EI is considered to be grounded within the theory of multiple intelligence, where the role of relationship and emotions within the concept of intelligence was first considered [ 11, 12 ]. How To Create A Healthier Organizational Culture In A World Of ‘Viral’ Conflict, Academia Is Not Doing Enough To Support Black Professors: A Black Queer Non-Binary Femme’s Story Of Being Pushed Out Of The Ivory Tower, Paving The Way For The Metaverse: Exclusive Interview With The CEO Of Genies About The 3D Avatar Company’s Present & Future, Tony Winner Tonya Pinkins Creates Her Own Cinematic Version Of ‘Get Out’, How To Stay Focused While Working From Home, Post-Pandemic Productivity: 3 Ways To Minimize Distractions And Create The Future Of Work. Leaders competent in empathy take time to understand the perspectives of others before offering direction, advice, or support (Issah & Zimmerman, 2016). It’s a critical component of establishing order and discipline in an organization. Emotional intelligence for school administrators: A priority for school reform? For instance, when change touches on issues close to the hearts of those affected, they will most likely react emotionally due to anxiety or fear of the unknown; Moreover, when change affects the assumptions, values, beliefs, and to a large extent identities of individuals and can make the change recipients reluctant to accept the proposed status. [Show full abstract] principal's emotional intelligence and leadership styles. The benefits people and organizations can realize from emotional intelligence are undeniable. So, what exactly about this characteristic makes people good managers? Goleman (2001) asserts that “socially skilled leaders are adapt at managing teams, a manifestation of self-awareness, self-regulation, and empathy combined” (p. 10). Leading researchers John Mayer and Peter Salovey were instrumental in developing a theory on emotional intelligence that consists of four … Read Ann Holland's full executive profile here. Reviewing Emotional Intelligence With Leadership Theory: A Study of the Role of Emotional Intelligence on Transformational Leadership: 10.4018/978-1-5225-4056-4.ch001: Leadership theories hold a pertinent place in the effective management of people. However, emotional intelligence does not necessarily signify the interest or the readiness to apply the skill within a context (Ivcevic, Brackett, & Mayer, 2007). According to Salovey and Mayer (1990), people who have developed emotionally intelligent-related skills use their moods and emotions and that of others to motivate them to adapt the desired behaviors. AN OVERVIEW OF SERVANT LEADERSHIP As noted by Foltin and Keller (2012), preparing leaders in the domains of emotional intelligence will enable them “to engage with staff, build commitment, forge working relationships, and increase staff-satisfaction” (p. 22). Emotional intelligence or EI is the ability to understand and manage your own emotions, and those of the people around you. “Emotional intelligence” was the influencing factor in the difference observed in “the performance of principals of two schools” (Bipath, 2008, p. 6). They described it as a form of social intelligence … And although there are many ways of doing this, the most effective one is emotional leadership. Thus, the incremental effects of emotional intelligence were stronger than those of the other variables in our studies. Daniel Goleman, Richard Boyatzis, and Annie McKee described six distinct emotional leadership styles in their 2002 book, "Primal Leadership." Increasing emotional intelligence: (How) is it possible? George (2000) notes that managers “high in emotional intelligence are more likely to” think constructively, “build and maintain high levels of cooperation and trust” among their followers (p. 1042). “The accurate expression of emotion ensures that people are able to effectively communicate with others to meet their needs and accomplish the goals and objectives” (George, 2000, p. 8). Therefore, to build the needed capacity of world-class leaders for organizations or institutions, emotional intelligent skills needs to be incorporated in the capacity building program. For instance, over the years, efforts to reform schools have been futile, and one reason is the leaders’ lack of emotional intelligence to overcome challenges associated with reform. Relationships between leadership styles and followers’ emotional experience and effectiveness in the voluntary sector, Emotional intelligence and organizational effectiveness, Leader self-awareness and its relationship to subordinate assessment of organizational atmosphere in the social welfare sector, Thriving in complexity: A framework for leadership education, Why some teachers resist change and what principals can do about it, New Horizons in Adult Education and Human Resource Development, International Journal of Research -GRANTHAALAYAH. Declaration of Conflicting InterestsThe author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article. This product could help you, Accessing resources off campus can be a challenge. The explication is that people with modest IQ develop abilities called emotional intelligence which include self-control, zeal