Leadership Styles in Relation to Emotional Intelligence - Literature review Example

Emotional Intelligence and Leadership Introduction Emotional intelligence (EI) is delineated as the capability to identify, take control of and assess one’s emotions. It is the capacity of identifying, using, understanding, and managing one’s emotions in a constructive and positive manner and it concerns recognizing one’s emotional state and that of others and engaging with other individuals in a manner which draws persons to you (Travis and Greaves, 2009). The trait has been a subject of study by many researchers in the past years. Some academicians have argued that individuals are able to learn and strengthen emotional intelligence, whereas others suggest that it is an inborn trait that can never be learnt. Some researchers including John D. Mayer and Peter Salovey have been the principal investigators on emotional intelligence since 1990. The two researchers delineated emotional intelligence as the subsection of social intelligence which encompasses the capacity to monitor personal and other’s emotions and feelings, to discriminate amongst them and to employ this data to monitor one’s actions and thinking (Salovey and Mayer, 1990). Leadership styles in relation to Emotional Intelligence There are various leadership styles and each proves efficient depending on the attitude, circumstances, beliefs, values and preferences of the persons involved. Sunindijo, et al. (2007) described various leadership styles which have diverse impacts on people’s emotions. Some of them include: visionary leadership, affiliative leadership and democratic leadership. In visionary leadership, the leader moves individuals towards attaining a shared vision, directing them where to go but not the means of going there therefore, motivating them. Information is openly shared, therefore, providing others with knowledge power (Goleman, 1998). In affiliative leadership, the leader establishes connections among individuals which create harmony in the firm. This is a collaborative style that centers on emotional needs rather than work needs (Goleman, 1998). Democratic leadership on the other hand acts in valuing commitments and inputs via individual participation. A democratic leader listens both to the good and bad news. To ensure effective leadership, a mix of these styles depending with the situation is recommended (Goleman, 1998). Can emotional intelligence be learnt and do leaders need EI? Emotional intelligence has been a subject of study by many researchers in the past years. Questions have risen as whether emotional intelligence can really be learnt. Some academicians have argued that individuals are able to learn and strengthen emotional intelligence, whereas others suggest that it is an inborn trait that can never be learnt. Unlike IQ, various researchers including Goleman have revealed that scientific research in the area of Emotional intelligence supports the perception that the trait can be learnt (Antonakis et al., 2009). However, the trait cannot be acquired through reading, but it takes practice, training and reinforcement to achieve this. One step of learning emotional intelligence encompasses giving feedback to managers regarding their management styles and performance which will act as an outcome of behavioral-based interviewing (Salovey and Grewal, 2005). This captures the leaders’ attentions to gaps and the possible development opportunities. Emotional intelligence can be developed through coaching and mindfulness. These are deemed effective methods in improving individual emotional intelligence. Good counseling skills facilitates greatly efficient training of emotional intelligence as the trait draws on a variety of concepts required including active listening skills, conflict management, stress management and assertiveness (Travis and Greaves, 2009; (Antonakis et al., 2009). Studies have indicated that leaders require emotional intelligence to enhance the success of an organization. Antonakis et al, (2009) argue that the ideas of leaders concerning their emotions and abilities and that of others have been linked to efficient leadership. Researches have also revealed that leaders suggest emotional responses in personnel in workplace setting (Antonakis, 2009). Furthermore, academicians have now come into an agreement that leadership is an emotion-laden procedure, and leaders who are capable of managing their emotions and those of others will be very efficient in their duties and work places. This means that emotional intelligence contributes to leader’s effectiveness. Leaders with high emotional intelligence are able to develop collective organizational objectives and goals generate and maintain confidence, enthusiasm, cooperation, optimism, and trust; encourage flexibility in change; and instill into the employees a sense of appreciation (Antonakis, 2009). Main argument in the above presented case? The main argument in the above presented case is whether or not leaders need emotional intelligence. Antonakis