How Managers Can Use Emotional Intelligence

EI

The concept of Emotional Intelligence (EI) is very simple: it involves having a sense of how people feel and what sort of interaction, environment, behavior or situation is likely to have a specific or general impact on their emotional state. Because every person is unique and different, it necessitates having the ability to "read" people very quickly and gauge the sort of way of communication that this person would prefer to have. For instance, some people prefer formal modes of expression, some prefer joking, some are sensitive to comments, and some are not affected by criticism at all. Judging all of this adequately and effectively is what gives one EI. If one possesses EI, he or she can more effectively engage with others by considering their feelings and ensuring that the best feelings are always being brought out in others. Because emotions play a part in how we perceive and interact with our environment, it is important to have EI, especially in management positions, because so many people are depending on you for guidance and support. Emotional support, even in subtle ways, is crucial in the laying the foundations for a strong workplace culture.

Emotions and moods should very much be a concern of leaders and managers in the 21st century workplace. As Sanders (2006) shows, likeable managers are ones who have a sense of EI and know how to coordinate and communicate with their follows in order to deliver success within operations. Unlikeable managers are ones who have negative qualities and who lack EI: they simply do not care what sort of emotional/psychological effect they have on their employees/followers and are only concerned with themselves. Having EI and using it ensures that management is not narcissistic or self-centered and that workers are always put forward first so that their needs and concerns are being met. Happy workers are the key to a successful environment, because if they feel fortunate to be where they are it will show through in how they conduct themselves, how well they apply themselves and how much positivity will be delivered day in and day out (Schyns, Schilling, 2013)

Leaders may succeed without EI but it will be in a position where they are not interacting with others on a daily basis. A manager, for instance, who is removed from the focus of daily operations and is more involved in overseeing the data as it comes in will not be required to have as much EI as the manager who is on the floor interacting with workers and helping to establish positive morale.

Gender may make a difference in matters pertaining to EI, as some would say that women have a natural instinct to be more nurturing, but this may also simply be a traditional norm that no longer exists in the 21st century, as men can be just as nurturing, as the fact that stay-at-home dads is a phenomenon that is viewed as more and more normative. Thus, gender most likely does not play a very important role in having EI, because anyone can develop this skill.