Emotional intelligence (EI) is the ability to recognise, comprehend, and control one’s own emotions and the emotions of others. It consists of a range of skills that empower individuals to navigate social engagements and to make informed decisions in personal and professional settings. An essential component of EI is self-awareness which expresses the recognition and understanding of one’s own emotions, strengths, weaknesses, values, and beliefs. This self-awareness promotes a clearer understanding of reactions and behaviours that enable individuals to regulate their emotions and respond more effectively to various situations (Kiishi, 2024). However, a lack of EI holds a detrimental impact on an individual’s mental process resulting in a negative affect in both personal and organisational decision-making (Kotsou et al., 2019).
Since EI is an important contributing factor for effective top-level leadership, it is important for organisations and its leadership to prioritise the emotional well-being of their employees, either through initiatives that promote emotional stability or by employing individuals with emotional stability (Kotsou et al., 2019; Palmer et al., 2001). In the past, leaders were observed as individuals who controlled and directed the tasks of an organisation, however in today’s working world, the leader’s capacity to impact the behaviour of their employees plays a role in determining performance outcomes (Kerr et al., 2006). Leadership roles extend beyond control and planning; they also incorporate motivation and inspiration of others, displaying positive attitudes in the organisation, and instituting a sense of contribution and importance among employees (Palmer et al., 2001).
Leadership involves emotional dynamics, with leaders recognising and addressing the emotional states of employees by attempting to evoke specific emotions, and effectively managing these emotional states. Furthermore, leaders shape the emotional culture and overall performance of the organisation by enhancing teamwork and morale and by encouraging shared emotional experiences (Kerr et al., 2006). Khan et al. (2014) identified several recommendations for leadership to consider regarding EI:
Leaders at high levels should adopt a conducive organisational environment by integrating EI into practice
Leaders should offer training to employees to enhance their emotional handling skills
Encourage employee participation in team and group work
The organisation’s leaders should establish an effective outline for team functioning
Clearly defined roles for team members should be outlined to facilitate successful team goals
Self-emotional awareness and the use of emotion emerged as the most dominant factors of EI that affects or contributes towards effective leadership within an organisation (Kiishi, 2024). An individual’s EI is a critical factor in determining their effectiveness as a leader and the relationship between EI and leadership effectiveness is unique from the impact of the leader’s personality and intellect. Leaders with a higher EI tend to achieve superior outcomes and are viewed as effective in their leadership roles (Khan et al., 2014).
References
Kerr, R., Garvin, J., Heaton, N., & Boyle, E. (2006). Emotional intelligence and leadership effectiveness. Leadership and Organisational Development Journal, 27(4), 265-279. doi:10.1108/01437730610666028
Khan, S., Khan, I., Akhtar, B. Y., Khan, F., Yar, N. B., Khan, N., Nawaz, T., & Rauf, H. (2014). The impact of emotional intelligence upon the team effectiveness. International Institute for Science, Technology and Education, 4(22), 1-7. Retrieved from www.iiste.org
Kiishi, V. D. (2024, February 13). The role of emotional intelligence in effective leadership and its impact on team performance: A study of the University of Ibadan, Nigeria. International Journal of Business and Management Review, 12(2), 75-138. doi:https://doi.org/10.37745/ijbmr.2013/vol12n275138
Kotsou, I., Mikolajczak, M., Heeren, A., Leys, C., & Gregoire, J. (2019, April). Improving emotional intelligence: A systematic review of existing work and future challenges. Emotion Review, 155-161. doi:10.1177/1754073917735902
Palmer, B., Walls, M., Burgess, Z., & Stough, C. (2001). Emotional intelligence and effective leadership. Leadership and Organisation Development Journal, 22(1), 5-10. doi:10.1108/01437730110380174
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