The Mantra For Successful Leaders Business Essay

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INTRODUCTION

The roots of the development of EI appear to lie in the apparent liability of Rational Thinking. Aristotle was perhaps the first to mention the importance of emotion in human interaction. The work place, as a social setting is one location in which people may learn about their behavior and emotions and it is becoming increasingly clear that Aristotle's observations are taking on a great significance in organizational life.

Effective learning, leadership and human relationships play a vital part in helping organizations to achieve competitive advantage. During last decades interpersonal skills have become more integral to effective leadership. Where the leader once seen to control, plan, inspect the overall running of an organization, in today's more service oriented industries leadership role are also to motivate and inspire others to foster positive attitude at work and create and a sense of contribution and importance with and among the employees.

EMOTIONAL INTELLIGENCE

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EI was coined in the late 20th century. Peter Salovey and John Mayer first coined the term 'EI' in 1980s. . But it was Daniel Goleman who popularized the concept after the publication of his groundbreaking book "EI in 1995". Intelligent Quotient and Emotional Quotient, in combination, determine successful performance outcomes.

EI consists of two components emotions and intelligence, emotions is used to designate 'a state of consciousness having to do with the arousal of feelings. Intelligence is the 'ability to learn or understand from experience or to respond successfully to new experiences', 'the ability to acquire and retain knowledge'.

EI is an ability, capacity, skill or self-perceived ability to identify, assess and manage the emotions of one self of others, and of groups. Organizations have started realizing the importance of EI. It has become on the 'key indicators of employees' success at workplace. According to Daniel Goleman, "EI is the capacity for recognizing one's own feelings and those of others.

WHO IS A LEADER?

A leader is the person who must have a clear idea of what he or she wants to achieve, leader is the person who possess strong listening skills and the ability to receive suggestions and input from others before embarking on major initiatives are the ones who are amazingly good at building sustainable relationships.

The leader has to bring into play certain personal, social, and organizational dimensions in mutually acceptable combinations for achieving organizational excellence, by innovating and changing the existing status-quo and bring about planned changes in organizations.

EI MATTERS FOR LEADERS

For years a lot of stress has been put on EI and its competencies and how leaders need to embed those in them for demonstrating effective leadership. Experts believe that along with a strong IQ, a leader needs to have a strong emotional component. In other words, leaders needs the ability to lead and manage people working in teams and to achieve the goals, but also need qualities which enable them to deal with employees, who have feelings, emotions and different values systems. Leaders also need to be adept at priming good feelings in those they lead. They need to embody EI competencies like empathy, intuition, creativity, flexibility, resilience, stress management, integrity, happiness and optimism, intrapersonal and interpersonal communication skills, besides, having high levels of self-awareness, maturity and self-control; withstanding pressures, handling failures and enjoying success.

Leadership Styles

There are different leadership styles that leaders use. Some leaders use a combination of many styles depending upon the situation they are in. A leader can exhibit different leadership styles. There are two major styles- resonant and dissonant styles. Leaders demonstrating resonant style have the ability to boost an organization's performance by utilizing positive emotional experiences which impel groups toward optimism.

Resonant leaders talk truly from their own values and reverberate with the emotions of people around them. Leaders demonstrating dissonant style are handy, however, usually exercised with care, as they are pace setting and commanding. Dissonant leaders drive teams in the direction of aggression and unfriendliness. They form a toxic work culture, lack EI competencies like empathy, collaboration, caring about bringing out the best in people, etc. When they start, they seem effective, although, over a period of time they negatively impact the emotional climate, throttle people's potential, resulting in a downward business growth.

Emotional Standards Set By the Leaders

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Leaders will heavily impact the emotions of the groups they are heading by raising the bar of emotional standards. Leaders can offer constructive criticism or pan people/ things mercilessly. They can provide clear cut guidance and a sense of direction. Leader may bounce ideas off their head and may ask the group members to discuss the same or worse they may keep all the ideas close to chest. Leaders may walk the talk or establish credibility gap. In a typical organization, it is not necessary that a formal leader should be an emotional anchor for all the employees. When the formal leader is devoid of credibility, people may plug for an emotional leader whom they implicitly trust and immensely respect. Emotional leader will do whatever it takes to re-calibrate and refashion the team's emotional impulses and responses. This will become an increasingly real prospect when someone has been anointed as a leader for reasons other than his/her competencies like professional skills even though they are found wanting in people management skills.