and persistence, and the ability to motivate oneself” (Goleman, 1995). More so, an effective coalition can process information quickly and spread the implementation of important management decisions. Isn’t It Time Apple Launched A New, Game-Changing Product? Emotional intelligence is widely known to be a key component of effective leadership. Emotional Intelligence (EQ) is defined as the ability to identify, assess, and control one’s own emotions, the emotions of others, and that of groups. The debate about what is and is not intelligence appears to be ongoing. Despite that, leaders will have to succeed in the mist of these challenges, among which are the emotions of those to be affected by the change. You may opt-out by. Therefore, there is an increase in focus on emotional intelligence in leadership in managing the process of change. Available literature suggests the increasing importance of leaders to understand, recognize, as well as manage emotions for effective leadership (see Foltin & Keller, 2012; Momeni, 2009; Srivastava, 2013). A healthy work environment can increase performance, creativity and quality of work as well as stability and loyalty within the workforce. Get to know your employees and peers; know what challenges them and soothes them. Similarly, emotionally intelligent leaders do not quit when they encounter irrational resistance but employ the emotional skills and what the organizational culture permits to overcome the resistance. Furthermore, self-aware leaders are self-confident. During the process of organizational change, some followers feel reluctant to participate in the change efforts. the site you are agreeing to our use of cookies. Three perspectives of the concept of “emotional intelligence” are identified: The “ability model” that “focuses on the ability” of the individual “to process emotional information and use it appropriately within the social environment”; the “trait model focuses on behavioral dispositions and self-perceived abilities”; and the “mixed model describes the combination of mental abilities, dispositions and traits” (Mayer, Caruso, & Salovey, 2000, p. 268). For instance, Mulford (2006) notes that change leadership for “student achievement” will succeed when people are empowered to actively engage in the act of making decisions by the creation of reciprocal trust and respect through leadership. Therefore, in my opinion, highly effective leaders have the ability to inspire others to direct their efforts and energy to achieve a goal. Emotional intelligence distinguishes among leaders who are successful in organizations, where technical skills are less of a significant factor (Goleman, 2004). Emotional intelligence distinguishes among leaders who are successful in organizations, where technical skills are less of a significant factor (Goleman, 2004). Please check you selected the correct society from the list and entered the user name and password you use to log in to your society website. This article presents the role of emotional intelligence in leading change in an organization. Therefore, any leader who is taken by surprise at the reaction of change recipients in the form of fear and anxiety upon a decision to alter the status quo is probably not well informed about the factors that determine emotions. Researchers in the field of HRD have started looking at the role of emotions and emotional intelligence within the organization. In addition, such leaders are sensitive to diversity—a challenge in the 21st century organization. Emotional intelligence is, whether we like it or not, the real key to being happy. Emotional Intelligence (EQ) the softer side of our intelligences has considerable implications for the field of leadership. Evidence in the literature suggests that the school leaders’ failure to restructure and redesign schools is a valuable indicator of the extent to which most leaders of schools are ill equipped to address emotional challenges and conflicts emanating from “school reform” (Moore, 2009, p. 25). Ann Holland, PhD, Organizational Development Consultant and ICF Certified Professional Development Coach, Pandemic Toll: More Than Half Of College Faculty Have Considered A Career Change Or Early Retirement, It’s Official: These Are The Most Beautiful Road Trips In America, Reimagining The Future Of The High Street. According to the author, followers who fall within the rational resistance are more likely to be persuaded to participate in the change efforts. People with a high degree of emotional intelligence know what they're feeling, what their emotions mean, and how these emotions can affect other people. According to Goleman (2001), the hallmarks of self-regulation, a component of emotional intelligence include trustworthiness, integrity, and openness to change. Being aware of our emotions can be key to successfully interacting with others. The Correlation between Emotional Intelligence and Effective Leadership The term Emotional Intelligence was coined by the cumulative effort of Peter Salovey and John D. Mayer in 1990. Create a link to share a read only version of this article with your colleagues and friends. Manuscript content on this site is licensed under