Emotional Intelligence and Global Leadership - Essay Example

Emotional Intelligence and Global Leadership Table of contents Introduction 3 Emotional intelligence and global leadership 3 EI and global communication 5 EI and multicultural skills 5 EI and decision-making skills 6 Conclusion 7 References 8 Introduction Politics at work cannot be easily handled if leaders do not have the emotional intelligence for it. In the literature of leadership, the factor of politics and emotional intelligence are often neglected, as if the workplace is sanitized from politics and emotions (Chrobot-Mason et al., 2007; Marques, Allevato, & Holt, 2008). In real life, politics and emotions are “too” real, as employees see their co-workers using their communication suave to establish relationships and influence the management. As businesses go global, the intensity of politics and emotions tend to rise up (Rodsutti & Swierczek, 2002; Von Glinow, Shapiro, & Brett, 2004). Leaders now have to deal with different cultures in achieving business strategies and goals. This paper explores the importance of emotional intelligence to global leadership. It argues that emotional intelligence is required for effective global leadership, because emotional intelligence improves global communication, decision-making, and multicultural skills. Emotional Intelligence and Global Leadership Emotional intelligence is a concept developed by Peter Salovey and John Mayer. They talked about a politician who is both smart and dumb (Goleman, 1998 cited in Robertson, 2007, p.15). They argued that IQ is not enough to make a person truly “smart,” and they coined emotional intelligence or EQ (Robertson, 2007, p.15). For the next fifteen years, from being a virtually non-studied concept, EQ has received significant academic attention and applications in the development of numerous fields, such as leadership, communication, self-improvement, child raising, education, health care, and corporate development (e.g., Caruso & Salovey, 2004 cited in Robertson, 2007, p.15). EQ has become critical to developing effective leaders. Even with development in literature, there is no single definition of EQ, particularly since it is still a budding concept with different measures and with diverse validity test results (Pat & Groves, 2006; Matthews, Roberts, & Zeidner, 2004). Many scholars agree that EQ pertains to the ability to distinguish, understand, and control one’s emotions and the emotions of others, and to use these emotions in successfully managing interpersonal relationships (Salovey & Sluyter, 1990, cited in Robertson, 2007, p.15). Emotional intelligence is also emphasized as vital in understanding the tacit messages that are decisive to interpreting the entire message of the speaker and will also advance how the listener will react to the communication process. Emotional intelligence affects global leadership through enhancing soft skills in strategic management (Marques et al., 2008). In the article “Linking quality management and emotional intelligence to workplace spirituality,” Marques et al. (2008) linked the concepts of quality management, emotional intelligence, and workplace spirituality. They made a conceptual model of how these three variables interrelate to attain individual development and organizational success. They described workplace spirituality in a non-religious way, but through stressing the spirituality that survives when employees are more devoted to the organization and act ethically because they feel that what they are doing is meaningful (Marques et al., 2008, p.85). Opponents of emotional intelligence will argue that soft skills of leadership are not critical in a highly technical environment (Marques et al., 2008, p.85). For them, what is more important is the hard management skills, especially technical competence (Marques et al., 2008, p.85). This paper counters, however, that in reality, the best engineer, for instance, is not always the best leader. In an organization, a leader should have the EQ and soft skills needed to influence others and communicate effectively. It does not matter if the technical proficiency of the leader is not as good as other employees, but he/she must have the EQ to effectively lead an especially multicultural workforce. Emotional intelligence impacts global leadership, because it balances the technical and cognitive skills of leadership (Robertson, 2007). Robertson (2007) published a stimulating article on the significance of emotional intelligence for speech–language pathologists (SLPs) and audiologists. He asserted that EQ is a component of cultural competence, wherein the latter is comprised of cognitive intelligence, emotional intelligence, and physical intelligence (p.14). He constructed a model of cultural competence that is made of four EQ skills- self-awareness, self management, social awareness, and social management. For each of these skills, he gives empirical basis of how EQ is a competency contributes to a holistic, global leadership. These articles underscore that EQ provides additional skills to global leaders, by making them more emotionally in control and emotionally responsive to others. EI and Global Communication Emotional intelligence is indispensable to developing global communication skills, because leaders become more sensitive to the emotional dimension of communication. Sunindijo, Hadikusumo, and Ogunlana (2007) studied emotional intelligence and leadership styles in construction project management. They interviewed project managers and engineers (PMEs) and client representatives in Thailand and inquired about the advantages of EI in project management and how EI is related to effective leadership styles. Findings showed that PMEs with higher EI scores regularly use more open communication and proactive leadership styles than PMEs with lower EI scores. Open communication is important to global leadership, because it empowers individuals through constant feedback and motivation (Sunindijo et al., 2007, p.170). Pless and Maak (2004) argued that EI is invaluable to recognizing emotions in the communication process. Han (2008) emphasized through a typology of empathy that EI will help decipher affective communication. Empathy refers to “the ability to share in another’s emotions, thoughts, or feelings” (Agnes, 2001, p. 466, cited in Han, 2008, p.3). Empathizing helps people understand the cognitive and affective states of the other person (Han, 2008, p.3). These articles underscore that EI completes the communication process. EI and Multicultural Skills EI enhances the multicultural