Emotional Intelligence and Leadership - Essay Example

Emotional Intelligence and Leadership Introduction Emotional intelligence is a psychological term often used in leadership and management. It is used to refer to the intent and ability to recognize, perceive and control emotions. A person with emotional intelligent can choose what kind of emotions to express in different situations. By first recognizing the presence and strength of different emotional triggers and evaluating the emotions, a person can effectively select the kind of emotion to express with knowledge of the impact and the effect of each on self and others. Besides self-emotions, emotional intelligence also covers the ability to recognize and understand the emotions of other people. Since managers and leaders work with and through other people to achieve their goals and objectives, the ability to control and evaluate own emotions and those of others is an important factor (Antonakis et al. 2009, pp. 247–261). Emotional intelligence and leadership When leading others, a good leader will be willing to express emotions that are well aligned to the objective. This is either meant to encourage the subjects or to stress a point and show its importance. If the leader is also capable of reading other people’s emotions, he or she will be in a better position to deal with them knowing how well they accept the plans or how they perceive the project or the leader. This can be important in planning and motivating the subjects. This paper will analyze the five main elements of emotional intelligence and their application in leadership skills. Self-awareness This is the first element of emotional intelligence. With emotional intelligence, a leader is capable of being self-aware. This means that he or she knows and understand what he or she feels. This also encompasses the knowledge of the emotions and their effects on other people. To develop this kind of competence, a leader should be ready to put more focus on self-development aiming at making it possible first to know self before seeking to know others. This is the aspect of emotional intelligence referred to as action-based (Antonakis et al. 2009, pp. 247–261.). For this, three steps model is used. In this model the leader is supposed first to know self, be aware of his or her reactions to various situations. Then, the leader should be able to choose himself or herself. This means that the leader shifts the reactions from unconscious to intentional responses guided by competencies and optimism. Through the choosing, the leader can display the emotion or reaction that is suitable for the situation for the positive results. The third step in this model requires the leaders to align the situation-to-situation decisions with a sense of purpose and to depend on the aspired results. Effective development of this element requires the leadership skills of humility and the ability to identify personal strengths and weaknesses. Besides, the leader must be able to control themselves and slowdown when it comes to reactions and action taking. Slowing down allows examination of the emotion and evaluation of the reactions (Sadri 2012, pp.535–548). Self-regulation In the leadership, there is the inevitable interaction with others. This interaction sometimes brings about interpersonal conflicts. Whereas varying opinions and reactions are expected in every suggestion, the leader should be capable of ensuring that the reactions from the subjects, based on their subjectivity to certain projects or to recommendations brought about by the leader, do not affect their emotions. Self-regulation is the ability to prevent negative reactions arising from emotions from interfering with the atmosphere of the workplace and the work itself. When leaders can regulate themselves, there is less likelihood of having unhealthy verbal confrontations. The leaders are also able to make sound decisions without being guided by emotions to rush into invalid decisions. Using the leadership skills of accountability and control, leaders with emotional intelligence will have the added advantage because they will be more capable of controlling their subjects and making decisions based on facts and not on emotions. The ability to self-regulate can be improved by leaders through being aware of self-values and codes of ethics as well as recognizing what is the best move to make in every situation. Secondly, the leaders should always take responsibility of all situations and take themselves accountable for every decision they make. This way, they will recognize the importance of basing decisions on facts. Thirdly, leaders should learn to remain calm in the face of confrontations and differences. This helps control the emotions. Motivation The third element in emotional intelligence is motivation. Emotional intelligence leaders are expected to learn about self and others. This means that even when leaders are making decisions, they should be aware that the decisions are likely to affect others. It follows then that leaders should be able to develop emotions that motivate them and others (subjects). When motivated from within, the leaders can work consistently towards meeting their personal and organizational goals. This also motivates the subjects and is an important way to enhance self-development and career development among the subjects. Self-motivation involves working with the purpose and the goals in mind, examining the personal stand and that of the others, and being optimistic in all situations and demonstrating this optimism for the motivation of others. These elements are crucial in the development of the leadership skills of optimism, self-motivation, influential and dedication. The self-motivated leader will not only be able to motivate others but also ensure that they develop in their career. This also has a positive impact on the organizational goals achieving process. Leadership Empathy Managing and effectively leading a team or organization requires that the leader or the manager be empathetic. Empathetic leaders can feel with others. By putting oneself in the position of another person, a leader can evaluate and assess a decision before it is made. Having emotional intelligence allows the leader to know their emotions and those of others. When personal emotions are controlled, the leaders can make sound decisions that are less likely to affect the subjects or the project negatively. This is because before making a decision, the leader has time to consider what the effect of such a decision would be on themselves if they were in the subjective position. The element, therefore, develops the leadership skill of empathy, the extent to which a leader can lower themselves to the level of their subjects and feel with them. When this is possible, no decisions will be made without proper consideration of the effect they will have on everyone involved. This does not only reduce conflicts but also increases motivation in the subjects. Social Skills The final element of emotional intelligence related to leadership skills is social skills. Leadership is about communication. When a leader is aware of self, makes decisions that he or she can be accountable for and maintain an empathetic leadership, this has to be communicated well to the subjects. A decision may be taken negatively not because it is inherently negative but because it is not communicated well. A leader with emotional intelligence can communicate well and listen to the subjects positively. Through this, they can effectively manage change, cultural change, and diversity and resolve organizational and interpersonal conflicts within their team (Sadri 2012, pp.535–548). The social skills developed through emotional intelligence help in building the leadership skills of conflict resolution, effective communication and setting a good example for others. A leader is expected to be social, a resolver of conflict and not a beginner. Conclusion Emotional intelligence involves being aware of emotions, perceiving them and being able to control them. It is this control that will allow time for evaluation of the emotions and the reactions to them as well as allowing reasoning that then leads to sound decisions. Leadership skills are developed and built when decisions are made based on facts and not on emotions. Having awareness on emotions helps in building up a reputable leader. It ensures that there is smooth running of organizations with little conflicts and well-managed relationships. As part of career and professional development, it is necessary that leaders learn about emotional intelligence. References Antonakis, J., Ashkanasy, N.M. & Dasborough, M.T., 2009. Does leadership need emotional intelligence? Leadership Quarterly, 20, pp.247–261. Sadri, G., 2012. Emotional Intelligence and Leadership Development. Public Personnel Management, 41, pp.535–548. Available at: http://ppm.sagepub.com/lookup/doi/10.1177/009102601204100308.  Read More