Creative Commons Licenses. I have read and accept the terms and conditions. PositivePsychology.com has created a guide to help people assess their own levels of emotional intelligence… Emotional intelligence is just one way of assessing the impact of personality traits on leadership (p. 27). The e-mail addresses that you supply to use this service will not be used for any other purpose without your consent. Exploring our emotional intelligence (EI) provides us with an understanding of how to do just that. Leaders should not set up a coalition and expect it to succeed in the transformation, but rather work with the coalition to share the sense of the problems, opportunities, and commitment to the change process. For instance, empathetic individuals who are leaders know when to engage with emotions and when to engage with reason. FundingThe author(s) received no financial support for the research, authorship, and/or publication of this article. Ann Holland, PhD, Talent Development, Organizational and Learning and Development Consultant; Certified Coach, Strive Performance Coaching. (. In addition, when our interpersonal relationships are working well, we are more likely to inspire and motivate our team to move forward with passion and enthusiasm, and, as a result, drive desired outcomes. The primary seminal work behind EI was conceptualized by Salovey and Mayer in the 1990s [ 13 ]. The reasons for the reluctance or resistance to participate in the change efforts can range from threats to identity, competency/skills or the lack of self-confidence, fear of the unknown future, and losing something valuable (de Jager, 2001; Kirkpatrick, 1985). Understanding how the brain operates and how the emotional response system works should also be a … They also influence many aspects of how we manage our daily lives, such as how we handle relationships, along with decision making and problem-solving activities. Specifically, the article highlights the different perspectives of emotional intelligence, and the related five components—self-awareness, self-regulation, self-motivation, empathy, and social skill—are discussed. However, when followers are left behind due to the leaders’ sense of urgency, the organization fails to realize the vision. © 2021 Forbes Media LLC. Using a scale of 1 to 10, with 1 being the absolute bottom (designating that you are extremely dissatisfied) and 10 being at the top of your game (designating that you are extremely satisfied), what number best represents your current level of satisfaction with your relationships at work? The Six Emotional Leadership Styles . The three aforementioned theories on emotional and social intelligence discussed the influence of the concept in an executive setting. Emotions are what move and motivate us to respond and take action. Emotionally intelligent leaders can employ their social skills in building and maintaining relationships (Goleman, 2001). Jacobs et al. These are elements of the motivation component of emotional intelligence. The emotional intelligence concept was introduced in the early 1990's by Daniel Golemen. Therefore, leaders identified as effective take into account the needs and values of followers to create a community of shared values that will ultimately lead to the generation of a common course of action (Kouzes & Posner, 2007). The importance of this article is its value in helping leaders better understand the importance of using emotional intelligence to facilitate organizational change. The theory behind emotional intelligence in leadership is one of those theories that simply sounds right, and luckily it does have evidence behind it too.. Each of these styles has a different effect on people's emotions, and each has strengths and weaknesses in different situations. Emotional intelligence is the quality shared by effective leaders (Goleman, 2004). This paper develops a model that suggests a link between emotional intelligence and servant leadership and proposes that with the adoption of an effective reward system, organizations can reinforce both high emotional intelligence and servant leadership behaviors. Does Emotional Intelligence Depend on Gender? It enables leaders to evaluate their and others behavior effectively and is able to integrate both mental and emotional processes to adapt appropriate behaviors and manage situations. This article focuses on the five competences “of emotional intelligence” as conceptualized by Goleman (2004, p. 4). If you have access to a journal via a society or association membership, please browse to your society journal, select an article to view, and follow the instructions in this box. The goal is to make change happen smarter and faster with an accelerated efficiency. People with a high degree of emotional intelligence know what … Simply put, leaders are No matter how we look at it, human beings are socially and emotionally connected creatures. Empirical evidence confirms, for example, the existence of Spearman’s “G” factor, understood as a basic and essential foundation that defines all intelligent behavior. Be an active listener, including being aware of nonverbal cues. Leaders who attempt to implement change alone are more