Leadership

Presentation
Group members:
Asjad Bin Aqdas
Shahzad Zeb
Haris Hafeez
Usman Shauket
Muhammad Jaffer

TOPIC:
EMOTIONAL INTELLIGENCE: A KEY
FOR EFFECTIVE LEADERSHIP?

Emotional Intelligence
Our ability to connect with people and
understand their emotions is said to be
influenced by the degree to which we are able
to perceive, express, assimilate, understand
and manage our own emotions and those of
others.

Three schools of thought about

emotional intelligence
Some equate it to personal characteristics such as

initiative, self-confidence, and drive for

results, factors that bear little if any relationship to
either emotion or intelligence.
Others view emotional intelligence as a personality
dimension, like extroversion, agreeableness, and
emotional stability.
A third school of thought defines emotional
intelligence as a specific set of abilities that include
the capacity to understand, reason about, and use
emotions in thinking and action.

The set of abilities the emotional intelligence gives a

leader are:

Perceive and express emotion,

Assimilate emotion in though,
Understand and reason with emotion, and;
Regulate emotions in the self and others.

Leadership
Leadership is a social, emotion-laden process.
Leadership is strongly linked with employee

attitudes and organizational effectiveness.

Individuals recruited to leadership roles are
more behaviorally flexible and consequently
are able to perceive and predict variations ingroup situations and adjust their behavioral
responses accordingly.

Leader:
The role of the leader is to motivate and

inspire employees, thought the cultivation of

positive attitudes and creation of a shared
sense of importance and contribution.
leaders ability to influence their employees
can profoundly influence performance
outcomes.

Research objective:
To find out that what traits or qualities a

leader should possess in order to be high on

emotional intelligence.
It also aims to find out the impact of being
emotionally intelligent as a leader and the
effectiveness of leadership.

LITERATURE
REVIEW
The
ability of a leader
to influence the social climate can strongly influence performance (Kerr et
al 2007). Emotional intelligence is the ability: to perceive and read meaning of emotions, to
reason and problem solve on their basis (Marques, 2006). Emotional intelligence has been
illustrated to be a key determinant of effective leadership. Research has found that leaders who
rated highly in the emotional intelligence scores were more flexible in their response to changes
in social environments and built stronger supportive networks (Kerr et all 2007). Incorporating
emotional intelligence testing into the recruitment process is one of the recommendations for
enhancing emotional intelligence within an organization (Conrad, 2008). Emotional intelligence
has been used to explain the variance in problem solving and social relationships (Myers et al
2008). Our ability to connect with people and understand their emotions is said to be influenced
by the degree to which we are able to perceive and express, assimilate, understand and manage
our own emotions and those of others (Brown & Moshavi, 2005; DuBrin et al 2006). Emotional
abilities are said to contribute to better social functioning (Brackett et al, 2006). Consequently
people with a higher degree of emotional intelligence might be more socially effective than
others (Mayer et al 2000). Leadership is a social, emotion-laden process (George, 2000; Kerr et al
2006). Research has shown a positive correlation between a leaders positive mood and prosocial behavior of team members and a negative relationship to turnover rates (George, 2000).
The role of the leader is to motivate and inspire employees, thought the cultivation of positive
attitudes and creation of a shared sense of importance and contribution (Palmer et al 2001).
Leaders ability to influence their employees can profoundly influence performance outcomes
(Kerr et al 2006). Leadership is strongly linked with employee attitudes and organizational
effectiveness (Summer-Armstrong et al 2008). Research has shown the individuals recruited to
leadership roles are more behaviorally flexible and consequently are able to perceive and predict
variations in-group situations and adjust their behavioral responses accordingly. They are armed
with a large repertoires of behaviors, are able to deal with complex situations and to select
appropriate responses (Summer-Armstrong et al 2008).

Hypothesis:
There is a relation between emotional

intelligence and effective leadership.

Variables
Emotional Intelligence
Self assessment
Self regulation
Empathy & compassion
Relationship management
Effective communication
Effective Leadership

Methodology:
Interviews & questionaire.
Navy officers.
Bank officers.
NGO employees.
Training Institute employees.

Frame work
Independent
variables
Emotional
Intelligence

SelfAssessme
nt

Selfregulatio
ns

Empathy
&
compassio
n

Relationshi
p mgt

Effective
Leadership
dependent variable

Effective
communicat
ion

Questionnaire
Bio data questions
What strengths and weaknesses should be in a

leader?
Should emotions be controlled? Yes or no! if yes
then how?
How can a leader adapt to difficult situations?
Should a leader be emotional? Yes or no! if yes then
why?
How important is positive relationship among
subordinates?
Rate effectiveness of communication out of 5.

Findings form Interviews:

The qualities identified are:
Self-Assessment
Identify ones own emotions, strength, weakness,

values etc.

Self-Regulations
controlling or redirecting our disruptive emotions and

adapting to change circumstances .

Empathy & compassion

To feel what others feel.
Relationship management
Effective communication

References
Brackett, M.A. & Rivers, S.E. & Shiffman, S. & Lerner, N. & Salovey, P. (2006), Relating

emotional abilities to social functioning: A comparison of self-report and

performance measures of emotional intelligence. Journal of Personality and Social
Psychology, 91 (4), pp. 780-795
Brown, W.F. & Moshavi, D. (2005), Transformational leadership and emotional
intelligence: a potential pathway for an increased understanding of interpersonal
influence, Journal of Organizational Behavior, 26, pp. 867-871
Chrusciel, D. (2006), Considerations of emotional intelligence in dealing with change
decision management, Management Decisions, 44 (5), pp. 644-657
Conrad, J. (2008), whats your EQ? Security Magazine September 2008, accessed October
2008, <http://www.securitymagazine.com/>
DuBrin, A.J & Dalglish, C & Miller, P. (2006), Leadership, 2nd Asia-Pacific Edition, John Wiley,
Milton, QLD
Ekman, P. (2003), Emotions revealed: Understanding faces and feelings, Weidenfeld &
Nicolson, London
George, J.M. (2000), Emotions and leadership: The role of emotional intelligence,
Human Relations, S3 (8), pp. 1027-1055
Kerr, R. & Garvin, J. & Heaton, N. & Boyle, E. (2006) Emotional intelligence and leadership
effectiveness, Leadership and Organization Development Journal, 27 (4), pp. 265-279
Marques, J.F. (2007), Leadership: emotional intelligence, passion andwhat else?,
Journal of Management Development, 26 (7), pp. 644-651
Mayer, J.D. & Salovey, P. & Caruso, D.R. (2008), Emotional Intelligence: New ability or
eclectic traits? American Psychologist, 63 (6), pp. 503-517