A Link Between Emotional Intelligence and Leadership Style - Assignment Example

?An Investigation In To A Link Between Emotional Intelligence And Leadership Style: A Study In The Public Sector Of South Africa Introduction The topic of leadership has been well-discussed in various groups. Its importance has been well-established that several theories and frameworks have been developed for future leaders to follow in order to ensure success. In the past, leadership was viewed as a position needing intelligence and astuteness in strategic planning and decision-making. An educated person who is trained to lead should be strong and not easily affected by emotions. One measure of a good leader was getting things done no matter what. However, in the advent of “emotional intelligence”, the element of human emotions and its effect on self and other people have been seriously considered as an essential factor in leadership. It has brought about a trend in the academic, corporate and political world, bringing a new dimension in the way things are run in organisations affecting company philosophy, policy, mission and vision. In the public sector, with leaders being targeted with scandals about corruption and greediness, good governance needs to be reinstated. Mokgolo et al. (2012) contend that relevant studies on leadership add knowledge that can elevate public service practices with the implementation of effective leadership, retention of valuable staff and quality of service delivery. Such relevant studies include the possession of emotional intelligence in good leadership. Statement of the Problem This study will investigate the possible links between emotional intelligence and effective leadership styles that may be applicable in the public sector. Specifically, it will explore how it can be applied to the public sector of South Africa. Aims and Objectives The research purports to establish strong links between emotional intelligence and leaders who may be identified as effective and efficient by their subordinates. It will gather sufficient evidence from available literature as well as get first-hand information from subordinates and constituents of public sector leaders in South Africa. It aims to seek a clearer perspective on the importance of emotional intelligence in leadership. It hopes to be a useful resource to future leaders to guide them in the right path in leading the organizations they will be tasked to lead to success. Methodology This qualitative study investigates the importance of emotional intelligence in successful leadership and management in the public sector. Going beyond the surface in the review of literature, this study will probe beneath the issue of leadership in organisations and delve into the emotional intelligence of leaders or the lack of it. Primary sources will be respondents’ answers to open ended questions in a questionnaire about the leadership styles of the leaders in their respective departments, further elaborated on in a focus group interview conducted on a later date. Secondary sources will be information culled from the literature review. Both sources shall be cross-referenced in a quantitative analysis of the themes that may surface from the questionnaires and focus group discussion. Literature Review Much research has been devoted to the topic of leadership. Yukl (2006) presents a comprehensive collection of studies on leadership, identifying various approaches to leadership. The behavior approach studies the leader’s typical pattern of behaviour to manage and lead. The power-influence approach takes on a more leader-centered perspective in that power is used not only to manage subordinates but also to influence peers, superiors, and even people outside the organization. The situational approach sees leadership as affected by contextual factors such as characteristics of followers, nature of the work performed, the type of organization and the nature of the external environment. Finally, the integrative approach involves more than one type of leadership variable and incorporates other perspectives of leadership (Yukl, 2006). In most of the leadership theories and frameworks developed, it was identified that effective leaders are not only intellectually capable but are emotionally capable as well. Whittington, et al. (2005) remark that “when a leader is authentic and genuinely concerned about the wellbeing of his or her followers/subordinates and demonstrates an active commitment to the development of these subordinates, people are changed” (p. 602). Mandell & Pherwani (2003) report that as early as 1920, Thorndike already hypothesized that true intelligence was not limited to an academic component but also encompasses emotional and social components. Salovey and Mayer (1990) gave more clarity to the construct of social intelligence with emotional intelligence as a specific aspect of it. They defined emotional intelligence as the "ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's own thinking and actions" (p. 189). This was then exhaustively presented in the book by Daniel Goleman (1995) who also developed the idea to include the concept of general social competence. Since then, an avalanche of similar studies have been conceptualised and conducted and within two decades, organizations have greatly benefitted from such studies. Two models of emotional intelligence have sprung forth from the increasing interest developed for the concept. One is the Ability Model which defines emotional intelligence as a set of abilities involving