MGT 460 Leadership Priorities and Practice
Emotional Intelligence And Leadership
Dr. Celina Peerman
November 27, 2008
Emotional intelligence on the job and specifically in an individual occupying a leadership position can have vast ramifications. A hidden, but often crucial, dimension of leadership, the emotional impact of what a leader says and does, certainly affects those all important intangibles such as higher morale, motivation, and commitment (Goleman & Boyatzis, McKee, 2006, p.12). This paper will explore the successful use of emotional intelligence in effective leadership, specifically related to measurable changes utilizing a library SWOT ...view middle of the document...
From self-awareness, understanding oneâ€™s emotion and being clear about oneâ€™s purpose, flows self-managementâ€”that focused drive that all leaders need to achieve their goals (Goleman, Boyatzis, McKee, 2006, p.45). Without knowing our own emotions, we would not be able to manage those feelings, and our emotions control us. This may be advantageous when we experience positive emotions, like enthusiasm and the pleasure of meeting a challenge. Conversely, â€œno leader can afford to be controlled by negative emotions, such as frustration, rage or anxiety and panicâ€ (Goleman, Boyatzis, McKee, 2006. p.435).
Self-management is a facet of emotional intelligence that allows us to overcome our personal feelings and provides mental clarity and concentrated energy that is a requisite for effective management. Leaders cannot effectively manage emotions in anyone else without first handling their own. Empathy is associated with strong social skills that are needed to develop cooperative interpersonal relationships and plays a key part in being an emotionally intelligent individual (Yukl, 2006, p.202).
Emotional Intelligence Studies
Over the past 18 years, research on EI has emerged and a remarkable amount has been learned. At the same time, EI is a relatively new filed of research, and much remains to be done. In relation to leadership skills, one noteworthy study done in 2004 simulated work environments in a laboratory setting. Research participantsâ€™ task was to determine the order in which employees should be laid off during an organizational downsizing (Day & Carroll, 2004, p.1143-1158). Participants with high MSCEIT (Mayer-Salovey-Caruso Emotional Intelligence Scale) total scores received higher organizational leadership ratings from other group members (Day & Carroll, 2004, p.1143-1158).
The MSCEIT scale measures eight tasks that cover various aspects of EI that include perceiving emotions, using emotions in synesthesia, facilitating thought, understanding emotional changes and managing emotions in oneself and relationships (Mayer, Salovey, Caruso, and Sitarenios, 2003, p.97).
The â€œmultiple intelligenceâ€ theory, first discussed in Howard Gardnerâ€™s book Frames of Minds, established a model by which to understand and teach many aspects of human intelligence, learning styles, personality and leadership behavior. This theory was utilized in both education and industry as a training tool which has close ties to emotional intelligence (Gardner, 1993, p.87).
Leadership In Relation To Emotional Intelligence
Leaders trained in emotional intelligence have been shown to become significantly
more self-aware and more sensitive to the needs of others in their attitudes, and their
subordinates perceived them as having improved in rapport and two-way
communications. Developing emotional intelligence teaches individuals to pay attention
to what drives the behavior of others, and this proves to be essential when stimulating