The Impact of Emotional Intelligence on Leadership

Attempts to define “emotion” have proved to be rather difficult. Instead of searching for a comprehensive definition, Gross (2011) describes the three core features of emotions. First, emotions occur when an individual decides that a situation is relevant to his or her goals. Second, emotions are multi-faceted, and involve both subjective and physiological experiences, as well as behaviors. The third feature involves the authoritative nature of emotions. They have the powerful ability to interrupt ongoing processes, assert their priority over other activities, and force their way into awareness. For example, some traditions describe emotions as “disorganized interruptions of mental activity” (Salovey & Mayer, 1989). Emotions are such an

I had no clue how the online assessments that I took would help me, like any other person would think. But later, when I took the tests, I realized the importance of these assessments which gave me an insight of my true self, and helped me pin point my strengths and weaknesses in almost every department. These assessments helped me connect more to myself and the people around me. In this paper, I am going to discuss all the results from the various tests I took online and show how they reflect my leadership style and how I analyze the results to my own leadership potential, with help of examples experienced by me in life.

Northouse, P. G. (2013). Leadership: Theory and practice (6th ed.). Thousand Oaks, CA: SAGE Publications, Inc.

Act 2 of YBAW gives us 3 three techniques for regulating emotions in order to stay cool under pressure. The first technique is a “labeling” which involves the word to identify an emotional sensation. It helps us to decrease our emotional arousal so that we can bring our emotions back to the surface. The second technique is a “reappraisal” which allows us to increase both certainty and autonomy. Sometimes, we can’t avoid the situation which brings the outburst of emotion, and reappraisal is a powerful strategy that allows us to manage our increased arousal. This technique is also classified to four types: “reinterpreting”, “normalizing”, “reordering”, and “repositioning”. All these types of techniques are used in our everyday life. However,

What is Daniel Goleman's Theory of Emotional Intelligence? How does Goleman's theory relate to leadership in the workplace or in the political milieu? Why is image management important for leadership? Answers to these and other issues will be presented in this paper.

Before we can become great leaders, we must first understand that we have the ability to develop leadership skills. While leadership traits rather than skills have been the emphasis of research for more than 100 years, in the past 10 years a shift has occurred, and leadership

Emotions are a quality that each individual possess. Organizations place leaders in place that have an understanding on how to maintain emotions while in upper positions. Leadership is responsible for the emotional standard that is set throughout the organization. Growth and development leads to the success of handling proper emotional practices in the organization.

Gone are the days of intelligence relating only to academia and the testing of the intelligence quotient (IQ). The 21st century brought about the introduction of “emotional intelligence” as an added skill set in a leader’s tool kit. Essentially, the ability be aware and manage one’s own emotions, the others emotions, and effectively applying that information to guide ones thinking and actions (Salovey and Mayer 1990). This type of leader is mindful not to offend, employing an empathetic approach while genuinely using self-discipline and care when interacting with others. According to Goleman (1998) “Effective leaders are alike in one crucial way: they all have a high degree of emotional intelligence. “ His position is a good leader will know what type of leadership to engage, based on the situation.

Bass suggests that leadership is more clearly decided by physiological characteristics that contribute to emerging leaders, and that leaders can influence others in situations for the outcome of goals, that it is about influence, persuasion, and an active distinctive role that separates one from the group (Pierce &

According to Dictionary.com, emotional intelligence is defined as “skill in perceiving, understanding, and managing emotions and feelings” (dictionary.com). The definition developed by Peter Salovey and John Mayer indicate “Emotional intelligence is the ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth” (Mayer & Salovey, 1997). A further definition of emotional intelligence, by Daniel Goleman defines it as, "abilities such as being able to motivate oneself and persist in the face of frustrations; to control impulse and delay gratification; to regulate one 's moods and keep distress from swamping the ability to think; to empathize and to hope” (Goleman, 2004). By comparing these three definitions, there is obviously consistency related to perceiving emotions of others, however, Goleman’s definition combines understanding emotions of others and understanding self. An effective leader needs to evaluate all criteria – including emotions and motives – to help guide decision making.

As election time is quickly approaching, people often continue to question the nature of leadership. Many people tend to focus on multiple characteristics as attributing to the overall effectiveness of a leader. Previous research has gone on to suggest that leaders must employ emotional intelligence in order to be effective(in text citation). Emotional intelligence consists of five components those of which include self-awareness, self-regulation, motivation, empathy and social skill. Though it is important to note that different leaders are better suited for different situations, each leader must maintain all of the components of emotional intelligence in order to be effective in all situations. In an effort to identify effective leaders, and what exactly is meant by “effective”, I conducted an interview with two women in leadership roles. Since one woman runs a business and the other woman runs a non-profit organization, I set out to determine through each interview if they both employ any components of emotional intelligence.

Refer to Ex. 2.5 below (and in text). You might also refer to the ppt. slides. Effective leaders need emotional and social intelligence to be aware of their impact on subordinates.

Emotions often are wonderfully helpful. They can direct attention to key features of environment, optimize sensory intake, tune decision making, ready behavioral responses, and facilities social interactions and enhance episodic memory. However, emotions can harm as well as help, particularly when they are of wrong type, intensity, or duration for given situation. At such moments, we may try to regulate the emotions. This fundamental insight –at emotions can and should be regulated certain situations.

Using emotions – the ability to tackle emotions to facilitate various cognitiveactivities, such as problem solving and thinking.

Emotion is a distinguishing feature of human beings. It is not because other beings cannot express emotions, but we are good at grasping emotions of our fellow beings. Emotions play an important role in the decisions we make in our day-to-day lives. We express emotions in almost everything we do, such as; we express anger when we face atrocities, we express sadness when we hear news of demise, and we express happiness when we get what we want. Further, emotions are not just limited to our personal lives. In fact, conservatively, we express emotions in our professional life as well.