Emotional Intelligence

Emotional intelligence and its relationship to transformational leadership and key project manager competences

Summary
During the article, Nicholas Clarke showed a few studies that proved the important role of emotional intelligent in leadership effectiveness:
- Leban and Zulauf (2004) study: The study was obtained from 24 project managers and their related projects in six different organization from a wide range of industries. The data showed the transformational leadership had an important effect on project performance. Moreover, based on the emotional intelligent score which collected from team members, it also found the significant relationship between emotional intelligent and inspirational motivations component of transformational
leadership.
- Butler and Chinowsky (2006) study: The study found the relationship between emotional intelligent and 130 construction executives, which measured by their emotional quotient in relation to the variance of transformational leadership behaviors. The study also investigated five factors of emotional intelligent which are interpersonal skills, intrapersonal skills, adaptability, stress management, and general mood.
- Muller and Turner (2007) study: The result showed the difference degree (high, medium or low) of leadership in project, which based on the survey of 400 project management professionals. Besides that, they also found different type of leadership abilities were appropriate with different project types.

Furthermore, Nicholas Clarke also mentioned about two basic measures of emotional intelligent which are Goleman’s (1995) and Bar-On’s (1997)

- Goleman’s (1995): Daniel Goleman build five emotional domains which are knowing the emotions, managing the emotions, motivating yourself, recognizing and understanding other people’s emotions, managing relationships. Understanding these domain means understanding people’s performances, attitudes and interpersonal skills. It can help people work more productive and successful.
- Bar-On’s (1997): This is a framework of emotional, personal, and social abilities which contains interpersonal skills, intrapersonal skills, adaptability, stress management, and general mood.

Gathering all the studies, Nicholas Clarke provided a foundation of emotional intelligent and also established the relationship of emotional intelligent and transformation leadership. The emotional intelligent has important role in development leadership behaviors. It can help improving effective teams, communicating more successfully, managing and avoiding conflict, motivating the team members and creating the positive working environment.

Work Cited
Clarke, Nicholas. "Emotional Intelligence and Its Relationship to Transformational Leadership and Key Project Manager Competences." Project Management Journal 2 (2010): 5-20. Print.

Does leadership need emotional intelligence?
Summary
The article is the letter between Atonaskis and his friends who are Ashkenazy and Dasborough.
They discussed about if the emotional intelligent existence in leadership or not. During the discussion, the Atonaskis gave us a general idea about Emotional Intelligent by go through definitions of four concepts which are emotion perception, emotion facilitation, emotion understanding, and emotion management:
- Emotion perception: The ability to receive emotions in oneself and others as well as in objects, art, stories, music and other stimuli.
- Emotion facilitation: The ability to create, use, and feel emotion to communicate feelings or employ them successfully and effectively.
- Emotion understanding: The ability to understand emotional information, then it can help manage both emotions combine and progress through relationship transitions, and also to understand emotional meaning.
- Emotion management: The ability to manage the feeling, it can help to improve personal understanding and development.
Furthermore, in the letter of Ashkenazy and Dasborough send back to Atonaskis, they indicated the important role of emotional intelligent impact to leadership by giving the research of Jennifer M. George who is the author of Emotions and leadership: The role of emotional intelligence. In her book, George pointed out five important aspects to maintain the relationship between the emotional intelligent and effective leadership. There
are:
- Developing collective goals and objective
- Instilling in others a sense of appreciation and important of work
- Generate and maintaining enthusiasm, confidence, optimism, cooperation, and trust
- Encouraging flexibility in decision making and change
- Establishing and maintaining meaningful identity for the organization.
Besides that, they also shows some keys which can help enhancing the emotional intelligent:
- Dealing with the negative emotion is very important, because if we cannot control our own feeling, it can have bad impact to our action or judgment.
- Understanding the others’ emotional through face expression or gesture can help improving effective communication.
- The ability to work under stressful environment is also important. If we can manage that skill, we can maintain and develop the relationship with partners or coworkers.
Work Cited
Antonakis, John. "Does Leadership Need Emotional Intelligence?" The Leadership Quarterly 2 (2009): 247-61. Print.
Emotional Intelligence: How Does It Affect Leadership?
Summary
During this article, we know more about two important categories of Goleman’s research which are personal competencies and social competencies. There are two ideas were pointed out in personal competencies:
- Self-awareness: The ability to reading and understand the emotion and mood. There are include accurate self-assessment which is knowing one’s own strengths and limits, and self-confidence which is a sound sense of one’s self-worth and ability.
- Self-management: The ability to manage and control the impact of the emotion. There are include emotion self-control which is keeping negative emotion and control, transparency which is maintaining the honesty and integrity, achievement which is the ability to handle the change reasonably, initiative which is willingness to act and take advantage the opportunities, and optimism which is the ability to analyze the positive side of the problems.
Besides that, there are two ideas were broken down from social competencies:
- Social awareness: There are include empathy which is understanding others’ emotion, organization awareness which is the ability understanding the current, decision network and politics at the organizational level, and service which is the satisfy the need of customers or clients
- Relationship management: There are include influence which is applying active strategies for persuading, conflict management which is resolving the difference, inspirational leadership which is guiding and encouraging with persuasive plan, change catalyst which is managing and leading in new direction, building bonds which is maintain and improve relationships, and teamwork and collaboration which is creating the effective team, group.
Furthermore, the author showed us the effectiveness if we know how to apply personal competencies and social competencies reasonably in work place:
- It not only help develop the emotion expression, creativity but also increasing the honesty and integrity.
- Improving and maintaining the relationship within society, and increase the performance of employees and teamwork in work place.
- Understand ourselves, goal and intention are important, because we can manage the behavior and work more productively. Controlling the emotional intelligent can give us the better outlook in future and reasonable judgment.

Work Cited
Macaleer, William D. "Emotional Intelligence: How Does It Affect Leadership?" Employment Relations Today 3 (2002): 9-19. Print.
Measuring Emotional Intelligence of the Workplace
Summary
During this article, Susan Thomas, who is a PhD in Organizational Behavior, wanted to introduce and explain about the process of developing an instrument that could be used to measure emotional intelligent of a workplace.
Gathering the information from some studies of Goleman (1995), Lindebaum and Cartwright (2010), Dries and Pepermans (2007), the author gave us some general aspects about the measuring emotional intelligent of the workplace:
- The space given to the expression and understanding of emotions and emotional intelligent in organizations: This measurement mainly focus on the personal experiences to deal with workplace behaviors. It can include some ideas such as whenever you have the conflict with coworkers, it is usually express immediately, or emotion should be left at home when we come to workplace
- The empathetic and caring organization: This measurement is mainly reading and understanding the others’ emotion. It can contain some idea such as the words to talk about my organization in concern for people, or my boss can understand the employees’ needs and
feelings.
- Importance given to behavioral competencies in employee: This measurement is mainly look at organization process such as hiring, training career. Some items should be includes in this concept is we are should speak out and express emotional during training program, or we were trained for attitude more than knowledge.
- Leadership building process in the organization: This measurement is mainly focus on potential of each employees, leaders about awareness of emotional intelligent in workplace. Some item can demonstrate include we were trained to assess a personal’s behavior skill in the managerial level, or we should make sure to include the questions which relate to emotional understanding in job interview.
Overall, this instrument can help to improve the measuring emotional intelligent of a workplace:
- Contribution
- Limitation
- Directions for further research
Work Cited
Susan Thomas; T.J. Kamalanabhan. "Measuring Emotional Intelligence of the Workplace." Int. J. of Business Innovation and Research 4 (2012). Print.