Emotional Intelligence Is A Critical Skill For Managers

Emotional Intelligence Is A Critical Skill For Managers As It Provides

Emotional intelligence is a critical skill for managers as it provides them the awareness of their emotions and the emotions of those around them. This skill equips managers with vital information as they make decisions, address situations that arise, and interact with those whose efforts are paramount to the success of the organization. Building your emotional intelligence will enable you to be a better employee and a more successful manager. Neglecting the skill of emotional intelligence can have detrimental effects on the success of any manager. Your colleagues and employees may view you as insensitive, inflexible, or arrogant, which can affect your ability to successfully engage with them.

If you are not aware of your own emotions, you may be perceived as hot-headed or unpredictable. Given the increasing importance of emotional intelligence in an ever-changing world where people are more connected than ever, it is important that you spend some time considering this skill and how it may affect your success as a manager in an organization. To prepare for this discussion, consider a person you know who seems to be really attuned to others. What skills do you observe in this person? What do you notice about the way he or she interacts with others? Review this week’s Learning Resources, especially: Big Think (2012), Goleman & Boyatzis (2017), Keyser (2013), and Sabatier (2015). Additionally, select and complete an emotional intelligence self-assessment from the provided resources.

Paper For Above instruction

Understanding and developing emotional intelligence (EI) is essential for effective management. As a manager, being attuned to one’s own emotions and those of others fosters better communication, decision-making, and conflict resolution. My recent self-assessment of emotional intelligence provided insightful results that highlighted my strengths and areas for improvement, which I plan to leverage for professional growth.

The self-assessment revealed that I possess strong empathy and social skills, allowing me to connect with colleagues and understand their perspectives effectively. However, I was surprised to see that my self-awareness of certain emotional triggers was less developed than I had anticipated. This insight emphasizes the importance of reflection and mindfulness in managing emotions proactively rather than reactively. Being aware of my emotional states enables me to regulate my responses appropriately, which contributes to more constructive interactions.

For example, I recall a situation where a team member was frustrated over a tight deadline. Recognizing her stress and anxiety through my emotional awareness allowed me to respond empathetically, offering support and adjusting workload expectations. This approach diffused her frustration and fostered a collaborative environment, ultimately leading to increased productivity and morale. This experience underscored the significance of emotional intelligence in creating positive outcomes even under pressure.

Practicing emotional intelligence enhances my effectiveness as a manager. It helps me interpret non-verbal cues, validate others’ feelings, and communicate more authentically. According to Goleman (2017), EI comprises elements such as self-awareness, self-regulation, motivation, empathy, and social skills—all critical to leadership success. By strengthening these elements, I can foster trust, build cohesive teams, and adapt to changing circumstances. As Sabatier (2015) notes, showing emotional softness and vulnerability can strengthen managerial relationships, leading to better team performance and engagement.

In conclusion, emotional intelligence is fundamental to effective management practice. My self-assessment results have motivated me to focus on improving my emotional awareness and regulation, which align with the insights from the week’s learning resources. Enhancing these skills will enable me to navigate complex interpersonal dynamics, inspire confidence, and promote a positive organizational culture. The intersection of emotional intelligence with leadership effectiveness underscores its vital role in contemporary management, especially in our increasingly interconnected world (Goleman & Boyatzis, 2017; Keyser, 2013).

References

• Goleman, D., & Boyatzis, R. E. (2017). Emotional intelligence has 12 elements. Which do you need to work on? Harvard Business Review.
• Keyser, J. (2013). Emotional intelligence is key to our success. ATD.org.
• Sabatier, M. (2015, August 20). Emotional intelligence: Why managers should show a softer side. The Guardian.
• Big Think. (2012, December 23). Daniel Goleman introduces emotional intelligence [Video file]. Retrieved from https://BIGTHINK.com
• Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ. Bantam Books.
• Bar-On, R. (2006). The Bar-On model of emotional-social intelligence (ESI). Psicothema, 18(4), 13-25.
• Mount, M. K., & Barrick, M. R. (2005). The Big Five personality dimensions and managerial performance. Personnel Psychology, 58(1), 1-26.
• Caruso, D. R., & Salovey, P. (2004). The emotionally intelligent workplace: How to select for, measure, and improve emotional intelligence in organizations. Jossey-Bass.
• Grewal, D., & Levy, M. (2010). Marketing. McGraw-Hill Education.
• Rego, A., & Pina e Cunha, M. (2008). Moral leadership and organizational moral climate. Journal of Business Ethics, 78(1–2), 53–66.