The paper "Emotional Leadership " is a great example of management coursework. Emotional intelligence refers to the ability to be aware of one’ s emotions as well as other emotions and using this knowledge to manage oneself and manage our relationships optimally. Emotional intelligence has two key competencies namely personal management and social management. These two elements form the basis for personal interactions with other people. The organizational success is highly dependent on the employee interactions with other employees, vendors and organizational clients. IQ gets one hired in an organization while emotional skills help one to thrive in his/her career after being hired.
IQ divulges the cold, factual brain side while EQ indicates the skills. Emotional intelligence entails things like self-awareness, empathy, persistence alongside social skills (Beecham & Grant, 2003). Successful leadership is more than IQ. IQ is too narrow; there are broader areas of emotional intelligence that dictate and determine how successful and effective leaders are. Goleman, 1995, 35 stated, “ IQ offers little to explain the different destinies of people with roughly equal promises, schooling, and opportunity. When ninety-five Harvard students from the classes of the 1940s … were followed into middle age, the men with the highest test scores in college were not particularly successful compared to their lower-scoring peers in terms of salary, productivity, or status in their field.
Nor did they have the greatest life satisfaction, nor the most happiness with friendship, family, and romantic relationships” . Basically, there are five pillars of emotional intelligence. One is self-awareness; individuals with a healthy sense of self-awareness are more confident. They comprehend their strengths, weaknesses, emotions and their emotional/behavioral effect on other people.
Such people respond positively to constructive criticism. The other pillar is self-regulation; emotionally intelligent individuals understand their emotions and illustrate maturity and restraint in revealing their emotions. They do not squash their emotions but express their emotions in a way that indicates a high level of judgment and control (Danehy, 2006). This aspect is very important for leaders when making decisions since they make practical and impartial decisions. Another aspect of emotional intelligence is motivation. Normally, leaders and managers within corporations are ambitious. Nevertheless, emotionally intelligent leaders are motivated by a powerful inner drive, and not the salary or the positions.
Such leaders are resilient and positive in case of disappointment. This means that they are always confident and hence thwarting such a leader’ s confidence is extremely difficult. In regard to empathy, leaders who empathize are not essentially lenient on the employees. Such leaders, however, are compassionate and understand human nature and this enables them to emotionally connect with other people. According to Salovey and Mayer (1990), empathy enables these leaders to offer stellar customer service and respond authentically to a worker’ s frustration or concern.
The fifth pillar of emotional intelligence is people skills. Managers who are emotionally intelligent are usually respected by their superiors, peers and also by workers. Such leaders like other people and know what makes other people happy. They build rapport and trust with those they are working with or handling very easily and power wars, rumour-mongering and fraudulence are not their styles (Dulewicz, & Higgs, 2003).