Are More Effective Leaders
How individuals with high emotional intelligence are more effective leaders
Emotional intelligence is a concept that has fast gained popularity in the corporate world. Where once, Intelligence Quotient or IQ was given predominance when judging a person’s leadership ability, today, Emotional Quotient or EQ is considered to be equally important for one to be a good leader. Wechsler defined intelligence as “the aggregate or global capacity of the individual to act purposefully, to think rationally, and to deal effectively with his environment” . Emotional intelligence, earlier referred to as social intelligence, is associated with the relationships that one develops with the constituents of one’s environment. To date, the most widely accepted definition was provided by Thorndike which states that social intelligence is the “ability to perceive one’s own and other’s internal states, motives and behaviours, and to act toward then optimally on the basis of that information . Further, instead of social intelligence, Gardner has used the term personal intelligence, segregating it further into inter and intra personal intelligence .
There has been a renewed interest in the subject of emotional intelligence as surveys regularly reveal that people’s perception of intelligence includes factors such as the ability to accept diversity and difference in others, knowledge that goes beyond one’s immediate purview and being able to recognize and acknowledge one’s own shortcomings. Salovey and Mayer conducted a research of several psychological studies that provided scattered but relevant material that proved to be guidance in understanding emotional intelligence . Through their research, they were able to identify three key steps a process that defines emotional intelligence. The steps are: a) expressing, evaluating, developing emotions of one’s self as well as other, b) controlling and managing these emotions, and c) utilizing these emotions in an adaptive manner. While this basic process remains the same for everyone, each individual shows a varying degree of ability to execute these steps effectively. Further, the acquisition of skills that enhance mental health also differs from person to person.
The ability of a person to control their emotions and channel them towards the resolution of problems dictates their emotional competence. To begin with, a person who has unstable emotions is prone to be fickle-minded and indecisive, leading to the formulation of several prospective plans and a lack of focus in their execution. Overly positive outlook on a subject could lead to thoughts being arranged in order to link them to a positive outcome. Feelings often govern the order in which a person prioritizes tasks. Lastly, feelings and emotions can be utilized to encourage positive performance of intellectual assignments by an individual as well as those around them.
People with a positive disposition are better equipped to note the unique and similar characteristics of a situation and identify them with earlier experiences in order to devise a creative method to solve current issues. When a person is aware of his or her emotions, they are better able to identify the importance in internal and external relationships and their problems, thus being able to give attention to the tasks that will have the greatest impact on their lives and well being. People with positive outlooks have an overall positive effect on those around them and are hence able to maintain between inter and intra personal relationships.
DuBrin lists the key characteristics of a leader based on several popular definitions, and notes that the ability to influence other is one of the most common traits attributed to effective leadership . He also noted that interpersonal relationship is crucial for the success of the ‘top three positions in large organizations’ . As highlighted in the case of WellPoint Inc., where new CEO Angela Braly identified the need to convince employees that their jobs were more than selling insurance, they were about ‘making a difference in people’s lives’. Using her interpersonal skills, not only was Braly able to motivate employees to perform better but was also able to reach a consensus with the New York Attorney on the framework to be followed by Empire to note and share the performance of physicians . Braly’s displayed great emotional intelligence which enabled her to think clearly in a tough situation, focus on areas of business that needed most attention, and was able to swiftly identify and implement effective solutions.
In conclusion, it can be said that while mental ability is crucial in solving problems, conflict resolution also requires a person to be emotionally intelligent. In order to be emotionally competent, a person would need to identify, control and manage their individual emotions as well as those of others with whom them interact, and utilize this knowledge and skill to optimally deal with problems. A leader with high emotional intelligence will be able to face problems and resolve internal as well as external conflicts in an efficient manner, thereby greatly improving the success rate and profitability of an organization.
Works Cited
DuBrin, A. J. (2010). Leadership: Research Findings, Practice and Skills (6th ed.). Mason, Ohio: South-Western Cengage Learning Inc.
Gardner, H. (1983). Frames of Mind. New York: Basic Books.
Salovey, P., & Mayer, J. D. (1990). Emotional Intelligence. New Haven, CT: Baywoon Publishing Co., Inc.
Thorndike, E. (1920). Intelligence and its uses. Harper's Magazine , 140, pp. 227-235.
Wechsler, D. (1958). The measurement and appraisal of adult intelligence. Baltimore: Williams and Wilkins.