et al., (2009) puts forth two questions concerning emotional intelligence and leadership which encompass: does leadership as a science need emotional intelligence? And to succeed, do leaders need emotional intelligence? In their argument, Antonakis, Ashkanasy, and Dasborough (2009) put forth that, leaders do not necessarily need emotional intelligence in order t succeed. They argue that smarts do more. To manage other people’s emotions, it is not a requirement for a leader to have a well-tuned emotional intelligence. According to Antonakis, et al (2009) leaders can easily impact other people’s emotions and make them happy or upset them by understanding simple condition-action scripts. On the other hand, Antonakis, et al (2009) argues that as a science, leadership necessitates emotional intelligence. This will assist such leaders to identify, control and assess their emotions and those of their followers. This will result to greater effectiveness in organizations or groups due to increased understanding among people. Relevance of the following skills for leaders Personality Generally, personality is termed as the specific mixture of attitudinal, behavioral and emotional response patterns of a person. Usually, the skill refers to: personality trait theory which encompasses attributes by which individuals might vary in relative terms; and personality psychology which involves the theory and analysis of people’s differences, types and traits (Owen, 2007). Evidently personality skill is very relevant for leaders. Studies have indicated that leaders which good personality skills are able to lead the organization into attaining its objectives. Furthermore, compared to IQ, personality forecasts better the performance of the leaders (Owen, 2007). This means that personality is a function of good leadership. It is apparent that the personality of leaders directly affects staff motivation and this determines the performance of the organization. A leader with good personality also turns out to be ambitious, able to adjust, prudent, inquisitive, has good learning styles, and is sociable, all of which contributes to the betterment of the organization (Owen, 2007). Charisma Research has indicated that, charismatic leaders are habitually deemed as heroes who have the capacity of using their personal appeal to lead others (Owen, 2007). However, it is argued that the charismatic trait can either be a curse or a blessing to the society. This is evidenced by the fact that, leaders can use their charismatic trait to either improve the organization or the country, and also for their own personal gains. There are various behavioral attributes of charismatic leaders which are believed to reveal a more transformational viewpoint and they include: vision and articulation; environment sensitive; sensitive to individual wants; personal risk taking; and performance of eccentric behaviour (Owen, 2007). Charismatic leaders are also believed to have the capacity to sense any gap which exists between the performance of the organization to its customers, and what such customers requires from the organization (Owen, 2007). As a result, the leader is able to create a future vision for the organization which is considered to be better compared to the present environment. Through the support of the followers, the organization is able to attain its set goals and objectives. Conflict resolution skills In the current society, and especially in many organizations, conflict has become a fact of life. In many situations, for instance, in the workplaces, workers have different needs and goals and this has resulted to conflict. In addition, poor communication skill where there is lack of understanding also contributes to conflict. Studies have shown that the existent of conflicts in an organization is not certainly a bad thing; effective resolution of such conflicts has resulted to individual, professional and organization growth. Leaders with effective conflict resolution skills are able to bring order and understanding among their followers effectively (Owen, 2007). In most circumstances, efficient conflict resolution reveals a difference between negative and positive results. Effective conflict resolution skills have been linked with amplified group cohesion, increased understanding, and advanced self-knowledge. On the other hand, lack of proper skills to resolve conflicts results to conflicting goals, lack of motivation, teamwork collapses, and the organization may end up in a vicious downward spiral of negativity and recrimination (Owen, 2007). Leaders with conflict resolution skills are able to follow the various steps required to resolve a conflict. They include: setting the scene, gathering information, agreeing to the problem, brainstorming possible solutions, and negotiating a solution. Cross- cultural competencies Cross-cultural competence also referred to as intercultural competence is the capacity to efficiently interact with individuals of diverse cultures, especially in the context of non-profit organizations, human