Emotional Intelligence and Gender in Organizations Leadership Style - Essay Example

Running head: Evaluate the role that both emotional intelligence and gender play in influencing an organization’s leadership style. Insert         Insert Grade Course Insert Tutor’s Name 15 March 2012 Evaluate the role that both emotional intelligence and gender play in influencing an organization’s leadership style Introduction Emotional intelligence involves the ability to perceive, control, and evaluate one’s emotion intelligently. Emotional intelligence consists of a four-branch model, which includes perceiving emotions, facilitating thought, understanding emotions, and managing emotions (Meyer and Salovey, N.d, slide 2). Perceiving emotions enables an individual to understand his emotions, which can also involve understanding body language. Understanding emotions includes reasoning with emotions, whereby, one uses emotions to foster thinking, hence prioritizing what to react to (Meyer and Salovey, N.d, slide 5). Moreover, understanding emotions involves how varieties of perceived emotions have different meaning such as angry emotions and their meaning. Lastly, managing emotions involves ability to regulate these emotions and responding appropriately to the perceived emotions (Robitaille and Union Institute and University, 2008, p. 28). Gender includes male and female; leadership has been a male-dominated area for a long time, forcing women to hold minority positions. According to Carli and Eaglya (2003, p. 808), leadership has been assumed to be a masculine task; however, the feminine qualities of co-operation and mentoring have been ignored. It is important to note that men as well as women can be effective in leadership as long as they portray good leadership qualities and adopt an effective leadership style. Needless to say, being more emotionally competent fosters growth in any given task, despite the gender. This essay will discuss the role played by emotional intelligence and gender in influencing an organization’s leadership style. The role of emotional intelligence plays in influencing an organization’s leadership style Emotional intelligence is vital in leadership, as it assists the present leaders in dealing with the challenges that arise. According to Gruszka, Matthews and Szymura (2010, p.109), “intelligence represents an individual’s overall level of intellectual ability.” Needless to say, emotionally intelligent traits are on demand in organizations. According to Sykes (2008, p.3), emotional intelligence traits are vital in solving problems and making effective decisions when managing people in the place of work. Today, majority of organizations do not accept the dictatorial style of leadership, and therefore, leadership is evolving and adapting the democratic style of leadership. As a result, an empowered workforce exists, which requires a matching leadership style; it is rather evident that leadership effectiveness is determined by the type of leadership style used. Mis-using, under-using, or over-using a particular style of leadership can lead to ineffectiveness of leadership. Leadership is influenced by its standard, responsibility, flexibility, commitment, and clarity; the existing complex environment requires effective style of leadership. According to Tsai, Tsai, and Wang, (2011, p.5320), an individual with high emotional intelligence is in a position to understand, manage, embrace his emotions as well as those of others; he can also curb emotional disturbances. These traits lead to increased productivity and performance in the organization. Needless to say, emotional intelligence can be fostered through learning; for instance, a leader with high emotional intelligence is likely to perform better compared to another with only high IQ. Therefore, a high degree of emotional intelligence, which can assist in managing and transforming, is required in any leadership style. The preferred leadership style is as a result of a leader’s thinking. The ability of an organization to succeed solely depends on its leaders and their leadership styles. The use of appropriate leadership styles can impact on employee’s satisfaction, productivity, and commitment. Generally, transactional leadership involves a process in which leaders offer subordinates incentives for their services, and therefore, it is an exchange process (Tsai, Tsai, and Wang, 2011, p.5321). Therefore, reward mechanisms are involved in transactional style of leadership, which aim at motivating employees to improve on their performance; therefore, the rewards symbolize inspiration. Transformational leadership style involves the process of providing employees with confidence, which aids in increasing their performance beyond expectations. Transformational leaders inspire and motivate their employees to reach their potential and improve their performance levels (Modassir and Singh, 2008, p.4). Moreover, transformational leadership style consists of four dimensions, namely, individualized influence, intellectual stimulation, individual consideration, and inspirational motivation (Modassir and Singh, 2008, p.4). Individualized influence occurs when leaders earn the trust of their employees; this occurs when leaders do the right thing, hence becoming role models. As a result, they contribute to change in their employees. Intellectual stimulation promotes intelligence and abilities