brain worked was ignored. Goleman defined this “emotional intelligence” of a human being as a set of competencies that distinguish how one manages

Another characteristic of Emotional intelligence (EI) consists of the abilities to be able to persist in the face of frustrations; mood and distress regulation in order to think; urge control and deferment of gratification; to empathize and to hope. Studies have shown that a person with EI show competency in different areas of their professional life like self-management and relationships, self-regulation, and motivation. Taking into consideration the slices that conforms a leader with high EI it is fair to say that these skills are not innate but teachable to those who want to be the best leader they can be. EI skills can be fortified via steady education and training.

Emotional Intelligence involves a number of skills relevant to the understanding of others and as well as one’s personal emotions. After completing the emotional intelligence quiz, my score resulted in a level of high emotional intelligence. As a result, the leader of the school is skilled at interpreting, understanding, and acting upon emotions. This person is adept at dealing with social or emotional conflicts, expressing their feelings, and dealing with emotional situations. (Cherry, K. 2016). By placing less emphasize on self-serving behavior created a stronger team. (DuBrin, 2009).

Leadership takes on many faces depending on the responsibilities and environments that are available (Rubino, Esparza & Chassiakos, 2014). However, some basic qualities are universal to all effective leaders. Emotional intelligence and conflict resolution skills form part of crucial leadership qualities (Parker, Sakfloske & Stough, 2009). Emotional intelligence, basically, refers to the ability of an individual to understand and interpret emotions effectively. The paper is based on a self-assessment on leadership qualities.

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

"Emotional Intelligence is a way of recognizing, understanding, and choosing how we think, feel, and act. It shapes our interactions with others and our understanding of ourselves. It defines how and what we learn; it allows us to set priorities; it determines the majority of our daily actions. Research suggests it is responsible for as much as 80% of the "success" in our lives." The Effective leader requires a high degree of Emotional Intelligence. In this study, the various skills of Emotional Intelligence can be related with real situations. The various skills of Emotional Intelligence are Self awareness, self regulation, motivation, Empathy, social skill. People with high self-awareness are also able

Emotional intelligence in leadership has been described by Prati et al. as “the ability to read and understand others in social contexts, to detect the nuances of emotional reactions, and to utilize such knowledge to influence others through emotional regulation and control” (Prati et al., 2003). Importantly, emotional intelligence also comprises the capability to monitor, understand and regulate ones’ own emotions (Salovey and Mayer, 1990) and evidently overlaps with

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

Emotional intelligence is an important characteristic in becoming a good leader. “Emotional intelligence is the ability to manage oneself and one's relationships in mature and constructive ways” (Kinicki & Kreitner, 2009, p.137).Being a good leader entails more than just being smart; leaders need to be able to connect to their employees emotionally and empathetically. Organizations today not only look for leaders with the skills, but leaders that can emotionally connect to employees to obtain the organization’s goal. “Leaders have always played a primordial emotional role. No doubt humankind’s original leaders-whether tribal chieftains or shamanesses-earned their place in large part because their leadership was

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.

     In the book Emotional Intelligence by Daniel Goleman, the central thesis that he tries to point out is that emotional intelligence may be more important than I.Q. in determining a person’s well being and success in life. At first I didn’t know what Goleman was talking about when he said emotional intelligence, but after reading the book I have to say that I agree completely with Goleman. One reason for my acceptance of Goleman's theory is that academic intelligence has little to do with emotional life. To me, emotions can be just as intelligent as your I.Q. In this essay I hope to provide sufficient evidence to show why I agree with Goleman’s thesis on emotional intelligence.

In this write-up, attempt is made to provide conceptual clarifications on the subject matter, “Emotional intelligence”, an overview of the theories of emotional intelligence, including a brief discussion about how important the role of emotional intelligence can be in leadership, performance (both educational and work place settings) and in wellbeing.