likely to be isolated and might not succeed in the change process. By extension, emotionally intelligent school managers can create a favorable environment to secure the loyalty of teachers, students, parents, and administrators in their efforts toward school reform. Ann Holland, PhD, Talent Development, Organizational and Learning and Development Consultant; Certified Coach, Strive Performance Coaching. Moreover, emotional intelligence is an essential ingredient for the establishment of credibility which is the foundation of leadership (Momeni, 2009). Emotionally intelligent leaders can effectively facilitate change and manage the emotions involved in change. Leaders and team members “accurate social perception allows individuals to gain considerable knowledge of other group members’ attitudes, goals, and interests, which should enable influence by identifying, understanding, and addressing members’ unstated needs and creating goals that might be accepted” (Srivastava, 2013, p. 9). Consequently, leaders in the 21st century have enormous responsibility to successfully lead change in their organizations. • Emotional Intelligence assessments are an inexpensive, simple and very effective way to impact leadership development. Gaubatz and Ensminger (2017) noted in their study of successful and unsuccessful change efforts by department chairs as change agents in resistant environments that relationship with the change participants does matter. Goleman creates six categories of situational leadership styles, where he, for each leadership style, makes a suggestion for when it is best applied. Daniel Goleman – the author of Emotional Intelligence – incorporates the concept of emotional intelligence into the theory of situational leadership. For more information view the SAGE Journals Sharing page. emotional intelligence (EQ) and leadership recently—do transformational leaders even use EQ? notion that emotional intelligence plays a part in whether a leader is effective or not effective has recently been introduced. In the Contemporary scenario, business leaders and managers have a huge onus Meanwhile, leaders “who are emotionally intelligent are” expected to “manage their emotions” in addition to that of others (Moore, 2009, p. 25). According to Moore (2009), the emotions within any organizational environment confronted with change can be disruptive, motivating or de-motivating, exhilaration, positive or “negative, and can challenge the abilities of any person” entrusted with the responsibility to lead change (p. 21). Furthermore, I would also suggest that leaders should be confident and competent in their ability to step up in times of crises and think clearly and calmly to address difficult situations. The term was originally coined by Michael Beldoch, a psychologist at Cornell University, in 1964. Thus, emotionally intelligent leaders can use their social skills to inspire and persuade this category of followers to adopt the proposed change and strive to contribute efficiently toward achieving the organizational goal (Srivastava, 2013). According to Kouzes and Posner (2007), leaders of organizations often lack the patience for getting things done because in addition to the organization’s vision, is the sense of urgency. This study sought to unify the literature evaluating the possible link between emotional intelligence and leadership effectiveness. The email address and/or password entered does not match our records, please check and try again. Leaders cannot expect others to change if they themselves are not willing to change. Emotional Intelligence and At-Risk Students. The trait approach to leadership was based on the great man theory, it was originally thought that some people were born with great leadership traits, and only those people could be leaders (Northouse, 2016, p. 19). Although it is likely that everyone can benefit from improving their EI, it has been my observation as a professional development coach that emotional intelligence is a critical aspect of successful leadership in particular. The theory behind emotional intelligence has led to a framework where five domains describe basic personal and social competencies. Managers need to show care, respect, fairness, and adopt face to face communications as well as make jobs meaningful and worthwhile for employees to increase their loyalty to the organization. It enables leaders to identify the talents needed to build a winning team, and the ability to overcome resistance to change. de Jager (2001) states that rational resistance includes the feeling of noninvolvement by followers, whereas irrational resistance refers to resistance from members for its sake. However, the change process involves emotions because nobody likes to surrender the comfort associated with the status quo or surrender what they value. Read Ann Holland's full. Change in “the 21st century” demands a team effort to develop and communicate the vision to large numbers of members, overcome resistance, generate short-term wins, and integrate the changes into the organizational culture (Kotter, 2012). According to the authors, it is common to observe members of an organization become resistant as well as skeptical