EI of Leaders Is Enhanced

Feelings are awesome. Leaders should not mercilessly stifle them or push it steeply down where it can fester for a long time. But how do leaders manage their emotions. How do they manage feelings like searing anger, corroding jealousy, humiliation, being misunderstood, despondence, fear, lack of security, pangs of anxiety, disillusionment, sense of isolation and powerlessness, can make huge difference in the workplace. Leaders at different point of time would have experienced few of these emotions but the over arching question is how do they handle their own and others emotions in the workplace and how do they manage those emotions in an effective manner so that they can come out of it.

SUCCESS OF EMOTIONAL INTELLIGENT LEADERS

The role of EI is vital at organizational level. So, it is time to recognize the EI quotient in candidates and hire for them for the long-term success of an organization. We have self made entrepreneurs like Kishore Biyani and N.Y Narayana Murthy, Bill Gates, Steve Jobs, these people started from the scratch, succeeded and continued to do so only because of the attributes of a high EI.

JRD Tata was a great industrialist who strengthened the position of the Tata Group from Home land to the international Map. He was a great leader and motivator. JRD defined leadership as motivating others, JRD had quoted that as a chairman his main responsibility is to inspire respect. He had adopted a management by consensus style.

He said that when a number of persons are involved I am definitely a consensus man, but that does not mean that I do not disagree or that I do not express my views. Basically it is a question of having to deal with individual men heading different enterprises. You have to adapt yourself to their ways and deal accordingly and draw our best in each man. If I have any merit it is getting on with individuals according to their ways and characteristics. In 50 years I have dealt with a hundred top directors and I have got on with all of them. At time, it involves suppressing yourself. It is painful but necessary. To be a leader, you have got to lead human being with affection.

Kishore Biyani believes that one must be reliable and articulate their talents and their needs. He asserted that CEO needs to have a clear vision and execute that vision by relying on their gut feeling not merely data. Jack Welch who was the CEO of GE had brought many leaders in the world. He explores with Daniel Goleman what it means to be a great leader. He believes that, the key elements of EI will instill core values in a team, are part of success. He says that EI plays a crucial role in the ultimate success of any leader.

CONCLUSION

EI nowadays is gaining importance all over. To effectively deal with people, and understanding of what they prefer, and understanding their wants and aspirations is very important.

It is clear that people with high EI and competencies are more successful in work place than less emotionally intelligent people. So, Emotional Intelligent has the ability to enhance performance. Rosenthal (1997) says in his study that "People who were best at identifying others' emotions were more successful in their work as well as in their social lives".

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With strong EI and clear cut goals, with a passion to achieve the vision, there is no turning back. When we take the lives of Ambani, Bajaj, and Mittal families, where success is envisaged all the time and a steady growth is attained. They are very highly rated on EI. Being good in EI make them successful in making the right moves at the right time. Leaders choose to be Emotional Intelligent proficient in action for creating a lifelong impact.

Organization needs a leader who can act with force, resolute and aggression. But one common attribute that typify a highly effective leader is a high degree of EI they possess.

Sources:

Goleman, D. (1995). Emotional Intelligence: Why it can matter more than IQ. New York: Bantam.

Goleman, D. (1998). Working with Emotional Intelligence. New York: Bantam.

Steven J. Stein and peter Papadogiannis (2008) "Emotional Intelligence of leaders: a profile top executives" Pg: 87-98.

Benjamin Palmer, Melissa walls, Zena Burgess, Con Stough (2000), "Emotional Intelligence and Effective Leadership" Pg: 6-8.

David Rosete and Joseph Cirrochi (2005) "Emotional Intelligence and its Relationship to workplace performance outcomes of leadership effectiveness" Pg: 389-396.

Ronert Kerr, John Garvin, Norma Heaton and Emily Boyle (2005) "Emotional Intelligence Leadership Effectiveness Pg" 265-275.

F. William Brown, Scott E. Bryant and Michael D. Reilly (2005) "Does Emotional Intelligence -as measured by the EQI- Influence Transformational Leadership and / or Desirable Outcomes? Pg: 330-346.

Dalip Singh (2006) Sage Publications "Emotional Intelligence at Work".

Bahaattacharya Excel Books "Emotional Intelligence Myth or Reality.

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