perception and abstract reasoning with information that emerges from feelings (Mayer, Caruso & Salovey, 1999; Mayer, DiPaolo & Salovey, 1990; Mayer & Salovey, 1993, 1997 and Salovey & Mayer, 1990). The other model is the Mixed Model, which defines emotional intelligence as an ability with social behaviors, traits and competencies (Goleman, 1995; 1998; Bar-On, 1997). The importance of emotional intelligence for effective leadership has been stressed in various research studies which have established the transformational leadership style considered as one of the most effective way of leading people to fulfilling the goals of the organization (Burns, 1978; Bass & Avolio, 1996; Tichy & Devanna, 1986). No matter how schooled and technically skilled a manager is, he or she will not be a great leader without emotional intelligence (Goleman, 1998b). Leaders with high levels of emotional intelligence enthused shared vision with their members. Goleman (1998c) agrees that shared vision is a common characteristic of transformational leaders. This ability to convey emotions and elicit motivation from others marks a charismatic leader from an ordinary one. Aside from shared vision and charisma, other qualities exhibited by transformational leaders are empathy, motivation, self-awareness and self-confidence (Bass, 1985; Burns, 1978). Such qualities are likewise subcomponents of emotional intelligence. It is obvious that good leaders should have excellent interpersonal skills as well as expert relationship builders especially with those who are very different from them. Fullan (2004) contends that trust and confidence are won with effective communication prevalent in the organization. This is shown in three critical areas. One is in the area of helping employees understand the organization’s overall strategies. Another is in helping employees understand how they can contribute in meeting the organizational goals and objectives. The last area where effective communication must take place is in sharing information with employees how their group is performing in relation to the organizational objectives. Great leaders are admired and emulated based on their character and leadership styles. According to Kouzes and Posner (2007), people seek several traits in a leader they can follow willingly. They have developed a model for effective leadership called Five Leadership Practices. Their research has yielded evidence that when effective leaders followed these five basic practices, they become successful in achieving the results they want from their followers. They leaders said they challenged, inspired, enabled, modeled and encouraged their followers. Leaders constantly challenge the established process and improve on the areas in the process that needs it. The never cease in searching for challenging opportunities to change, grow, innovate, and improve. Hence, they are willing to experiment, take risks and learn from whatever mistakes they fall upon (Kouzes and Posner, 2007). They are not afraid of change and are willing to get out of their comfort zones to choose the best options. Leaders communicate their vision well enough for their followers to understand clearly, and together, they envision an uplifting and ennobling future (Kouzes and Posner, 2007) . Leaders enlist more people to share such a vision by appealing to their values, interests, hopes and dreams (Five Practices of the Exemplary Leader, n.d.) Leaders are also enablers. They are good at encouraging people to act on their own by providing them with the tools and methods to solve their problems. Leaders foster collaboration and among their members (Kouzes and Posner, 2007). When the followers are trusted to fulfill tasks delegated to them, they feel confident and capable to do more for the team. Leaders have to be good models, most especially when the going gets tough. They should exhibit an attitude and behavior of positivism that their followers can emulate. Leaders set examples consistent with their own values. They are not afraid to stand for their beliefs. To encourage their followers, they create opportunities for their followers to experience small wins with the hopes of eventually gaining bigger ones (Kouzes and Posner, 2007). Lastly, leaders should encourage their followers’ hearts by recognizing individual contributions and celebrating team accomplishments (Kouzes and Posner, 2007). Such positive response further motivates others to work even harder. There are quite a number of qualities shared by both transformational leadership and emotional intelligence. One is trust. Bass (1990) established that trust is a key component of transformational leadership style. Cooper (1997) likewise identified trust as a major characteristic of emotional intelligence. Without trust, an organization will not operate successfully. Motivation is another common characteristic of the two constructs. Transformational leaders effectively use motivation to convey their high expectations to their employees (Bass, 1990b). This characteristic is positively related to self-confidence, conviction, self-control, ability to handle conflict and tolerance for stress. These same traits are necessary to develop emotional intelligence (Mandell & Pherwani, 2003). Even the United Nations Development Programme (2003) stresses that the public needs leaders who simultaneously follow the laws while applying transformational leadership skills, especially in handling extraordinarily challenging situations. Transformational leadership is based on a set of