to solve problems, and as a result, employees develop abilities to find solutions. Individual consideration involves a leaders’ compassion, responsive and appreciative traits. Lastly, inspirational motivation involves the ability of leaders to inspire employees by acting as their mentors (Modassir and Singh, 2008, p. 5). Therefore, transformational leadership increases employees’ feelings of self-worth, therefore impacting positively on employees’ development. In addition, for a leadership style to be successful, it must contain emotional intelligence, which enables leaders to deal with any arising situation. Emotionally intelligent leaders are capable of understanding others and maintaining positivity, resulting to high performances and job satisfaction. Modassir and Singh (2008, p.8) further add that, emotional intelligence may be a competency of transformational leadership. This type of leadership affects employees’ beliefs, and therefore consists of the ability to monitor an individual’s emotions and those of others. Therefore, emotional intelligence correlates with components of transformational leadership, and as a result, leaders with high emotional intelligence are perceived to be more effective and transformational. Leaders who are capable of identifying and managing their emotions earn their followers’ trust and respect, and they are perceived to have high emotional intelligence components. Therefore, emotional intelligence impacts positively on an effective style of leadership, for instance, transformational leadership has acquired some of the emotional intelligence components, such as the ability to monitor and manage emotions of self and others (Modassir and Singh, 2008, p.10). These components contribute to high levels of emotional intelligence, which are vital for a successful leadership style. A leader’s emotional intelligence has a positive effect on leadership style; this is clearly demonstrated by a leader’s ability to control his emotions and exhibit high levels of self-awareness, which results to effective style of leadership such as transformational leadership (Tsai, Tsai, and Wang, 2011, p.5323). A leadership with successful results is the dream of any organization; the leader’s ability to motivate and manage the employees is one of the factors that spark outstanding performance from employees. There is no best leadership style, therefore, leaders should embrace a leadership style that results to high performance and takes into account both the employees interests and leadership preferences. The role of gender in influencing an organization’s leadership style Women participation in the labor force is currently increasing, however, the numbers of women in leadership positions is low; clearly, there are differences in occupation. Therefore, gender stereotyping still exists, where men and women are viewed differently, and therefore, women are seen to occupy feminine positions (Zafra, Retamero, and Martos, 2012, p. 98). Needless to say, both men and women can be leaders as long as they qualify. In addition, women are viewed to be more transformational than men, as studies have proved that women scores are higher compared to those of men in emotional intelligence (Zafra, Retamero, and Martos, 2012, p.98). Therefore, women are capable of making good leaders. Nevertheless, men and women should have equal opportunities in leadership positions. The glass ceiling of inequality has been the main factor, which women have advocated against for many years. Most women have invested in their education and on career advancement in an attempt to fit into the male dominated task of leadership. Needless to say, a leadership style is important, but incorporates gender differences. Transformational leadership involves working as a role model. This leadership style encourages rewards as a way of motivating employees to improve their performance; therefore, leaders use emotional support to understand their employees (Zafra, Retamero, and Martos, 2012, p.99). These types of leaders also present non-verbal emotional instincts that contribute to their effectiveness and charisma. Female roles are considered to constitute supportive and considerate behaviors. These behaviors act as a competitive advantage for women. The ability to manage one’s emotions and those of others is a plus in any leadership style. However, which gender is more emotionally intelligent than the other? Currently, studies indicate that women score higher in emotional intelligence compared to men (Zafra, Retamero, and Martos, 2012, p.100). Therefore, women can be viewed as affectionate and supportive compared to men, which contributes to emotional intelligent. Emotional intelligent is a vital factor in fostering productivity and profitability. In addition, the manner in which leaders use their emotions determines their leadership skills. Zafra, Retamero, and Martos (2012 p.101) add that, emotional intelligence fosters transformation style of leadership, regardless of the gender. According to Carli and Eaglya (2003, p.809), women leadership is on the rise; this change can be based on the change in leadership practices. The feminine behavior of collaboration and empowering employees opposed to men’s behavior of command and control increases the female’s emotional intelligence rates. According to Sykes (2008, p. 5), over the years, men were believed to be masculine, which