Emotional Intelligence and Leadership
Emotional Intelligence and Leadership – What makes a good leader?
According to Salovey and Mayer emotional intelligence is the ‘The ability to perceive emotion, integrate emotion to facilitate thought, understand emotions and to regulate emotions to promote personal growth’ (Salovey & Mayer et al, 2001, pg 232).
Daniel Goleman, Richard Boyatzis and Annie McKee, in Primal Leadership, describe ‘six styles of leading that have different effects on the emotions of the target followers’ (Goleman et al, 2004, pg 5).
The visionary leader moves people towards a shared vision, telling them the path but not how to get there. It is a system of motivating them to go forwards to achieve the goal. This style of leadership relates to emotional intelligence through predominantly motivation as it is a catalyst for promotion of personal growth.
The coaching leader connects the wants of the people to organisational goals through holding long conversations that reach beyond the workplace in order to help people find their strengths and weaknesses and tying these to their careers aspirations. This style promotes self-realisation by looking at personal qualities through assistance.
The affiliative leader develops and focuses on emotional needs rather than work needs. It is a style of creating connections with people and having a harmonious workplace. This style provides a positive environment for staff as it develops strong relationships for communal bonding in the workplace.
The democratic leader as the name suggests delegates through valuable inputs and commitment via participation, listening to both the bad and the good news. The ability to take a neutral stance and assess multiple situations allows a more rigid understanding and controlling use of emotions in the workplace.
The pace-setting leader challenges people with goals and the expectation of excellence. This style has the ability to identify performance of the workforce and re-adjust the demand for an
According to Salovey and Mayer emotional intelligence is the ‘The ability to perceive emotion, integrate emotion to facilitate thought, understand emotions and to regulate emotions to promote personal growth’ (Salovey & Mayer et al, 2001, pg 232).
Daniel Goleman, Richard Boyatzis and Annie McKee, in Primal Leadership, describe ‘six styles of leading that have different effects on the emotions of the target followers’ (Goleman et al, 2004, pg 5).
The visionary leader moves people towards a shared vision, telling them the path but not how to get there. It is a system of motivating them to go forwards to achieve the goal. This style of leadership relates to emotional intelligence through predominantly motivation as it is a catalyst for promotion of personal growth.
The coaching leader connects the wants of the people to organisational goals through holding long conversations that reach beyond the workplace in order to help people find their strengths and weaknesses and tying these to their careers aspirations. This style promotes self-realisation by looking at personal qualities through assistance.
The affiliative leader develops and focuses on emotional needs rather than work needs. It is a style of creating connections with people and having a harmonious workplace. This style provides a positive environment for staff as it develops strong relationships for communal bonding in the workplace.
The democratic leader as the name suggests delegates through valuable inputs and commitment via participation, listening to both the bad and the good news. The ability to take a neutral stance and assess multiple situations allows a more rigid understanding and controlling use of emotions in the workplace.
The pace-setting leader challenges people with goals and the expectation of excellence. This style has the ability to identify performance of the workforce and re-adjust the demand for an
References: Daniel Goleman, Richard Boyatzis and Annie McKee, Primal Leadership, HBS Press, 2004 Mayer, J.D., Salovey, P., Caruso, D.L., & Sitarenios, G Bradberry, T. & Greaves, J. (2005). The Emotional Intelligence Quick Book, (New York: Simon and Schuster The leadership quarterly 20 (2009) 247-261, written by John Antonakis, Neal M Nelis, D., Quoidbach, J., Mikolajczak, M., & Hansenne, M. (2009). Increasing emotional intelligence: (How) is it possible? Personality and Individual Differences, 47, 36-41. Kendall, Diana, Jane Lothian Murray, and Rick Linden. Sociology in our time (2nd ed.), 2000. Scarborough, On: Nelson, 438-439 Oakes, Len: Prophetic Charisma: The Psychology of Revolutionary Religious Personalities, 1997 Henry P Knowles; Börje O Saxberg (1971). Personality and leadership behavior. Reading, Mass.: Addison-Wesley Pub. Co.. Chapter 8 Charles Hampden-Turner, Alfons Trompenaars (2000) , Building Cross Cultural Competence