Emotional Intelligence is the study of emotions and their impact upon the work environment. This definition must allow for external factors. Hughes writes an effective leader will have impact upon their team and this is “apparent in the growing interest over the past decade in topics like the leader’s genuineness, authenticity, credibility and trustworthiness” (3).
A leader’s reflection of these attributes is found in their level of connectedness with employees. As a result leaders are more interested in mentoring and training their team rather than focusing on output of numbers or turn around time. These qualities are a good indicator for selecting a potential manager. This development in team building allows for “providing people opportunities to learn from their work rather than taking them away from their work to learn” (Hughes 4).
Emotional Intelligence relies upon the fact the leader will be able to have a competent level of interaction with the employee. It reflects successful leadership by allowing for complex relationships for team members by recognizing relationship building, capacity of visions and personal development. Emotional Intelligence for a leader means being able to read people, be read and allow for open dialogue. A corporation wants to hire someone emotionally intelligent because they have an understanding of the harmony between personal and professional personalities.
To provide effective managerial leadership, one must display a certain level of Emotional Intelligence. It has been found “today business leaders rank Emotional Intelligence capabilities as critical to the success of today’s leaders” (Business Executives 1). Employees look up to management for guidance. By displaying Emotional Intelligence, the leader defines the boundaries for the team and creates an atmosphere for building relationships. This in turn creates stronger teams. In today’s company, the role of management also involves leadership within a team structure.
A leader with a high level of Emotional Intelligence knows outside factors play a role in professional demeanor and have found a way to balance such behaviors. Also they are challenged by this balance and have a competitive edge. It is resilience, Hughes explains “that allows individuals to take difficult experiences in their lives and use them as opportunities to learn” (12). There is a level of change involved with studying Emotional Intelligence. The leader comprehends change as a constant everyday factor. The leader’s role is to sell the idea of change, commitment and expectations.
A leader must also display curiosity, have guts and be a dominant force. Bennis reflects, there are two kinds of people “those who are paralyzed by fear, and those who are afraid but go ahead away. Life is not about limitation but options” (185). By understanding emotions, one can improve their own filtering of surroundings and enjoy greater success through relationships.
Finally, competition is brutal and the global market continues to shrink due to communication technologies. It is important in leadership to embrace change and stick to a vision. By having Emotional Intelligence one can “recognize the physical and mental signs of our feelings/emotions before we can act on them meaningfully and constructively” (Eby Ruin par 20).