Effective Leadership Is Directly Correlated To High Level

Effective Leadership Is Directly Correlated To A High Level Of Emotion

Effective leadership is directly correlated to a high level of Emotional Intelligence (EQ). After researching the traits of high EQ, provide a summary as well as an example of someone you have observed demonstrating these traits. Here is one article for reference: RoleOfEmotionalIntelligenceInLeadershipEffectiveness.PDF (ijemr.net). Review the traits of a high EQ and write a summary of these essential traits in relation to your self-assessment results (1 paragraph). Identify someone in your professional life or someone in the public that you observed has these traits and explain why (paragraph 2).

Paper For Above instruction

Emotional Intelligence (EQ) plays a crucial role in effective leadership, characterized by a set of essential traits that contribute to a leader’s ability to inspire, motivate, and connect with others. According to the article "Role of Emotional Intelligence in Leadership Effectiveness" (ijemr.net), high EQ encompasses self-awareness, self-regulation, motivation, empathy, and social skills. Self-awareness allows leaders to understand their emotions and how they influence their actions, fostering authenticity and transparency. Self-regulation enables leaders to manage their impulses and reactions, maintaining composure in challenging situations. Motivation reflects a persistent drive to achieve goals, often inspiring others through enthusiasm and resilience. Empathy involves understanding and sharing the feelings of others, which enhances interpersonal relationships and trust. Social skills facilitate effective communication, conflict resolution, and collaboration.

In relation to my self-assessment results, I recognize that I possess several of these traits, particularly self-awareness and empathy, which have helped me build strong interpersonal relationships and navigate complex social dynamics in the workplace. However, I also see room for improvement in self-regulation during stressful situations, as maintaining calmness under pressure can sometimes be challenging. Developing these aspects of EQ further could significantly enhance my leadership capabilities, enabling me to motivate others more effectively and handle conflicts with greater maturity.

In my professional environment, I observed a senior manager who exemplifies high emotional intelligence through their ability to connect with team members on a personal level and demonstrate genuine empathy. This individual consistently listens attentively to employees’ concerns, offering support and constructive feedback without judgment. Their capacity to regulate emotions during high-pressure deadlines inspires confidence, creating a positive work environment centered on trust and collaboration. Their social skills facilitate effective communication across different departments, helping to resolve conflicts amicably and foster teamwork. This leader’s demonstrated traits of high EQ significantly contribute to their effectiveness and the overall success of the team.

References

  • Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
  • Weisinger, H. (1998). Emotional Intelligence at Work: Practical Guide to Enhancing Your EQ for Success. Jossey-Bass.
  • Bradberry, T., & Greaves, J. (2009). Emotional Intelligence 2.0. TalentSmart.
  • Cherniss, C. (2010). Emotional Intelligence: Toward clarification of a concept. Industrial and Organizational Psychology, 3(2), 110-126.
  • Jordan, P. J., Ashkanasy, N. M., & Hartel, C. E. J. (2002). Emotional intelligence as a moderator of emotional and behavioral reactions to job insecurity. Academy of Management Review, 27(3), 541-557.
  • Mayer, J. D., Salovey, P., & Caruso, D. R. (2004). The Emotionally Intelligent Manager. Harvard Business Review, 82(1), 78-86.
  • Bar-On, R. (2006). The Bar-On Model of Emotional-Social Intelligence (ESI). Psicothema, 18(Suppl), 13-25.
  • Joseph, D. L., Jin, J., Newman, D. A., & O’Boyle, E. (2015). Why does self-reported emotional intelligence predict job performance? Current Directions in Psychological Science, 24(2), 10.1177/0963721414553444.
  • Salovey, P., & Mayer, J. D. (1999). Emotional intelligence. Imagination, Cognition and Personality, 9(3), 185-211.
  • Caruso, D. R., & Salovey, P. (2004). The Emotionally Intelligent Manager: How to Develop and Use the Four Key Skills of EQ. Jossey-Bass.

Related Assignments