Emotional Intelligence and Leadership

by Roy Childs

In 1985 an influential psychologist called Howard Gardener also challenged the current view of Emotional Intelligence. Emotional Intelligence has become a vital part of how today s leaders meet the significant challenges they face. Emotional Intelligence can help leaders in an evermore difficult leadership role! one that fewer and fewer people seem capable of fulfilling. "nd in the middle of the #$alent %ar#! especially at the highest levels in organi&ations! emotional intelligence can give developing leaders a competitive edge. In this article! we ll ta'e a loo' at(

How the importance of Emotional Intelligence was recogni&ed %hy Emotional Intelligence is needed in )eadership $he new demands leaders have to meet How to use Emotional Intelligence in developing leadership

How the importance of Emotional Intelligence was recognized In 198* +euven ,ar-on was researching the .ualities that lead to success. He showed there was much more than traditional Intelligence or I/ and developed the concept of Emotional Intelligence the Emotional /uotient or E/ was born. Intelligence and proposed 0 multiple intelligences which included social intelligence. $he idea that success in both life and in wor' 1at least where managing people is a significant factor2 became highly credible and organi&ations have recogni&ed how their best leaders and managers need to develop their understanding of themselves and others. In 1995 3aniel Goleman published the best seller #Emotional Intelligence# which has done a great deal for populari&ing the concept.
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Why Emotional Intelligence is needed in Leadership Emotional Intelligence does not fit the classic historical models of leadership. $he latter are usually associated with great figures of military history and con>ure up charismatic and sometimes despotic images. However! people often use the same language for leadership today - bold! brave and tough with a strong sense of purpose and resolve. However! this does not fit today s needs! because( $oday?s wor'force does not accept the autocratic style often adopted by leaders following historical models of leadership. )eadership has had to evolve to match a growing sense of democracy and independence in the wor'force Employees now have far more options and choices than the foot soldiers of yesterday The new demands leaders have to meet )eaders now need to manage and lead an #empowered# wor'force and go beyond the consultative! co-operative and democratic styles of today. $hese new demands include( 8onsultation and involvement - but leaders still get criticized for not having and communicating a compelling vision and purpose "utonomy and freedom - but leaders are still expected to take full responsibility when things go wrong 7pportunities for growth! challenge and glory - but leaders must be on hand to coach and mentor us so that we develop our potential Inclusion and team spirit - but we still want our leaders to give us individual recognition and acknowledgement. However! there are not enough talented 1i.e.( super-human2 individuals who can meet all these demands. How to use Emotional Intelligence in developing leadership $here are now a number of models and .uestionnaires aimed at
"dapted from 4Emotional Intelligence and Leadership by Roy Childs for 5etwor' 18 6 +.7.8.9.:. ;rofessional )earning $eam by "<::IE 8onsultant =.8hris )owrey

measuring Emotional Intelligence! often based on self-report .uestionnaires. However! this approach has obvious limitations in identifying levels of self-awareness @@..how can you be aware of what you are not aware ofA :o! whilst .uestionnaires can play a part! better approaches also involve( EBperiential eBercises CD* feedbac' processes these provide much more effective and comprehensive ways of identifying possible strengths and wea'nesses in Emotional Intelligence terms. %hen the self-assessment and CD* is underta'en online! and results processed by someone independent! it assures confidentiality to the eBtent that achieves a much higher level of honesty in the feedbac' and assessment. $his approach challenges complacency and can enable people to grow and develop. Conclusion $he assessment of EI in leadership is compleB. $he use of simple self-report .uestionnaires to eBplore self-awareness has significant limitations. $eam Eocus approach the topic using a sophisticated variety of approaches including CD* feedbac' and eBperiential eBercises. $his brings the whole concept alive and allows individuals to go beyond their eBisting 'nowledge and comfort &ones thus producing real impact! growth and change. $E) are happy to wor' with companies and to guarantee change and improvement. Eor further details
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"dapted from 4Emotional Intelligence and Leadership by Roy Childs for 5etwor' 18 6 +.7.8.9.:. ;rofessional )earning $eam by "<::IE 8onsultant =.8hris )owrey