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In addition to this, an effective leader should be aware of its limitations, its strengths, and its capabilities. These competencies are in strong correlation with social competencies, which help leaders understand the behavior of their subordinates, their clients, and to better perceive relationships within the organization.
In order to effectively manage its employees, the leader must first be able to understand them. This is where EI intervenes. An effective leader should not only use its EI competence for managing people, but also for promoting EI among them and encouraging them to develop their Emotional Intelligence skills. Employees with developed EI skills develop better relationships with their colleagues, their bosses, or their subordinates, are more pleased with their jobs and the overall work environment, and a lot of misunderstandings can be avoided, which leads to avoiding a series of conflicts. The relationship with clients is also influenced by EI, as it has been proven that people with more developed EI skills are more successful than others, due to their better understanding of the clients.
All in all, it is obvious that Emotional Intelligence has become a vital factor I the activity of leaders and their subordinates as well. Developing EI skills is important for employees, and crucial...
Recent developments in the workforce have created the need for leadership to adapt to these developments, and this adaptation can only be successful by improving Emotional Intelligence competences.
Reference List
Mayer, J.D. (1999). Emotional Intelligence Information. Retrieved October 16, 2007 at http://www.unh.edu/emotional_intelligence/ei%20What%20is%20EI/ei%20definition.htm.
Emotional Intelligence (1998). Retrieved October 16, 2007 at http://www.funderstanding.com/eq.cfm.
Rock, Michael (2006). The 90% Factor EQ (Emotional Intelligence) and the New Workplace. CanadaOne online. Retrieved October 17, 2007 at http://www.canadaone.com/magazine/eq050198.html.
Childs, Roy (2004). Emotional Intelligence and Leadership. Team Technology. Retrieved October 17, 2004 at http://www.teamtechnology.co.uk/emotional-intelligence.html.
Chapman, Alan (2006). Guidelines for Best Practice. The Consortium for Research on Emotional Intelligence in Organizations. Retrieved October 17, 2007 at http://businessballs.com/eq.htm.
Goleman, Daniel (2004). An EI-Based Theory of Performance. The Consortium for Research on Emotional Intelligence in Organizations. Retrieved October 17, 2007 at http://www.eiconsortium.org/research/ei_theory_performance.htm.
Reference List
Mayer, J.D. (1999). Emotional Intelligence Information. Retrieved October 16, 2007 at http://www.unh.edu/emotional_intelligence/ei%20What%20is%20EI/ei%20definition.htm.
Emotional Intelligence (1998). Retrieved October 16, 2007 at http://www.funderstanding.com/eq.cfm.
Rock, Michael (2006). The 90% Factor EQ (Emotional Intelligence) and the New Workplace. CanadaOne online. Retrieved October 17, 2007 at http://www.canadaone.com/magazine/eq050198.html.
Childs, Roy (2004). Emotional Intelligence and Leadership. Team Technology. Retrieved October 17, 2004 at http://www.teamtechnology.co.uk/emotional-intelligence.html.
Chapman, Alan (2006). Guidelines for Best Practice. The Consortium for Research on Emotional Intelligence in Organizations. Retrieved October 17, 2007 at http://businessballs.com/eq.htm.
Goleman, Daniel (2004). An EI-Based Theory of Performance. The Consortium for Research on Emotional Intelligence in Organizations. Retrieved October 17, 2007 at http://www.eiconsortium.org/research/ei_theory_performance.htm.
Emotional Intelligence I actually have an issue with the idea of "empowering followers to take a more active role in leadership." The entire point is that people do not exist in a dichotomous world of leaders vs. followers, but instead live a world governed by complex relationships. Organizations' find leadership throughout, even when the leadership relationship is not formalized. This is first year leadership stuff -- there are many types of
In other words Emotional Intelligence means that the individual is capable of: (1) Accurately perceiving emotions in oneself and others; (2) Uses emotions to facilitate thinking; (3) Understands emotional meanings; and (4) Manages emotions well. This model is referred to as the 'ability' model of emotional intelligence. (Mayer & Salovey, 1997) DANIEL GOLEMAN-PERSONAL & SOCIAL COMPETENCE Daniel Goleman proposed the model of emotional intelligence based on the Personal and Social competencies
Emotional Intelligence and Effective Leadership EMOTIONAL INTELLIGENCE - AN EFFECTIVE AND RELEVANT LEADERSHIP VIRTUE IN MODERN TIMES Emotional intelligence can be defined as the ability to appreciate and clarify emotions, as well as to use them to improve and develop thoughts. In management and leadership in the workplace, emotional intelligence is an essential skill that allows one to reason with, and about emotions. Another definition of emotional intelligence is the capability to
In recent years, many researchers have been attracted by the topic of emotional intelligence (EI) and leadership style. Their interest in the area is based on claims that effective leadership style and Emotional Intelligence are linked. Therefore, the purpose of this research is to examine the relationship between Emotional Intelligence and leadership style giving emphasis to transformational in organizations and countries by incorporating the concept of organizational culture. The future
Ferbrache, C. P. (2009). Virtual team leader emergence: A model to objectively measure leader emergence (Doctoral dissertation, California State University, Fresno). This dissertation focuses on leader emergence in virtual teams. The author discusses the formal and informal processes of virtual team leadership development, aiming for the emergence of an objective model or means of creating reliable, effective virtual teams. Ultimately, this research addresses a gap in the literature related to leadership
Executive Report and Roundtable Presentation Modassir, A., & Singh, T. (2008). Relationship of Emotional Intelligence with Transformational Leadership and Organizational Citizenship Behavior. International Journal of Leadership Studies, 3-21. This study examines the relationship of emotional intelligence (EI) with transformational leadership (TL) and organizational citizenship behavior (OCB) of the followers using a sample of 57 dyads of managers and their supervisors (i.e., 114 respondents) participated in this study (Modassir & Singh, 2008). Transformational