when faced with the need for a change: Change leadership is the engine of change, it’s about urgency, vision, empowering people, and seizing opportunity. Out of all the attributes, skills and abilities necessary for effective leadership, why is EI so important? Leaders competent in self-regulation build integrity that can inspire followers to believe and trust in the leadership to do the right thing (Goleman, 2001). Building and maintaining interpersonal relationships is the proving ground for highly effective leaders. Indeed, experts (Barbuto & Burbach, 2006) have suggested that in bringing about change through higher performance, “leaders must fully engage and connect with their followers” (p. 53). Moreover, for any “leader to be successful in reflecting on experiences, interpreting environmental cues, relating to followers and developing relationships, emotional intelligent competencies” are a necessity (Watkins, Earnhardt, Pittenger, Roberts, Rietsema, & Cosman-Ross, 2017, p. 150). Rating emotional intelligence. There exists a significant relationship between EI and effective leadership. An emotionally intelligent leader recognizes and understands his or her emotions as well as that of the subordinates and subsequently manages and redirects these emotions into a positive energy for change. Similarly, Goleman (2004) defined emotional intelligence as “the ability to be aware of and to handle one’s emotions in varying situations” (p. 4). The ability to build and maintain relationships is a reflection of a leader’s emotional quotient (EQ; a measurement of EI). Those principles drew heavily from Goleman’s exposition of emotional intelligence. Emotional intelligence is defined as the ability to understand and manage your own emotions, as well as recognize and influence the emotions of those around you. As Foltin and Keller (2012) noted, the creation of an environment characterized by freedom to communicate is crucial for the introduction of change to an organization. This study was intended to address a gap existing in the literature today in providing a more informed link between the theory and practice of the relationship between leadership styles and emotional intelligence. In furtherance, leaders must appeal to the emotions of the members to motivate them to desire to achieve excellence (Kotter, 2012). (p. 160). Exhibiting proper social skills in any situation or interaction is the final component of … By the 1980s, psychologists and biologists, among others, were focusing on the important role other skill sets — needed to process emotional information — played in promoting worldly success, leadership, personal fulfillment and happy relationships. Sixty percent of those who use Emotional Intelligence assessments … Leadership is Emotional, and Emotional intelligence theory and Leadership go hand in hand. Developing our EI helps us to be more self-aware and know how to consciously respond versus impulsively react to others. Therefore, for teachers and students to reach their full potential intellectually, collaboratively, and in social skills, “the leaders must be emotionally competent” (Moore, 2009, p. 22). If you have the appropriate software installed, you can download article citation data to the citation manager of your choice. In addition, leaders “promote professional development, and win the support of influential teachers” (Zimmerman, 2006, p. 241). A leader with emotional intelligence, on the other hand, shows up with her most authentic and best self, while honoring the authenticity and best in others. The term was coined in 1990 in a research paper by two psychology professors, John D. Mayer of UNH and Peter Salovey of Yale. According Momeni (2009), emotional intelligence is a mental ability that has influence on other abilities of managers, especially, their leadership abilities. By displaying adaptability, self-confidence, innovation, and initiative and by serving as change catalysts (see Boyatzis, Goleman, & Rhee, 2000), emotionally intelligent leaders demonstrate a willingness and ability to change. Thus, effective leadership is central to a successful organizational change. In furtherance, Gaubatz and Ensminger (2017) observed that some members resisting change may be “contentions” and are more likely to derail the, change attempts based on either the feelings of resentment or the fear that they are not recognized for the value they bring to the department or organization and until their original negative feeling is addressed, they could continue to interfere with the change process. How satisfied are you with your relationships at work? This article discusses how leaders equipped with emotional intelligence can employ the set of social skills in leading change. Emotional intelligence is just one way of assessing the impact of personality traits on leadership (p. 27). For instance, to overcome similar challenges in the school system, school leaders will have to demonstrate appreciable level of emotional intelligence (Moore, 2009). Intelligence is a complex concept; however, it refers to our general cognitive abilities to reason, learn and perceive relationships.
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