made them eligible for leadership positions. Therefore, women faced the glass ceiling for many ages; this was due to their alleged responsibilities of childbearing and caring for the family. These tasks hindered them from working, and as a result, men advanced in career field, as women dragged behind. However, women have managed to break the glass ceiling, and are climbing the ladder; indeed, their traits of leading are different compared to those of men. Generally, they are assumed softer and affectionate, hence understanding their subordinates’ emotions. According to Gedney (1999, p.4), research has proved that there are more similarities than differences in leadership behaviors between men and women; however, women still have less chances of been selected to lead. Sykes (2008, p.7) adds that, women are known to be exceptional leaders due to their interactive nature, whereby, employees are valued, trusted, and encouraged to achieve their goals. Needless to say, managers who are intelligent yield high performance. Sykes (2008, p.9) adds that, women have repeatedly scored higher in emotional intelligence; however, gender is proficient in emotional intelligence competencies. The sensitive nature of women causes differences between the two genders, and they are likely to adopt the transformational leadership style compared to men, who would adopt transactional leadership style. Gruszka, Matthews and Szymura (2010, p.111) argue that, gender related differences are common in emotional intelligence, but women have overweighed men in this area, for instance, in social skills, empathy, and concern. In addition, women can quickly identify facial expression of inner emotions as opposed to men. Worell (2001, p.852) argues that, the influence style used by any gender depends on an individual’s power resources; influence between man and women differ such that, women use power indirectly but competently compared to men. According to Druskat (1994, p.105), women leaders adjust with an aim of meeting the subordinates’ expectations, and as a result, research has proved that employees tend to be satisfied by the women’s considerate nature. Personality traits According to Shankman, Haber, Facca and Allen (2010, p.91), gender differences are evident in how men and women adopt leadership styles; women are perceived to be more rational, transformational, and democratic compared to men. Therefore, personality traits of both genders determine their leadership styles, whereby, women are naturally open, warm, and positive compared to men who are assertive in nature. Moreover, women will probably adapt democratic leadership as men demonstrate an autocratic nature. Democratic style of leadership incorporates collaboration and participation behaviors, while autocratic leadership is directive and hierarchical; Moreover, women’s style of leadership is likely to be determined by the environment. For instance, in a male-dominated environment, women may demonstrate autocratic leadership. Needless to say, women are more transformational compared to men; this is characterized by their empowering and inspiring personalities, which yield to employee satisfaction. The women’s collaborative and participative style is related to emotional intelligence; therefore, personality traits present in both genders contribute to the type of leadership style likely to be adapted. Needless to say, gender may not determine an effective leader; this is because emotional intelligence competences may not be applied by all women leaders. In an organization where a male leader embraces emotional intelligence, his employees are likely to be motivated and thus improve in performance compared to an organization led by a woman without emotional intelligence. However, there are some traits that are natural in genders, for instance, participatory and affectionate trait in women is perceived natural, acting as a competitive advantage for them. Differences in Leadership Theories Transformational leadership incorporates ethics, morals and values, and tries to release human potential in identifying and developing new talent; jobs are designed to make them meaningful and challenging. This kind of leadership inspires followers, as well as stimulates, develops, respects and trusts them (Bolden, Gosling, Marturano, and Dennison, 2003 p16). Therefore, transformational leadership theory creates positive change in employees, which enables them work towards a group’s interest. Sam Walton, the founder of Wal-Mart is an example of a transformational leader; he often visited his stores countrywide and appreciated employees for their efforts (Hall, Johnson, Wysocki, and Kepner, 2009). Transactional leadership is a traditional theory, which emphasizes on the need to complete a task with an aim of making profits. As opposed to transformational leadership, transactional leadership is governed by politics, and power. Mostly, it focuses on tactical issues, rather than missions and strategies (Bolden, Gosling, Marturano, and Dennison, 2003, p.15). McCarthy and de Gaulle are some of the famous leaders who have used transactional leadership; they believed in motivating employees through punishments and rewards as well. Advantages of emotional intelligence in leadership With various challenges facing effective management, effective leadership style is required. This is in collaboration with emotional