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Leadership And Emotional Intelligence



Emotional intelligence is defined as the ability to understand and manage your own emotions, as well as recognize and influence the emotions of those around you. The term was first coined in 1990 by researchers John Mayer and Peter Salovey, but was later popularized by psychologist Daniel Goleman.




Leadership and Emotional Intelligence



Global leadership development firm DDI ranks empathy as the number one leadership skill, reporting that leaders who master empathy perform more than 40 percent higher in coaching, engaging others, and decision-making. In a separate study by the Center for Creative Leadership, researchers found that managers who show more empathy toward their direct reports are viewed as better performers by their boss.


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Recognizing the huge influence emotional intelligence plays in their own leadership, they are open to the ongoing development of their existing capabilities. They proactively seek out discomfort to challenge themselves and further develop their perspectives and approach. They also approach each day with an excitement to make a positive and valuable impact on the lives of their team and their organization as a whole.


As the example above shows, emotional intelligence is essential for leadership effectiveness. Similarly, according to the World Economic Forum, it was ranked as one of the top-10 most important workplace skills. Emotional intelligence also stayed on the list of skills needed leading up to 2025.


In addition, emotional intelligence includes our ability to manage our own reactions and behavior. Snapping at a direct report for making a mistake, for instance, would not be an emotionally intelligent way of responding.


Additionally, Daniel Goleman who popularized emotional intelligence through his book, Emotional Intelligence, identified emotional intelligence competencies. His list of 12 competencies also includes those such as self-awareness, emotional self-control, adaptability, empathy, and more.


Results also revealed 98% of participants described a transformation of their fundamental understanding of what effective leadership is. And 79% of participants reported stronger interpersonal relationships. Mindfulness can also help with the development of emotional self-control because of the heightened self-observation it enables. Ultimately, when you have improved emotional self-control it can have positive impacts on team engagement and communication.


Cecelia Zaris is a senior consultant at DDI with a passion for coaching and developing leaders to be their best selves. She is the mother of two young boys, which provides her with endless opportunities to practice and hone her own emotional intelligence!


Background: The need for emotionally intelligent leadership in the health professions is acknowledged internationally throughout the nursing and midwifery literature. The concepts of emotional intelligence and emotional-social intelligence have emerged as important factors for effective leadership in the healthcare professions and require further exploration and discussion. This paper will explore these concepts and discuss their importance in the healthcare setting with reference to current practices in the UK, Ireland and internationally.


Implications for nursing/midwifery: Fostering emotionally intelligent leadership in nursing and midwifery supports the provision of high quality and compassionate care. Globally, leadership has important implications for all stakeholders in the healthcare professions with responsibility for maintaining high standards of care. This includes all grades of nurses and midwives, students entering the professions, managerial staff, academics and policy makers.


Conclusion: This paper discusses the conceptual models of leadership and emotional intelligence and demonstrates an important link between the two. Further robust studies are required for ongoing evaluation of the different models of emotional intelligence and their link with effective leadership behaviour in the healthcare field internationally. This is of particular significance for professional undergraduate education to promote ongoing compassionate, safe and high quality standards of care.


Literature search: We searched the literature using PubMed, Google Scholar, and Business Source Complete for articles published between 1990 and 2012. Search terms included physician and leadership, emotional intelligence, organizational behavior, and organizational development. All abstracts were reviewed. Full articles were evaluated if they addressed the connection between EI and physician leadership. Articles were included if they focused on physicians or physicians-in-training and discussed interventions or recommendations.


Results: The search produced 3713 abstracts, of which 437 full articles were read and 144 were included in this review. Three themes were identified: (1) EI is broadly endorsed as a leadership development strategy across providers and settings; (2) models of EI and leadership development practices vary widely; and (3) EI is considered relevant throughout medical education and practice. Limitations of the literature were that most reports were expert opinion or observational and studies used several different tools for measuring EI.


Conclusions: EI is widely endorsed as a component of curricula for developing physician leaders. Research comparing practice models and measurement tools will critically advance understanding about how to develop and nurture EI to enhance leadership skills in physicians throughout their careers.


Booth, also a clinical professor of leadership at the Kellogg School, has had many clients who have had trouble understanding their own emotions or the emotions of others: the HR executive who cried when she got defensive, say, or the VP who was at a loss for how to talk to her team while the company was in turmoil.


On the flip side, appreciation, respect, and enthusiasm, coupled with emotional support and validation, can be contagious. Positivity begets positivity. Because emotions are strongly correlated with performance and productivity, teams whose members feel emotionally supported and appreciated through their challenges and successes will likely be happier and more productive. They will want to celebrate their successes, so they will work harder and more effectively together to be successful.


Leaders also need to be able to adapt to changing circumstances in their workplaces, or in their own roles and those of their team members. President Xi of China told attendees at a job fair that emotional intelligence will enable an individual to be more adaptable in society, which makes sense. Being aware of, understanding, and managing your emotions and of those around you should help you to navigate through an ever-changing world, and even to become a successful leader in it.


When it comes to the workplace, and especially business, the bottom line is crucial and managers and executives are often held responsible for successes and failures. Researchers Dr. Jack Zenger and Dr. Joseph Folkman, co-founders of the leadership development and training firm Zenger Folkman, gathered over 100,000 direct reports from employees about their leaders from hundreds of different organizations and found nine key traits the most successful leaders possess. Here are a few that are most related to emotional intelligence:


Leaders aiming to develop their leadership skills should consider improving their emotional quotient. Time and again, research has shown that high EQ can work wonders in the workplace in virtually any field. CEOs and politicians have harnessed EQ to achieve incredible results in their respective careers, and with the help of the infographic below.


Understanding the importance of EQ, managers should strive to increase their emotional quotient to the best of their abilities. The good news is that EQ naturally improves with age because of life experiences. People can boost this further by making deliberate choices about their behaviors. Maintaining a positive attitude, managing stress, and staying cool in the face of difficult situations would make a good start. Staying proactive, developing resiliency in the face of adversity, and being assertive when necessary will also help. Lastly, managers may want to enroll in a well-designed coaching program specifically tailored to increase EQ.


Optimism is the cornerstone of emotional intelligence. It is the dimension that characterizes the distinction between IQ and EQ. IQ is a trait (in some cases, a burden) that is innate. We are born with it, and it changes little (if at all) during the seasons of our lives.


If you care about the short- and long-term impact you have on the people you influence, dive into the synergy that exists between enhanced emotional intelligence and effectiveness as a situational leader. If nothing else, when it comes to leading people, it will clarify when you should be consistent and how you can demonstrate flexibility.


Figure 3. Evaluation of leadership style. *Statistical significate relative to the group of students (p p


Figure 4. Integral level of emotional intelligence. *Statistical significate relative to the group of students (p p


Emotional intelligence refers to your ability to recognize, understand, and manage your own emotions. It also refers to your ability to understand the emotions of those you interact with. By developing your emotional intelligence, you will be able to improve your workplace relationships and positively influence your colleagues and team members. 041b061a72


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Eva White
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