Emotional Intelligence in Leadership

Leaders, their behavior styles, and the qualities they need are widely discussed issues in management, organizational development, and professional effectiveness. In particular, a critical trend in the academic literature is the study of the importance and influence of emotional intelligence (EI) and its association with leadership style. For example, Jordan, Wade, and Tomoko (2022, p. 5) emphasize the importance of empathy, understanding one’s own emotions, and the feelings of others for a leader. Maamari and Majdalani (2017, p. 327) explore how leaders’ EI affects organizational climate (OC) and employee effectiveness. The researchers’ arguments in the articles regarding EI are similar: they find its impact critical, which correlates with many other studies and theories developed in managerial science.

The understanding of EI and its influence has developed gradually among researchers. The concept reflects an individual’s ability to realize, express, and manage their own emotions and the feelings of surrounding people (Maamari and Majdalani, 2017, p. 328). The influence of EI on professional development was noticed by researchers in the 20th century, although earlier greater importance was given to intellectual quotient (IQ) as an essential determinant of success (Cavaness, Picchioni, and Fleshman, 2020, p. 196). Despite the critical differences between EI and IQ, they are both necessary for leaders to form effective work environments.

There are several arguments that researchers use when discussing the importance of EI. Jordan, Wade, and Tomoko (2022, p. 5) believe that the skill in understanding the emotions of others helps leaders to listen to the opinion of their wards. In this case, the individuals will be able to feel the doubt of employees or their support and adapt their behavior. The researchers are also confident that managing their own emotions helps the leaders develop intuition, which can contribute to quick and effective decision-making, provided the necessary data validation (Jordan, Wade, and Tomoko, 2022, p. 5). As a result, EI contributes to an environment where decision-making is fast and efficient, and employee opinion is considered.

The opinion on the importance of EI is supported by empirical research. For example, Maamari and Majdalani (2017, p. 333) analyzed the data collected by questionnaire to understand the association of EI in leaders and favorable OC. The results showed that the higher the EI, the better communication in the team, and the less personnel turnover. Moreover, the researchers found that leaders’ EI increases a sense of responsibility and support, promoting greater efficiency and commitment (Maamari and Majdalani, 2017, p. 339). Therefore, understanding and managing emotions contribute to a healthy working atmosphere.

The arguments presented in the considered articles share common opinions that EI is necessary for effective OC. They also support the assumptions of critical theories about EI. For example, Daniel Goldman argued that EI distinguishes good leaders and identified its components – empathy, self-regulation, motivation, self-awareness, and social skills (Cavaness, Picchioni, and Fleshman, 2020, p. 196). Although Jordan, Wade, and Tomoko (2022, p. 5) name inter- and intra-personal emotional awareness, their representation is similar to the components Goleman specified. Another concept, authentic leadership, also includes that leaders, for the effectiveness of their actions, must understand emotions and that they can impact the feelings of their employees (Adigüzel and Kuloğlu, 2019, pp. 13-14). Thus, both articles studied emphasized the significance of EI for efficient work, which supports the assumptions of theories about the EI impact.

Reference List

Adigüzel, Z. and Kuloğlu, E. (2019) ‘Examination of the effects of emotional intelligence and authentic leadership on the employees in the organizations‘, International Journal of Organizational Leadership, 8, pp.13-30. Web.

Cavaness, K., Picchioni, A. and Fleshman, J.W. (2020) ‘Linking emotional intelligence to successful health care leadership: the big five model of personality‘, Clinics in Colon and rectal surgery, 33(4), pp.195-203. Web.

Jordan, J., Wade, M. and Tomoko, Y. (2022) ‘Finding the right balance – and flexibility – in your leadership style’, Harvard Business Review Digital Articles, pp. 1-8.

Maamari, B.E. and Majdalani, J.F. (2017) ‘Emotional intelligence, leadership style and organizational climate‘, International Journal of Organizational Analysis, 25(2), pp. 327-345. Web.