skills that effective global leaders need. Lockwood (2006) explored the value of multicultural competence to HR management and leadership. The author used company experiences to stress that “HR professionals experienced in workplace diversity and cross-cultural communication are well-positioned to develop and implement culturally appropriate” communication methods (Lockwood, 2006, p.1). The article concluded that without multicultural competence, communication impediments will materialize and reduce leadership effectiveness. Ang and peers (2007) examined cultural competence and its effect on cultural judgment and decision making, cultural adaptation and task performance. Cultural intelligence pertains to the “individual’s capability to function and manage effectively in culturally diverse settings” (Ang et al., 2007, p.336). Findings showed that cultural judgment is critical to cultural adaptation and task performance. These articles underscore that through EI, leaders can enhance their multicultural sensitivities. Chrobot-Mason and peers (2007) developed the leadership strategies of decategorization, recategorization, subcategorization and crosscutting to manage multicultural conflicts. This article realizes the reality of cultural clashes, while not stressing the theory that cultures must constantly clash. It also stresses that leadership styles should be aligned to the unique and cultural needs of people (Chrobot-Mason et al., 2007, p.2027). Opponents of EQ and its impact on multicultural skills can argue that multicultural skills are enough, without focusing too much on EQ. Multicultural skills, however, require emotional sensitivity to different cultures. For instance, it is not enough to be trained of multicultural communication. It is also important to effectively use emotions that arise from multicultural encounters (Lockwood, 2006, p.1). Multicultural training is only a set of skills and knowledge that cannot be effectively applied without the EQ that uses it for actual intercultural interpretation and settings. EI and Decision-Making Skills EI helps leaders make effective decisions (Burkham, 2010). Druskat and Wolff (2001) studied decision-making at group levels and EI. Finding showed three conditions that are significant to group’s effectiveness: “trust among members, a sense of group identity, and a sense of group efficacy.” Without these conditions, cooperation and participation cannot be attained. They concluded that effective teams have produced “emotionally intelligent norms” (which will become group habits), which hold trust, and form group identity and efficacy. These norms help make teams create decision-making processes that lead to engaging results. Day and Caroll (2004) tested the construct and criterion-related validity of the Mayer Salovey Caruso Emotional Intelligence Test (MSCEIT). Findings showed that the MSCEIT subscales were reasonably connected with personality, independent of individual-level citizenship behavior, and comparatively related to group-level citizenship behavior. Also, the Emotional Perception Scale of the MSCEIT was associated with the performance on a cognitive decision-making task. This article connects EI and decision-making. Conclusion Studies showed that emotional intelligence improves global communication, decision-making, and multicultural skills and these competencies are needed for effective global leadership. EI provides the skills needed to be sensitive to emotions and politics, so that cultural and diverse decision-making factors are fully considered. Opponents argue that EQ is not as important as hard management skills or not relevant to multicultural environments, but it is clear that soft skills and EQ are significant skills in managing diverse environments, technically-oriented or not. Emotionally intelligent leaders are more equipped to handle multicultural workplaces. They can go to through a web of complex political, emotional, and cultural dilemmas and provide suitable solutions. They analyze problems from a broader picture, but with responsiveness to cultural and individual factors. Thus, a smart leader is a sensitive leader too. References Ang, S., Van Dyne, L., Koh, C., Ng, K.Y., Templer, K.J., Tay, C., & Chandrasekar, N.A. (2007). Cultural intelligence: Its measurement and effects on cultural judgment and decision making, cultural adaptation and task performance. Management & Organization Review, 3 (3), 335-371. Burkham, A. B. (2010). The relationship of emotional intelligence and transformational leadership behavior in Texas AgriLife Extension Service mid-managers. Electronic Theses and Dissertations (ETDs). Retrieved March 28, 2011, from http://dspace.lib.ttu.edu/etd/handle/2346/ETD-TTU-2010-08-855 Chrobot-Mason, D., Ruderman, M.N., Weber, T.J., Ohlott, P.J., & Dalton, M.A. (2007). Illuminating a cross-cultural leadership challenge: when identity groups collide. International Journal of Human Resource Management, 18 (11), 2011-2036. Han, B. (2008). A typology of empathic communication: Reviewing empathy as a communicative act. International Communication Association, 2008 Annual Meeting, 1-35. Lockwood, N.R. (2006). Leadership development: Optimizing human capital for business success. HRMagazine, 51 (12), 1-10. Matthews, G., Roberts, R.D., & Zeidner, M. (2004). Seven myths about emotional intelligence. Psychological Inquiry, 15 (3), 179-196. Marques, J.F., Allevato, E., & Holt, S. (2008). Linking quality management and emotional intelligence to workplace spirituality. Organization Development Journal, 26 (4), 81-88. Pat, M. & Groves, K. (2006). Choosing among tests of emotional intelligence: What is the evidence? Human Resource Development Quarterly, 17 (1), 9-42. Pless, N.M. & Maak, T. (2004). Building an inclusive diversity culture: Principles, processes and practice. Journal of Business Ethics, 54 (2), 129-147. Robertson, S.A. (2007). Got EQ?: Increasing cultural and clinical competence through emotional intelligence. Communication Disorders Quarterly, 29 (1), 14-19. Rodsutti, M.C. & Swierczek, F.W. (2002). Leadership and organizational effectiveness in multinational enterprises in Southeast Asia. Leadership & Organization Development Journal, 23 (5), 250-259. Sunindijo, R.Y., Hadikusumo, B.H.W., & Ogunlana, S. (2007). Emotional intelligence and leadership styles in construction project management. Journal of Management in Engineering, 23 (4), 166-170. Von Glinow, M.A., Shapiro, D.L., & Brett, J.M. (2004). Can we talk, and should we? Managing emotional conflict in multicultural teams. Academy of Management Review, 29 (4), 578-592. Read More