Leadership has been studied extensively for nearly a century now. It began with looking at current and past leaders who were considered highly effective. What traits did they possess that made them a great leader? Since then, many theories have emerged along with many and varying list of traits (Northouse, 2016). Traits are still the focus of many researchers as they continue to attempt to define what makes a great leader and if that can be put into a curriculum to develop great leaders. New research continues to add to these lists and some stand out more than others. One of those is emotional intelligence. The reason it has surfaced is because positive emotions are a result of motivation (McKeever, 2011). This blog will explain emotional intelligence (EQ), discuss why it matters, and provide ways to improve EQ.
Emotional intelligence or emotional quotient (EQ) is the level of understanding one has regarding their emotions and those of others along with the ability to manage them (Northouse, 2016). It is comprised of personal competencies consisting of self-regulation, self-awareness, motivation, and confidence along with social competencies of managing conflicts and communication (Goleman, 1995 as cited in Northouse, 2016). In other words, it is the ability to understand emotions and how they influence people and decisions. One must be able to manage their own emotions as well as assist others with managing theirs. It is understanding how to read people’s non-verbal communication and look for emotional cues as to motives influencing behavior.
The personal competencies are more about understanding what role emotions play in one’s own decisions. It means “taking charge of one’s (a) thoughts or cognitive appraisals of others and events, (b) physiological changes or arousal reactions, (c) behavior or reaction tendencies, and (d) the emotional context of the situation” (Weisinger, 1998 as cited in Greenockle, 2010, p. 264). One consequence is that the loss of emotions can lead to loss of credibility (Greenockle, 2010). Goleman (1995 as cited in Greenlocke, 2010) states that empathy is the fundamental aspect to social competence. Empathy is understanding the motivation behind another’s actions. This is easier said than done unless there are shared experiences surrounding the behavior. If both you and a co-worker have young children, and the co-worker shows up late for work due to being up all night with a sick child, you are more apt to understand and support that person.
The benefits of increasing emotional intelligence for the leader are the ability to use emotions in a positive way to motivate, they can incorporate positive emotions in their presentations of the corporate vision and goals, and it fosters enthusiasm, flexibility, cooperation from followers (Ashkanasy & Daus, 2002). Another benefit is better judgment and decision-making for leaders. Judgments are the core and single measurement leadership, good or bad, and without understanding emotions, we cannot understand judgment (Bennis, n.d.). Ashkanasy & Daus (2002) also look at the downside of not increasing emotional intelligence when it comes to being able to interpret follower cues. When followers are dealing with negative emotions, their performance and morale can be adversely impacted.
The following scenario is an example of how not having emotional intelligence could impact performance and the benefit of increased emotional intelligence. The co-worker we mentioned who was late for work explains to their manager their plight. The manager with little or no EQ, whether they have children or not, may be focused on the bottom line and reprimand the worker for being late. The premise is that the worker would have a negative reaction. As such, they spend most of the morning thinking about the conversation with the manager and productivity is impacted. If the manager had some emotional intelligence, the premise is that they would attempt to empathize with the worker, offer help or guidance, and might even suggest taking the morning off to recoup. The worker would then have a positive reaction and increase productivity.
Research shows that one can increase their emotional intelligence through training. There are a number of EQ training programs for organizations and most of them focus on teaching the basics of human emotions, use self-assessments to establish a baseline, then begin teaching ways to recognize increased emotion in oneself and others, how to deal with those emotions, and how they can leverage those emotions, and conflict resolution (Nellis, Quoidbach, Mikolajczak, & Hansenne, 2009; Greenockle, 2010). There are no quick fixes or single training seminars to quickly increase one’s EQ as it involves learning to recognize emotions. Increasing self-awareness, motivation skills, and empathy, which are the three major components, will have the most impact.
