EMOTIONAL INTELLIGENCE Rosete & Ciarrochi (2005) investigated the relationship between emotional intelligence (EI), personality, cognitive intelligence and leadership effectiveness. The analyses revealed that higher EI was associated with higher leadership effectiveness, and that EI explained variance not explained by either personality or intelligence quotient (IQ). Côté & Miners (2006) presented a study that focused on how emotional intelligence (EI) and cognitive intelligence (CI) are associated with job performance. They developed and tested a model that posits that the association between EI and job performance became more positive as CI decreases. A study was conducted in which employees completed tests of EI and CI, and their task performance
says that individuals are all born inherent with a particular EQ that leads to their prospective learning for emotional competencies Golmen(2006). WHY EMOTIONAL INTELLIGENCE IS A NEED FOR PROJECR MANAGERS OR LEADER AND THE ORGANISATION. The attributes that are of importance when profiling effective leaders are maturity integrity, business acumen and social skills, which are emotional intelligence traits as stipulated by Abraham (2005:2)/ Emotional intelligence was comprehended as a crucial competence for project managers in the last century, most of the individuals questioned about it gave the feedback that EQ is of import Barry(2006:5). The major implications for and contributors to project management principles showed that emotional intelligence is an important competence for project leaders and managers and thus requires attentive choosing and developing of the project leader. As I have mentioned in the literature before this paragraph EQ is a competence that can be learned and enhanced for better.
People with a high level of emotional intelligence can read into the emotions of others and alter their behaviour accordingly. Managers who are emotionally intelligent gel better with their team and find it easier to secure buy-ins for ideas and increase collaborative effort. Emotionally intelligent people are hardly confrontational and hence take informed decisions and make great leaders. Emotional Intelligence is crucial in leadership development, managerial effectiveness, interpersonal efficiency and
To see the “big picture.” A good Manager and a Leader shows that he cares about his teams. This alone can be the most effective leadership strategy one can use. If you show you care about your team, they are much more willing to follow whatever leadership style you employ. Contemporary leadership and management practices should focus on employees so they can focus on the customers. A good leader understands that his capital is in his people.
Appraisal and expression of emotions. The first factor of EI is the ability to properly determine and express one’s own emotions as well as to be sympathetic, appraise and express emotions of others. Every individual’s ability varies in precisely identifying, appraising and expressing his own emotions as well as the emotions experienced by others. Some people are attentive of their feelings they experience and can express their emotions whereas, some people cannot express their feelings and emotions or they are unaware of their emotions (Zhou, George, 2003). The research indicated that there is a positive relationship between job performance and team members having high EI because they are highly proficient at appraising and regulating their own emotions which results in a higher level of faith in themselves and have power over them which lead them to make realistic actions resulting in high performance and less supervisory interference.
In the business sense, the Chief Executive Officer (CEO) and supervisors are examples of leaders. They make sure that the business is efficient and effective however, this cannot be achieved without a strong team force. It is stated by Holberton (2015) that, as soon as a person enters a workplace, there are countless numbers of organizations that only focus on teaching leadership skills long after receiving formal education. Leadership skills is another component of PDP which implements the seriousness of directing/controlling and the impacts in can bring. It is important that a student who has the ambition to become a manager, a business owner or some sort of role which requires leadership, builds the attributes of a leader from earlier on in life (Strang, 2013).
Emotional Intelligence in the Workplace Successful leaders have been studied extensively in an effort to determine the attributes contributing to effective leadership. Pearman (2011) writes leaders who employ the use of emotional intelligence deliver more transparent communication, accomplish initiated goals and plans, and realize a greater level of employee satisfaction and engagement. The relevance of emotional intelligence stems from the need for leaders to have strong relationships with followers so as to build an advantageous work environment (Pearman, 2011). Therefore, in addition to possessing the necessary technical skills, a truly outstanding leader also maximizes the application of emotional intelligence in the workplace. This paper
Emotional Intelligence is defined as the ability to identify, understand, use, and how to manage emotions positively to communicate effectively and how well you deal with stress, how you can overcome challenges, how you can empathize with others, and reduce conflict. Emotional Intelligence has an impact on our daily life, like for instance how we interact and behave with others (Baron, 2006). According to Baron (Baron, 2006), there are different models of EI: 1. Peter Salovey and John Mayer introduced the ability model which brings into light one’s ability to process and use emotional information in the
In terms of the emotional intelligence skill of adaptability environmental organization, vision formulation and sharing, preparing the organization for implementing the vision, and implementing the vision showed to be the largest precursors of leadership effectiveness (Kotze & Venter). Other strong emotional intelligence indicators of leadership effectiveness were problem solving, stress tolerance, self-awareness, and empathy (Kotze & Venter). The relation of these qualities of a manager to the perception of leadership effectiveness creates an undeniable correlation between the two. The results of this study provide evidence that the definition of emotional intelligence is identical to employees and manager’s view of the
These strengths are related to leadership and change management. Some of them have been identified below. 1. Employees in all organizational holds undesirable perception of their leader’s ability to effective implementation of changes and innovation. The article has suggested communication to overcome individual resistance as being very effective most of the time.