Emotional Intelligence

Definiton

effective leaders have unique traits-intelligence,determination, vision

refers to competencies related to one's ability to recognize, understand and manage their own emotions as well as those of others they interact with

relationship-management skills

importance

IQ alone does not predict effective leadership and therefore organisational success

perennial difficulties associated with identifying those with potential to become leaders within organisations

at the upper echelons of organisations, technical competencies are of lower importance

empirical evidence that supports a positive relationship between emotional intelligence and leader/organisational performance

emotional intelligence can be learned - managers can be trained on emotional intelligence through structured long-term training programs

Self-management skills

Self-awareness

self-aware individuals:

are neither overly critical or unrealistically optimistic-they value honesty with oneself as well as with others

understand how their feelings affect them, others, and their job performance

have a deep understanding of one's emotions, strengths, weaknesses, needs, and drives

have a solid understanding of their values and goals

identifying self-aware individuals

recognize and highlight their limitations as well as strengths

frank in admitting failure

ability to speak accurately and openly about their emotions and the impact they have on their work

Self-regulation

those with self-regulation are not bound or controlled by their feelings

they are able to control feelings and use them to their advantage

extreme displays of negative emotion unlikely to result in effective leadership

why does self-regulation matter

leaders in control of their feelings are more likely to create trusting and inclusive work environments

in highly volatile environments where one's adaptability dictates survival and success, self-regulations enhances one's adaptability to change

can lead to greater integrity in leaders

Effective leaders

continuously attempt to raise the performance bar and track progress

are better equipped to deal with failure,especially when combined with self-regulation

they want to achieve for the sake of achievement and not necessarily for external rewards

have a strong passion for what they do

have a desire to achieve beyond expectations-their own as well as everyone else's

Empathy

thoughtfully considering other's feelings along with additional factors when making decisions

why empathy

rapid rate of globalization

war on talent

increasing reliance on teams

Social skill

a core tasks of being a leader is managing relationships with others - above, parallel, and below

being friendly-but with a specific purpose-influencing people to move in the same direction as you

those with strong social skills

culmination of other dimensions of emotional intelligence-allows competency in other dimensions to be employed

find it easy to establish common ground with a diverse range of people

wide network within and outside organisation

Learning emotional intelligence

Genetic component to emotional intelligence

the limbic system learns best through motivations, extended practice, and feedback

training the limbic system takes a lot longer than training the neocortex governing analytical and technical ability

emotional intelligence a product of the brain's limbic system governing feelings, impulses, and drives

Nurture also play a significant role

however, age does not guarantee heightened emotional intelligence

requires sincere desire and commitment from the learner

emotional intelligence increases with age

easier to learn regression analysis than empathy