Discuss the Attributes of Emottionally Intelligent Leaders (Term Paper Sample)

Emotionally Intelligent Leaders
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Emotionally Intelligent Leaders
In their book Emotionally Intelligent Leadership, Shankan & Allen, (2008) defines emotional intelligence refers to the ability to manage or understand individual emotions, and that of the people around you. The leaders who show the high degree of emotional intelligent are aware of their feeling and what their emotions means to them and their work environment. They exactly know how their emotions can affect their employees. It is, therefore, essential to the leader’s success in the companies. In real cases, a leader who often shouts at the employee is unlikely to succeed compared to one that have a stay control and assesses the situation in a calm manner no matter the stress associated with it.
Emotionally intelligent leaders have the ability to tune with themselves and often have the situational awareness, which is a powerful tool for the leading team. They are involved in the understanding and responding to the emotions and overcome the stressing situations in the business. Most leaders have experienced emotions. Some of them have realized that they have a positive impact on their performance while some hold the adverse side of it. Caruso & Salovey, (2004) in their book outlines that most individual who have not developed their emotional intelligent shouts their feelings. However, as much as people distort, bury, or deny their memories and emotions, they find it hard to eliminate them. Palethorpe, (2006) outlines that an individual can, therefore, learn how to be independent in their emotions and gain the features, which allow them to have emotional intelligence. They need to connect to the key emotions, accept them, and ultimately be aware of how such emotions may influence their actions and decision-making prices. This is a skill, which is beneficial in the current roles of a leader.
In the management of contemporary businesses, emotional intelligence is now recognized to be the key component of the effective leaderships (Caruso & Salovey, 2004). Through comprehending of the brain, operations or how the response system from emotions operates should be a key factor in emphasis in the business. It helps to determine where the leaders place their team members or the entire organization. In their analyses hence Caruso & Salovey, (2004) stated that if a leader has the capacity to relate the challenges and behaviours of emotional intelligence in their place of work, this becomes the immense advantage; since, it contributes to building the exceptional teams among the common factors. This leads to the retention issues results from the communication deficiencies, which leads to the creation of doubt and disengagement.
A leader who lacks the emotional intelligence is in most cases unable to gauge the needs wants or the expectation of their subjects effectively (Riggio, Murphy & Pirozzolo, 2002). Similarly, the leaders who react from their immediate emotions without necessarily having to filter them at first obviously lead to the creation of mistrusts among the employee. Therefore, they can jeopardize in their most grievous ways, their relationship in the workplace. A leader needs to have a prior knowledge of the consequences of their emotions. For instance, they should realize that if they work with an erratic emotion, this could be detrimental to the overall culture positive feeling and attitudes toward the entire company and its missions. A good leader, therefore, needs to be self-aware and should comprehend how both their verbal and the non-verbal communication may end up influencing the teams that they lead (Robinson-Walker, 2010). In case the emotional intelligence is lacking in an organization, some training should be put in place, whose objectives would be to teach the leaders on how to make decisions within the appropriate time or how to handle the stressful situation in the daily operations. They also need to be taught on the best way to communicate when the chaotic situation arises. For the people who are untrained, it is sometimes hard to maintain calmness or make an appropriate decision especially when they are under pressures.
Emotional intelligence is very important for a leader since they have to relate to other people in their daily activity. Palethorpe, (2006) argues that emotional intelligence enables leaders to deal with varied people who have distinct personalities. They deal with anything concerned with the measure of balance and maturity. The emotionally intelligent leaders have the deep-rooted sense thus they are able to keep everything in promotions. They retain focus understanding and the importance to the business. Leaders are likely to be in tune with their employee since they retain the positive viewpoint in most of their time over their performance. In this way, the employees are able to improve on their level of production, work performance, and ultimately derive satisfaction from their job. This is the root of a successful business. Cordier (2014) also has a strong stand that emotionally intelligent leaders recognize the need for behaviours related to emotional intelligence. The positive reinforcement of the emotional intelligence guarantees the development of the service-oriented climates. The performance measure, which mostly excludes a soft skill, does not reflect the positive results of the emotional development, which may be occurring in the organization. The emotional intelligence elements underlie the dynamic of the various aspect of the modern organization as well as the roles of emotional intelligence to be devised in the organisational policies, procedures, and processes.
An emotionally intelligent leader influences their employees in controlling the problems in their ordinary tasks. They achieve this purpose since they have the capability of bringing changes in the policies of the organization. Specifically, the leaders educate their employees since they comprehend that low control of emotions may have an adverse effect on the proposed changes. This main idea is that the employees may not be adequately equipped for dealing with the demands. Besides, they may also be unable to deal with the affective outcomes of the stressful and emotionally expensive procedures. When looked from another perspective, Yoon & Lee, (2015) argues that employees who have the ability to apply their emotional control appropriately may decide to frame the perception of the new changes. This helps them to view the changes as the most exciting challenges. The attitudes towards the organisational changes may demonstrate the positive association with emotions use as a means of solving the problems and controlling reactions.
Emotionally intelligent leaders have the capacity to influence and inspire their employee since they use some distinctive personalities. For instance, these leaders have a higher degree of self-awareness. This is the first thing, which is necessary for one to have the emotional intelligence. The leaders, in this case, have a solid understanding of emotions; they understand the strength and weaknesses of their employees or what drives their success (Yoon & Lee, 2015). They are not overly critical, and their requirements are realistically hopeful for the workers. Such leaders are honest and recognize how their feeling influences their immediate people they are relating with. Emotionally intelligence leaders are aware of their limitation and share their confidence with their employees. When they apply these personal traits, the leader usually influences their workers thus they cultivates performance.
Self-awareness in leaders can be recognized through their willingness to discuss themselves, in a non-defensive and open manner with their friends. This is a foremost step in building trust and good relationship with the workers. The leaders are able to influence their employee since they perceive emotions as they rise. Therefore, they devise the best mechanism to handle such situation. As a result of this element, the manager addresses the workers problems and appropriately handles the future complications. The ability to regulate the self-emotion is another trait, which makes the leaders, influence their workers (Shankman & Allen, 2008). People have varied emotions, which drive them, and there is no definite way to avoid them. The leaders who have a high degree of self-regulation are better placed to manage their emotions. Consequently, they do not necessarily need to control their action and words. When such leaders feel in a bad mood or other harmful impulses, they do not act on them immediately. This helps them to avoid creating havoc, long lasting ill feelings, and disruption in the work environment. They take time before they act. When the problems arise from the employee failures, the leaders avoid creating unnecessary interference, which might affect the remaining workers. The way they handle the situation enables their remaining workers to retain loyalty and trust to the company. Their kind of leadership, therefore, remains attractive to the staffs and unifies all workers in their respective departments. Employees who enumerate them often regains the ability to allow their emotions pass, which gives them a better chance to respond from the place of reason. They do not jus react to their feelings. They become thoughtful, reflective, comfortable without ambiguity, easier to change, and hardworking.
Emotionally intelligent leaders are effective communicators. Communication is essential in unifying the workers and exerting influence on them. Zadel, (2008) argues that emotionally intelligent leaders have the capacity to express their thought in a clear manner. For a business to succeed, communication is very critical. An emotionally intelligent leader influences their employee to commu...