The Emotionally Intelligent Leader
The emotional intelligence theory states that for leaders to be able to adapt their style successfully, they must be able to tune in emotionally to their surroundings, and to themselves. This sensitive awareness to emotions, termed ‘emotional intelligence’ is introduced here, along with a description of the six leadership styles according to the concept of emotional intelligence.
What is emotional intelligence? Emotional intelligence is about…
being able to manage our emotions appropriately in whatever context we find ourselves;
being able to manage our relationships with others and control how we deal with others in a variety of situations.
When most people think of intelligence, they think of aspects such as memory, problem-solving and the ability to process ideas, grasp concepts and manage information in a variety of forms. This is the kind of intelligence broadly measured by Intelligent Quotient (IQ) tests.
However, there are many kinds of intelligence not covered by IQ tests that are just as valuable, so-called ‘non-cognitive’ aspects that include creativity, communication, sensitivity, initiative and interpersonal skills.For instance, when predicting job performance, the contribution of IQ has been estimated as low as 4% and no higher than 25%. Doing well at your job therefore has a lot more to do with other factors, and emotional intelligence figures strongly among them.
How does it relate to leadership?
There are four fundamental types of emotional intelligence, that all of us have to a greater or lesser degree, called emotional capabilities.These capabilities are the building-blocks for a more specific set of skills and attributes, called emotional competencies. It is these emotional competencies that can have a real impact on how you perform at work. In a study on leadership styles headed by Goleman in 2000, a set of emotional competencies relating to leadership were identified. Goleman categorised these according to the emotional competencies referred to above. They are:
Different combinations of these competencies result in different styles of leadership; an authoritative leader, for instance, will tend to be strong in the competencies of self-confidence, empathy and change catalyst. A good leader will, however, be able to pick and mix between these capabilities at will, and might use several of the six identified leadership styles in any one week.
Many managers may find the range of emotional competencies listed above rather daunting. The good news is that expanding one’s repertoire of competencies is entirely possible, in a way that increasing one’s IQ is not. Adapting your leadership style isn’t easy, but it is certainly achievable.
#EmotionalIntelligence #EQ #Leadership #Selfawareness #Selfmanagement #Socialawareness #Socialskills
Term first coined in 1990 by P Salovey & J Mayer, ‘Emotional Intelligence’, Imagination, Cognition, and Personality, 9 (3), pp 185–211.The term received little popular attention until the publication by Daniel Goleman, Emotional Intelligence (Bloomsbury Publishing, 1996), which quickly became a best-seller.
In 1983, Howard Gardner wrote about the idea of ‘multiple intelligence’, arguing that non-cognitive aspects were equally as valuable as cognitive ones. See: Howard Gardner, Frames of Mind (Basic Books, 1983).
Daniel Goleman, Emotional Intelligence (Bloomsbury Publishing, 1996).
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