This paper explores how leadership effectiveness affects emotional intelligence. Nabih et al. (2016) posit that leadership is a controversial topic due to the great effect the notion of leadership has on different forms of organization. Researchers have explored various studies concerning the well-known research on emotional intelligence (EI) and its significant effect on leadership effectiveness. Thus, this research aimed to focus on issues and dedicate a great deal of comprehensive research to demonstrate comprehension of emotional intelligence cautiously. Several studies have termed leadership efficacy as persuading others to agree and understand what is supposed to be done and how to effectively do it and enabling people and collective initiative to achieve shared objectives. According to Nabih et al. (2016), early studies on leadership effectiveness stressed and associated the success of a leader with their attributes. Other studies discussed leadership effectiveness from a behavioural perspective whereby the conduct of ineffective and effective leaders is likened on the basis of others’ perceptions. The study demonstrates the critical relationship between effectiveness and leadership behaviors.
This paper examines the correlation between emotional intelligence levels and an evaluation of leadership effectiveness. The study posits that emotional intelligence is the accurate expression and appraisal of one’s emotions and in others, the successful regulation of one’s emotions and others and the application of feeling to plan, motivate and accomplish in one’s life. The study notes that there are two different mental processes, feeling and thinking, that work together. Their theory of emotional intelligence majors on the degree to which an individual’s cognitive abilities are directed by emotions and the degree to which the mind manages emotions. The main models of emotional intelligence currently present include the multifactor EI scale, the emotional competency inventory, and the emotion-quotient inventory, among others. The paper views emotional intelligence as the key determinant of effective leadership.
The paper presents the function of emotional intelligence in influencing change in organizations. In particular, the paper highlights the various point of view on emotional intelligence and the associated five components- social skill, empathy, self-motivation, self-regulation and self-awareness. Further, the paper suggests how emotional intelligence leads to changes in leadership by paying attention to building a team to influence change and overcome resistance to change. Issah (2018) posits that the ever-increasing burden on institutions and organizations to endure change to last and sustain their importance cannot be overstated in the globalization era. As a result, leaders in the current century are responsible for effectively leading change in their companies. Still, the change process entails emotions since nobody needs to surrender the comfort related to the status quo and give up what they value. Nevertheless, leaders have to be effective regardless of the challenges.
This paper aims to describe a model of conceptualizing the function of social and emotional skills in effective management and leadership and offer preliminary propositions for research and the growth of leader social and emotional skills. The study generalizes a dyadic communications model to define the process of social and emotional interactions between leaders together their followers. The paper reveals how complementary social skills and emotional skills are important for effective leadership via a discussion and literature review of the ongoing research agenda and research. The paper suggests developing and measuring social and emotional skills for managers and leaders. The work offers a model for social and emotional skills to demonstrate their contribution to leadership together with their relationship to social and emotional intelligence. It summarizes a research agenda and progresses thinking of the contribution of developable social and emotional skills for managers.
The paper lists various managerial skills, certain interpersonal skills; the capacity to develop and uphold social networks; the capacity to handle subordinates and empathize with leaders at the top level as important for managerial effectiveness. Riggio and Reichard (2008) explored the role of comprehensive interpersonal skills like tact, social skills and empathy in forecasting leadership effectiveness and emergence. Human resource professionals, executives and managers comprehend the significance of strong interpersonal skills. A common theoretical model associating social and emotional skills with leadership effectiveness is important to guide research and organizational leaders’ development, training and assessment.
This study takes a model for comprehending the social and emotional skills that motivate interpersonal communication and explicitly applies it to managerial and leader outcomes and processes. The paper compares this social or emotional skill strategy and the developing social and emotional intelligence constructs. In addition, the paper discusses how certain forms of skills play a significant role in effective management and leadership. Based on the present research, the paper presents an outline for further analysis of leadership and social and emotional skills. Lastly, the papers explore the evaluation of social and emotional skills and their practical suggestions for leadership development.
References
Issah, M. (2018). Change leadership: The role of emotional intelligence. Sage Open, 8(3), 2158244018800910.
Kerr, R., Garvin, J., Heaton, N., & Boyle, E. (2006). Emotional intelligence and leadership effectiveness. Leadership & Organization Development Journal, 27(4), 265–279.
Nabih, Y., Metwally, A. H., & Nawar, Y. S. (2016). Emotional intelligence as a predictor of leadership effectiveness. The Business & Management Review, 7(5), 133.
Riggio, R. E., & Reichard, R. J. (2008). The emotional and social intelligence of effective leadership: An emotional and social skill approach. Journal of managerial psychology, 23(2), 169-185.
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