resources and government agencies (Owen, 2007). In these sectors, personnel work with individuals from diverse ethnic/cultural backgrounds. Cross cultural competencies encompasses four various components. They include: attitude towards differences in cultures, awareness of individual cultural view, cross-cultural skills and understanding of diverse cultural world views and practices (Owen, 2007). Leaders who have cross-cultural skills have the capacity to communicate, understand, and interact with their followers across cultures efficiently. It is apparent that organizations are characterized by people of different cultures; and as a result, there may arise differences in understanding as a result of diversity in cultural background; therefore, leaders with cross-cultural competencies are required in order to ensure that there is proper understanding amongst these persons. Understanding power Power is delineated as the capability to influence other people. One of the major aspects of efficient leadership is the capacity to understand power. Whilst cultivating their leadership styles, it is significant fir leaders to understand the sources of power which as result will assist them in to utilize their positions effectively (Owen, 2007). Studies have revealed that, there various sources of power available result to influence and they may cause both negative and positive impacts. Ability to understand power usually results to personal efficiency within an organization or a group, and in general, the success of the organization or society in attaining its goals and objectives. Conclusion This discussion has focused on emotional intelligence and leadership. In the past few years, the trait emotional intelligence has been the subject of study by many researchers. Questions have risen as whether or not emotional intelligence can really be learnt. Some academicians have argued that individuals are able to learn and strengthen emotional intelligence, whereas others suggest that it is an inborn trait that can never be learnt. However, as discussed above, it is apparent that most researchers are in agreement on the fact that through various learning skills including coaching and mindfulness. These are deemed effective methods in improving individual emotional intelligence. Good counseling skills facilitates greatly efficient training of emotional intelligence as the trait draws on a variety of concepts required including active listening skills, conflict management, stress management and assertiveness. The discussion ha also pointed out that for effective leadership, leaders should have emotional intelligence. This will assist them in identifying controlling and assessing their own emotions and that of others. To make this successful, various leadership styles related to emotional intelligence are necessitated for leaders. They include charismatic leadership, visionary leadership, affiliative leadership and democratic leadership. However, to ensure effective leadership, leaders necessitates to have various skills which includes ability to understand power, cross-cultural competencies, charisma, conflict resolution skills and personality. Through these traits, there will be enhanced communication and understanding, proper conflict resolution, and staff motivation among others all of which will result to the realization of the set goals and objectives. Studies have revealed that a combination of all these traits will make leaders become more effective in their roles. What really makes a good leader? Other than the pursuit of excellence, there are various skills which leaders should possess in order to be termed good (Owen, 2007). They include: thinking strategically, being visionary, being an excellent manager, effective communication, conflict resolution skills, and providing feedback to his followers. References Antonakis, J. (2009). Emotional intelligence: What does it measure and does it matter for leadership?. Greenwich, CT: Information Age Publishing. Antonakis, J., Ashkanasy, N. M., and Dasborough M. T. (2009). Does leadership need emotional intelligence? The Leadership Quarterly 20, p. 247-261. Goleman, D. (1998). Working with emotional intelligence. New York, NY: Bantam Books. Kluemper, D.H. (2008). Trait emotional intelligence: The impact of core-self evaluations and social desirability. Personality and Individual Differences, 44(6), 1402-1412. Owen, J. (2007). The Leadership Skills Handbook: 50 Key Skills from 1,000 Leaders. London: Kogan Page Publishers. Salovey, P. and Grewal D (2005). The Science of Emotional Intelligence. Current directions in psychological science, 14 (6). Salovey, P., and Mayer, J.D. (1990). Emotional intelligence. Imagination, Cognition, and Personality, 9, 185-211. Sunindijo, R.Y; Hadikusumo, B.H.W., and Ogunlana, S. (2007). Emotional Intelligence and Leadership Styles in Construction Project Management “Journal of Management in Engineering, 23 (4). Travis, B. and Greaves, J. (2009). Emotional Intelligence 2.0. San Francisco: Publishers Group West. Read More