intelligence, which involves self-awareness, control, commitment and integrity, which enables one to initiate and accept change. Needless to say, effective leadership requires the leader’s ability to get a job done, which adheres to quantity and quality standards. Therefore, emotional intelligence is the basis of leadership styles, and leaders who maintain self-awareness have components of emotional awareness, which proves to be effective in their leadership. A leader with emotional intelligence is capable of attracting employees and investors to his organization. In addition, emotional intelligence assists a leader in improving communication skills through the recognition of emotions and understanding those emotions. In addition, embracing emotional intelligence enables the leader to stand at a competitive advantage compared to other leaders without emotional intelligence. Emotional intelligence assists leaders in creating a conducive working environment, which consists of employees who are collaborating with one another and determined to produce the best. Great leaders are those who inspire others; the way a leader handles himself matters; for instance, “leaders with a great skill at transmitting emotions and high degree of optimism and enthusiasm, retain their people and also attract talented people” (Pahl, 2009, p.8). In addition, a leader has the duty of promoting strong relationships at their place of work; this will create a preferable working environment for employees, hence boosting their morale. In fact, leadership cannot be solely based on analytical skills; emotional intelligence is required as well. Leadership skills are necessary for managers or leaders. Needless to say, emotional intelligence assists in improving these skills. In addition, a leader with high levels of emotional intelligence is in a position to solve conflicts in any situation. As much as educational background and experience is evaluated, personality assessment is vital in any job; the evaluation of emotional intelligence will enable the organization to hire the right candidate. Lowering the rates of employee turnover is an objective of most organizations; therefore, to attain employees’ stability and success, it is vital for management to include emotional intelligence assessment. Williams and Capella university (2007, p. 28) add that, using emotional intelligence in choosing the appropriate leadership style is advantageous, and can result to effective style of leadership throughout the organization. For instance, if a manger realizes that a certain leadership style used by another manager is effective, he will adopt this type of leadership. Emotional intelligence consists of the leader’s ability to understand other’s emotions; therefore, he will be in a position to assist his juniors in increasing performance. Needless to say, a manager’s behaviors determine retention or turnover of employees; therefore, effective styles of leadership are necessary for the stability of an organization. In addition, fostering emotional intelligence at the place of work leads to employees who are capable of managing change, solving problems, effective communication, and ability to remain optimistic. Despite women being associated with transformational leadership style, this does not mean that men are bad leaders; however, research proves that women are mostly preferred as leaders due to their soft nature compared to men who have assertive traits. Therefore, gender influences the type of leadership style in an organization. Men and women can make good leaders, but they have to incorporate emotional intelligence in their leadership style. Transformational leadership has proven to have some components of emotional intelligence. Conclusion The role of gender and emotional intelligence in influencing the leadership style has been argued throughout this research. Surprisingly, both factors play a huge role in leadership style. Emotional intelligence involves the ability to perceive, control, and evaluate one’s emotions and those of others, and this creates an understanding of individual’s emotions and those of others as well. Therefore, leaders who embrace emotional intelligence competencies in their leadership styles are more successful. Research on the different styles of leadership in both men and women has proved that women use softer transformational ways as opposed to men who use more of transactional styles. Therefore, women have continuously scored higher in emotional intelligence competences; emotionally intelligent leaders know how to generate positive emotions and find strategies of coping with negative emotions. Satisfying employees through motivation, and developing good relationships throughout the organization tends to lead to higher performance and success. Needless to say, lack of emotional intelligence competencies may lead to negative traits. However, a good leadership style is one that is effective, meets the needs of employees, and leads to the success of the organization. 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Zafra, E, Retamero, R & Martos, P 2012, The Relationship Between Transformational Leadership and Emotional Intelligence From a Gendered Approach, The Psychological Record, 62, 97–114, viewed 16th March 2012, http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=4&hid=104&sid=6c7d118f-2c10-444a-a39b-9f7c4e1d1721%40sessionmgr115 Read More