This was just a brief look at emotional intelligence, how to increase EQ, and the benefits of doing so. It involves understanding one’s emotions and the emotions of others. It involves the ability to regulate one’s emotions and intercede when other’s emotions impact the workplace. It involves the ability to communicate on a deeper level with followers in an effort to develop those relationships. Doing so will increase productivity, motivation, and cohesiveness. The most effective way to increase one’s EQ is to focus on increasing self-awareness, learning new motivating skills, and learning how to empathize. As one matures, there will be a need to re-evaluate and adapt which indicates that increasing one’s EQ is an ongoing process and not a one-time event.
References
Ashkanasy, N.M., & Daus, C.S. (2002). Emotion in the workplace: The new challenge for managers. Academy of Management Executive, 16(1), 76-86. Retrieved from http://www.jstor.org.ezaccess.libraries.psu.edu/stable/4165815?seq=1#page_scan_tab_contents
Bennis, W. (n.d.) Emotion and judgement.video file. Retrieved from https://psu.instructure.com/courses/1775343/modules/items/20675152
Greenockle, K. M. (2010) The new face in leadership: Emotional intelligence. Quest, 62(3), 260-267, DOI: 10.1080/00336297.2010.10483647
McKeever, M. (2011). The brain and emotional intelligence: An interview with Daniel Goleman. Tricycle. Retrieved from https://tricycle.org/trikedaily/brain-and-emotional-intelligence-interview-daniel-goleman/
Nellis, D., Quoidbach, J., Mikolajczak, M., & Hansenne, M. (2009). Increasing emotional intelligence: (How) is it possible? Personality and Individual Differences, 47(1), 36-41.
Northouse, P. G. (2016). Leadership: Theory and practice. Los Angeles, CA: Sage.
Weisinger, H. (1998). Emotional intelligence at work. San Francisco: Jossey-Bass.
Emotional Intelligence and Organizations
I too am supportive of the importance and value that emotional intelligence has in leadership and in organizations. An ability to understand and manage ones emotions and the emotions of others can only assist organizations in creating an effective working environment. The description you provide of emotional intelligence reveals; emotional intelligence consists of two components, individual (self) and collective (others). Emotional intelligence is described as; the ability to interpret and express emotions, to consider emotions when thinking, to reason with emotion, and having the skill set to effectively manage one’s own and others emotion (Northouse, 2016). There are four components of emotional intelligence; self-awareness, self-management, self-motivation, and the emotional management of others (Ashkanasy & Daus, 2002). In your article; you describe the consequences of a leader failing to implement the collective aspects of emotional intelligence. A failure of a leader to implement the collective aspects of emotional intelligence can have an adverse impact on follower performance and morale. The research provided in your article further expounds on the importance of an organization as a whole implementing emotional intelligence. I think this aspect of emotional intelligence is of importance and worth contributing to your article.
When all members of an organization fail to implement the individual components of emotional intelligence; the same adverse performance and morale can occur (Ashkanasy & Daus, 2002). That is; the adverse results of a leader’s failure in collective aspects of emotional intelligence are the same adverse results created by follower’s failure in individual aspects of emotional intelligence (Ashkanasy & Daus, 2002). The research you provide discusses the importance of organizations implementing one of the four components of emotional intelligence; self-management. Specifically; the implementation of organizational emotion management. Emotion management is described as; controlling ones emotions or expressing emotions that one may not actually feel (Ashkanasy & Daus, 2002). An organizational emotion self-edit policy, if you will. Making emotion management an organizational value will reduce the adverse effects created by a failure of followers to implement individual components of emotional intelligence. A failure to organizational manage emotion can result in reduced performance, morale, emotional outbursts, a disgruntled workforce, disassociation with an organization, or result in negative actions or retribution seeking (Ashkanasy & Daus, 2002). This contributing information to your article provides further support for the importance and value of emotional intelligence in leadership and in organizations.
References:
Ashkanasy, N.M., & Daus, C.S. (2002). Emotion in the workplace: The new challenge for managers. Academy of Management Executive, 16(1), 76-86.
Northouse, P.G. (2016). Leadership: Theory and Practice. Los Angeles: Sage Publications.