behaviours that followers perceive as “idealized influence, motivational inspiration, intellectual stimulation and consideration for people” (Mokgolo et al., 2012, p. 1). Such leaders make their subordinates feel that they all need to work towards a valuable purpose. In turn, their followers are motivated to work for leaders who value their contributions. One transformational leader is Nelson Mandela. He is a prominent name in the area of politics as an influential personality who was not afraid of speaking his mind out or rocking the status quo, if need be. According to Bennisand & Thomas (2002), strong leaders have usually undergone trying circumstances because it is in those situations where meaning and much learning are obtained, and thus the development of wisdom and leadership skills are honed. Indeed, Mandela has emerged triumphant over adversity and the things he has learned in his struggles are now bearing fruit for those he leads. He is a transformational leader who was behind some movements to change practices that somehow oppressed others. Mandela has shown that in his leadership, emotional intelligence came in abundance as he often balanced thinking and emotions in dealing with the complicated issues that he was involved with. Historically, traditional leadership was the only form of government known in Africa. It had the potential to develop and change with the times, however, it was not to be (Freddie, 2011). Traditional leadership was transformed into tribal authorities of alien state by the apartheid government which gave them more powers to control African tribes. Because it was found that some of these leaders served their own interests and oppressed the people, many traditional lost the people’s trust. It was the beginning of chaotic times in the pursuit of power. Freddie (2011) recounts that Mandela and his team’s first major political challenge was to advance a series of domestic demands. One was the people’s clamour for the repeal of discriminatory laws affecting the rural and urban black communities. Another is the establishment of a new constitutional democracy. This required major changes that are not limited to apartheid national government and the self-governing Bantustans but apply to other spheres of government as well as the institution of traditional leadership. Policies determining such traditional leadership should be aligned to the democratic principles that are provided for the new South Africa. Much was expected from Nelson Mandela in his role in transforming Africa. It helps to have structure in the process of transformation; however, that is not the main point in achieving success. It is transforming the culture of the organization, the way things are done. This is known as “reculturing”. Fullan (2004) believes the kind of reculturing that should be strived for is “one that activates and deepens moral purpose through collaborative work cultures that respect the differences and constantly build" and tests knowledge against measurable results” (p. 53). Mandela’s leadership style has been impressive owing to the fact that he liberated South Africa from a system of violence and prejudice and united his divided people as one. Being able to accomplish such herculean task may be too much to ask of someone with his background; however, it is his courage, persistence and firm belief in his principles that egged him on. His influence has been vast and has served as an inspiration to many. As a transformational leader, he may be humble enough to be authentic in admitting his imperfections in order to motivate that they, too, can do great things even if they are not “complete” (Ancona, et al., 2007). Transformational leaders effectively use motivation to convey their high expectations to their followers. This characteristic is positively related to self-confidence, conviction, self-control, ability to handle conflict and tolerance for stress. All these traits have been exhibited by Mandela in his leadership. In relation to transformational leadership, servant leadership is also another framework that encourages the building of trust of followers on their leaders. Covey (2006) suggests that servant leadership is appropriate for South Africa due to its upholding of moral authority, humility, service and sacrifice for the sake of gaining trust and respect. Again, Nelson Mandela embodies servant leadership. The African concept of Ubuntu is consistent with the servant leadership approach because it embraces hospitality, caring for others and willingness to go beyond expectations. Chatbury et al. (2011) found in their study that there is a strong relationship between servant leadership and interpersonal trust in South Africa and that servant leadership should be applied to improve levels of trust among those who belong to the foundation of this pyramid. Although there is an abundance of evidence linking emotional intelligence to effective leadership, it is still worth investigating such links especially in specific settings. This study will explore such relationship with followers of public sector leaders themselves and probe into their perspectives as to how the emotional intelligence of their leaders impact the kind of leadership they uphold. References Bar-On, R. (1997). Bar-On Emotional Quotient Inventory: Technical manual. Toronto, ON: Multi Health Systems. Bass, B. M. (1985). Leadership performance beyond expectations. New York: Free Press. Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. 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