After performing a careful self-analysis of strengths and weaknesses, in emotional intelligence, two factors requiring improvement emerged. The firstof these is self-regulation, especially in the organizational environment where various rules and regulations strongly conflict with inherent personality characteristics and values. Under the notion of emotional dissonance, the workplace environment requires the individual to display emotions that differ from genuine emotions as a product of satisfying political systems and the rules that govern the internal social systems. Because it is understood that emotional dissonance is a tiresome and exhausting form of disengagement, I am often unable to suppress significant disagreements when they robustly conflict with my own well-developed principles on morality and ethics.
Though my outbursts of genuine emotion are not generally significant, self-regulation will periodically take the proverbial back burner to self-expression in an effort to drive my own personal values or philosophy to try to enact change in others. Such emotional flare-ups could include expression lack of fairness in organizational procedural justice or when there are perceived unfair distributions of resources between organizational team members. Lack of emotional dissonance leads to conflict and sometimes debates that wind up being non-productive and meet with no long-term positive outcomes in favor of my own principles.
There are better methods to handle such disagreements, such as following professional channels of leadership to discuss the problem post-scenario or simply recognizing my legitimate position in the business and accept the breakdowns in organizational justice. Improvement in this area should be taking a moment to examine the potential consequences of expressing genuine emotions, such as long-term relationship development with management that could have impact on my future career or current position longevity.
However, when trying to cope with the exhausting physical issues that arise from significant emotional dissonance, this requires more self-control and patience when working under difficult political systems. A secondary area requiring improvement is the development of effective relationships, referring to the process of creating worthwhile social bonds. I have a very effective system of coping with stress, anxiety and difficult social or organizational situations with a very self-confident and self-sufficient method of introspection to identify proper solutions to conflict or social disagreement. In certain situations both personal and professional, some individuals will have emotional breakdowns when facing stressful environments or when conflict occurs as a matter of disagreement about a particular topic.
A quality leader recognizes that not all individuals have attained the form of self-actualization that exists in my own personality and maturity and will exhibit empathetic language and support to others who have less emotional intelligence. This builds loyalty and commitment, as well as trust, for someone in a leadership role. I have a tendency of allowing my impatience and frustration over the immaturity of others to dominate my discussions when I believe that an individual is acting inappropriately or giving into their irrational emotional exasperation.
Improvement in this area would be to offer more tolerance and acceptance as a long-term strategy for improving one’s self-esteem or giving them the social belonging they require.