Research Proposal on "Emotional Leadership the Importance of Emotional Intelligence"

Research Proposal 5 pages (1371 words) Sources: 10 Style: APA

[EXCERPT] . . . .

Emotional Leadership

The Importance of Emotional Intelligence in Leadership

There are many different styles and aims of leadership that have been identified in both professional and academic literature. Since the middle of the twentieth century this literature has come to focus at least as much on the human aspect of leadership and management -- on the ability to motivate and coordinate individuals -- as it has on the more numerical and mechanistic aspects of organizational leadership (Chan 2007). The concept of emotional intelligence, though variously defined, has been identified as a necessary component of successful leadership in a wide variety of disciplines and many different organizational types (Ashkanasy & Dasborough 2003; Eason 2009). This paper identifies several of the ways in which emotional intelligence has been found to alter the nature and effect -- as well as the efficacy -- of leadership in a variety of settings and with a variety of goals.

An essential goal in many organizations, regardless of the industry or primary objectives of that organization, is the inspiration and motivation of the organization's workforce to provide the best possible service to the organization. Transformational leadership is a leadership style that is defined by its achievement in this area, and emotional intelligence has been cited as a primary characteristic of transformational leaders in may situations (Barbuto & Burbach 2006). Essentially, it is the ability to recognize and respond to emotions honestly and adeptly that allows leadership to become truly transformational, promoting not only individual efficacy and motivation but also establishing greater group cohesion (Wang & Huang 2009). Leaders hat poses true emotional intelligence can use this to inspire employees and organizations to new levels of excellence and productivity.

Emotional intelligence is also an effective component of leadership in a much broader sense. The existence and application of empathy and emotional intelligence in leadership is an essential element in determining the needs of many organizations, particularly in educational endeavors (Moore 2009; Singh et al. 2007). Many studies have also found emotional intelligence to be of paramount importance in nursing leadership, as well; the more directly emotions are both a means and an ends of the organizations practices and goals, it seems (and quite reasonably so), the more necessary emotional intelligence becomes and the more extreme its effect on organizational and individual efficacy (Vesterinen et al. 2009; Akerjordet & Severinsson 2008). In the fields of both education and nursing, the emotional needs of the client (students and patients, respectively) are a part of the direct focus of the services provided, making emotional intelligence arguably a more prominent feature of successful leadership in these industries.

The usefulness of emotional intelligence is not limited to a few select fields or goals, of course, but is broadly applicable in almost any leadership setting. There has been some suggestion that emotional intelligence -- or more precisely, an over-reliance on emotional intelligence as a decision-making tool for leadership -- can actually be a hindrance in some situations, but this is far from the prevailing view in the bulk of literature on the topic (Hicks & Dess 2008). Instead, emotional leadership is far and away increasingly seen as a necessary part of the leadership ability and practice in any organization.

Chapter Bullet Points

New rules for determining individual competency include an awareness of initiative, empathy, adaptability, and persuasiveness

A lack of motivation, which can be the result of a lack of emotional connection to/from leadership, leads to reduced job performance and ability

Even -- perhaps especially -- in fields where technical expertise and traditional intelligence are among the most highly prized attributes in employees and leaders, emotional intelligence confers a large competitive advantage

Proper skills and practices must be learned in order to take advantage of/fulfill the potential of higher levels of emotional intelligence

Nearly two thirds of some of the most commonly identified competencies/attributes of successful leadership and performance were emotional competencies

Similarly, expertise and high intelligence quotients were not predictors of successes or failures in other studies of organizations and management, whereas low emotional intelligence levels were excellent predictors of failure

Effective use of emotional intelligence requires the… READ MORE

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