Role of Emotional Intelligence
Organizational Behavior
Emotions and Leadership: The Role of Emotional Intelligence
George, Jennifer M. Human Relations 53.8 (August 2000): 1027-1055
Summary: This article discusses the correlation of a leaders Emotional Intelligence (“the ability to understand and manage moods and emotions in the self and others”) (George) and how it plays a role in how effective that manager is. The author first relates how emotions, moods and feelings play a part in how humans deal with each other on a day to day basis. Ms. George points out that positive moods and emotions can have a positive effect on how we deal with life, and on the flip side how negative moods and emotions can have the opposite effect in our social and work lives. She states that “Feelings are intimately connected to the human experience. Feelings are intricately bound up in the ways that people think, behave, and make decisions.” Many people with the inability to show emotion find life difficult as even the smallest decisions are hard to make with no gage of how others may react or “feel” about your choices. The article is not so much about how leaders behave but more so how effective that behavior is in understanding their own and others emotions and moods. The author states there are four different attributes of one’s emotional intelligence; the appraisal and expression of emotion; the use of emotion to enhance cognitive processes an decision making; knowledge about emotions; and the management of emotions. The article explores each of these attributes and how having these skills can be useful to a leader in dealing with their peers and subordinates. In all the article points to evidence that good leaders also have a higher emotional intelligence (whether they are born with it or whether they learn it). It does not state that EI is the only determining factor when comparing a good leader only that studies show that there is a correlation.
Behavioral Issue: The behavioral issue is
Emotions and Leadership: The Role of Emotional Intelligence
George, Jennifer M. Human Relations 53.8 (August 2000): 1027-1055
Summary: This article discusses the correlation of a leaders Emotional Intelligence (“the ability to understand and manage moods and emotions in the self and others”) (George) and how it plays a role in how effective that manager is. The author first relates how emotions, moods and feelings play a part in how humans deal with each other on a day to day basis. Ms. George points out that positive moods and emotions can have a positive effect on how we deal with life, and on the flip side how negative moods and emotions can have the opposite effect in our social and work lives. She states that “Feelings are intimately connected to the human experience. Feelings are intricately bound up in the ways that people think, behave, and make decisions.” Many people with the inability to show emotion find life difficult as even the smallest decisions are hard to make with no gage of how others may react or “feel” about your choices. The article is not so much about how leaders behave but more so how effective that behavior is in understanding their own and others emotions and moods. The author states there are four different attributes of one’s emotional intelligence; the appraisal and expression of emotion; the use of emotion to enhance cognitive processes an decision making; knowledge about emotions; and the management of emotions. The article explores each of these attributes and how having these skills can be useful to a leader in dealing with their peers and subordinates. In all the article points to evidence that good leaders also have a higher emotional intelligence (whether they are born with it or whether they learn it). It does not state that EI is the only determining factor when comparing a good leader only that studies show that there is a correlation.
Behavioral Issue: The behavioral issue is
References: George, J. M. (n.d.). Emotions and Leadership: The Role of Emotional Intelligence. Goleman, D. (2004). What Makes a Leader? Retrieved from Harvard Business Review: http://hbr.org/2004/01/what-makes-a-leader