Index Emotional Intelligence and Leadership Effectiveness Leadership Factors of Emotional Intelligence EI and Effective Leadership: Explanatory Studies Conclusion References Emotional Intelligence and Leadership Effectiveness To be a successful manager, it is not enough to achieve high GPA score during studies or obtain a professional certification. Successful management is much more than simply being “smart”. It is important to combine a leader's intelligence with emotions, as reasoning and analytical skills are often affected and reduced during emotional situations. Managing a team without understanding their emotions is like managing a car without a license. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essayIn the past, the leader decided the direction of development and his team followed him. This concept has changed and no longer holds. Nowadays, leadership is more about making connections and sustaining relationships; an effective and successful leader must be able to manage emotions in this new type of environment. The practical skills related to the components introduced by Daniel Goleman are of particular importance for managers in developing their emotional intelligence. These five skills are fundamental to being a successful leader and can be traced in the manager's behavior. With greater emotional intelligence comes a greater ability to effectively manage, lead, inspire, motivate and influence others. This paper will first describe the components of EI with practical applications for effective leadership: Self-awareness The ability to recognize emotions and understand how these emotions affect the people a manager leads and works with is essential to effective management. Being in a leadership position, he should have a clear picture of his own strengths/weaknesses in order to implement/develop them to become more effective. Good leaders must be self-aware and understand how their verbal and non-verbal communication can influence the team and its performance. Self-Regulation It's all about staying in control. The second component concerns the leader's flexibility and ability to self-regulate effectively. Controlling emotions helps effective managers avoid verbally attacking others, making spontaneous or emotional decisions, and stereotyping people. Leaders who react based on their emotions without filtering them can create distrust among colleagues and seriously jeopardize working relationships. Reacting with erratic emotions can be detrimental to your overall culture, positive attitudes and feelings about the company and mission. A leader with high EI does not tend to blame others when something goes wrong and is able to admit mistakes made. Motivation “Leadership is not domination, but the art of persuading people to work toward a common goal,” writes Daniel Goleman. Self-motivated leaders consistently work toward their goals and have extremely high standards for the quality of their work. They also make sure that team members are engaged in achieving goals and that goal statements are fresh and energizing. However, in case of failure, he will still be optimistic and find something good or important lesson learned. Empathy Having empathy is crucial to effective and successful team leadership, as a good leader must have the ability to put themselves in someone's place. other situation. The more a manager relates to others,the better he will become at understanding what motivates or upsets the team. As a referee or coach, a manager helps develop team members, gives constructive feedback, and is able to listen to others. Mutual understanding and close interaction with colleagues allow an effective manager to earn the respect and loyalty of the team, resulting in overall improved productivity and performance. Social Skills Leaders with developed social skills are just great communicators, equally ready to listen to good and bad news, but are also good at managing and diplomatically resolving conflicts between team members. To achieve effective leadership, a manager should be able to engage team members in a new mission and get them excited about the new project and its challenges. A good leader not only serves as a source of feedback, but the team always supports a leader. This emotional interdependence between a manager and his team improves the quality of working relationships and leads to better results. Leadership Factors and Emotional Intelligence Together with his colleagues, researcher David McClelland took a closer look at the different types of styles that managers implement and follow and tried to differentiate them. They defined six leadership factors that influence a company's environment through the style most often used by senior management: Flexibility: how free employees are to bring something innovative; Responsibility: sense of duty and commitment to the organization; Standards: The C-suite level of standards establishes and adheres to; Rewards: The sense of accuracy regarding performance feedback and fairness/appropriateness of rewards; Clarity: The understanding that organizational members have regarding the mission and organizational values; Commitment: the level of dedication and commitment to a common purpose. EI and effective leadership: explanatory studies Numerous studies have attempted to investigate the role of feelings and emotions in the leadership process. George (2000) concludes that EI contributes to effective leadership in organizations based on the five elements of leader effectiveness described above. Gardner & Stough (2002) identified effective leaders as those who reported being transformational (focusing on team building, motivation, and collaborating with employees at different levels of an organization to bring about change for the better) rather than transactional (focus on maintaining normal workflow) operations) behaviors. They also found that EI correlated with components of emotion understanding. Based on the Mayer Salovey Caruso Emotional Intelligence Test (MSCEIT) EI test conducted on 38 supervisors, Kerr et al. (2006) found that half of the MSCEIT scores act as a strong predictor of leadership effectiveness and insist on incorporating EI interventions along with the recruitment and selection process and the training and development process of management personnel. Conclusion As seen from the essay, EI is one of the keys to effective leadership. Understanding how the brain works and how the emotional response system works should be considered while working with colleagues in a company. Being able to relate EI behaviors and challenges to workplace performance is an immense advantage in building an exceptional team. One of the most common factors that lead to retention issues is communication gaps that create disengagement and doubt. A leader without EI is unable to effectively evaluate the needs, desires and expectations of those he leads. Please note: this is just an example. Get a custom paper from our expert writers now. Get an essay, 27(4), 265-279.