Importace of Emotional Intelligence for success of management
In understanding how manager’s moods and emotions effect to moods and emotions of all employees, it is important to take into account their level of emotional intelligence. Emotional intelligence is the ability tto understand and manage one’s own moods and emotions and the moods and emotions of other people. Managers with a high level of emotional intelligence are more likely to understand how they are feeling and why, and they are more able to effectively manage their feelings. When managers are experiencing stressful feelings and emotions such as fear or anxiety, emotional intelligence enables them to understand why and manage these feelings so that they do not get in the way of effective decision making.
Emotional intelligence also can help manager perform their important roles such as their interpersonal roles (figurehead, leader, and liaison). Understanding how your subordinates feel, why they feel that way, and how to manage these feelings is central to developing strong interpersonal bonds with them. More generally, emotional intelligence has the potential to contribute to effective leadership in multiple ways.
For example, emotional intelligence helps managers understand and relate well to other people. It also helps manager maintain their enthusiasm and confidence and energize subordinates to help the organization attain its goals. Recent theorizing and research suggest that emotional intelligence may be especially important in awakening employee creativity. Managers themselves are increasingly recognizing the importance of emotional intelligence.
One study found that when store when store managers experienced positive moods at work, sales people in their stores provided high-quality customer service and were less likely to quit. Another study found that groups whose leaders experienced positive moods had better coordination, while groups whose leaders experienced negative moods exerted more effort; members of groups with leaders in positive moods also tend to experience more positive moods themselves; and members of goups with leaders in negative moods tended to experience more negative moods.
Moreover, a leader’s level of emotional intelligence may play a particular important role in leadership effectiveness. For example, emotional intelligence may help leaders develop a vision for their organizations, motivate their subordinates to commit to this vision, and energize them to enthusiastically work to achieve this vision. Moreover, emotional intelligence may enable leaders to develop a significant identity for their organization, while maintaining the flexibility needed to respond to changing conditions.
Emotional intelligence also play a crucial role in how leaders relate to and deal with their followers, particularly when it comes to encouraging followers to be creative. Creativity in organization is an emotion-laden process, as it often entail challeging the status quo, being willing to take risks and accept and learn from failures, and doing much hard work to bring creative ideas to fruition in terms of new products, services or procedures and processes when uncertainty is bound to be high. Leaders who are high on emotional intelligence are more likely to understand all the emotions surrounding creative endeavors, to be able to awaken and support the creativity to flourish in organizations.
Leaders, like people everywhere, sometimes make mistakes. Emotional intelligence may also help leaders respond appropriately when they realize that they have made a mistake. Recognizing, admitting, and learning from mistakes can be especially important for organization leaders.
According to researchs untill now, there are three model of emotional intelligence. In which, the model of emotional intelligence competence of Daniel Goleman help us to find out components of emotional intelligence best. The model introduced by Daniel Goleman focused on emotional intelligence as extensive array of capabilities and skills controller performance leader. Goleman's model outlines four main building emotional intelligence:
1. Self-awareness - the ability to read the emotions and recognize their impact to decisions making.
2. Self-management - including control of emotions, stimulate and adapt to changing circumstances.
3. Social awareness - the ability to sense, understand and react to the emotions of others.
4. Relationship management - the ability to inspire, influence and develop other skills to manage conflict.
Goleman’s Model imply a collective emotional competencies within each building EI. Emotional competencies are not innate talents, but rather the ability to learn, to be trained continuously to develop and achieve superior performance.
A Measure of Emotional Intelligence
Please indicate the extend to which you are agree or disagree with each of the following items using the 1-7 scale below:
1. I have a good sense of why certain feelings most of the time. 2. I always know my friends’ emotions from their behavior. 3. I always set goals for myself and then try my best to achieve them. 4. I am able to control my temper so that I can handle difficulties rationally. 5. I have a good understanding of my own emotion. 6. I am a good observer of others’ emotions. 7. I always tell myself I am a competent person. 8. I am quite capable of controlling my own emotions. 9. I really understand what I feel. 10. I am sensitive to the feelings and emotions of others. 11. I am a self-motivating person. 12. I can always calm down quickly when I am very angry. 13. I always know whether or not I am happy. 14. I have good understanding of the emotions of people around me. 15. I would always encourage myself to try my best. 16. I have good control of my own emotions. Scoring: Self-emotions appraisal = sum of items 1, 5, 9, 13 Others’ emotions appraisal = sum of items 2, 6, 10, 14 Use of emotion = sum of item 3, 7, 11, 15 Regulation of emotion = sum of items 4, 8, 12, 16 The higher score, the more degree of emotional intelligence you get.
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References:
1.Uông Xuân Vy, Trần Đăng Khoa (dịch giả), Thông minh cảm xúc để hạnh phúc và thành công (2003), NXB Phụ nữ
2.Gareth R.Jones/ Jennifer M.George, Essentials of Contemporary Management (4e), McGraw-Hill
3.Richard L.Daft, The Leadership Experience (2 nd Edition, 2002), Thomson South-Western
4.Internet:
http://vi.wikipedia.org/wiki/Tr%C3%AD_tu%E1%BB%87_x%C3%BAc_c%E1%BA%A3m
Th.S. Đoàn Thị Thúy Hải, International School.
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