Articles
Understanding Emotional Intelligence
Michael Massey, head of EQ Leadership Solutions
and author of ‘The Knowledge: How to be an Effective and Emotionally Intelligent
Leader’ looks at the theory behind EI and its implications for leadership skills.
It was in 1990 that American psychologists Peter Salovey and John Mayer first aired
their theory of emotional intelligence (EI).
It has since been defined as ‘the ability to identify, understand and sense your
emotions and those of others, and to use that knowledge to assist thought and understanding
as a source of information, influence, creativity and energy’.
They framed the theory as a model of social intelligence whose basic concept refers
to the ability to recognise and regulate emotions in ourselves and in others.
EI was put firmly on the map in 1995 when Daniel Goleman popularised the theory
in his best-seller ‘Emotional Intelligence: Why it can matter more than IQ’.
Is EI really new?
Leaders, be they politicians, dictators, CEO’s, team leaders or shop stewards,
have for centuries massaged, pushed, manipulated, swayed and driven people’s emotions.
We have always preferred the emotionally competent to lead us through uncertain
times: leaders who could give clarity and direction - leaders who inspire us.
However, what is new is that we know more about how our brain works. The emotional
mind and the rational mind are separate, but interconnected.
When we achieve a balance
we are working at our best.
What is new is the understanding that IQ alone cannot predict the effectiveness
of a leader. It is an effective measure of mental ability, but an IQ score in the
stratosphere does not automatically indicate good leadership material.
A person’s ability to identify, manage and understand emotions is fundamental if
they are to be an effective leader - good leaders need to be intelligent about emotions
if they are to be successful.
EI domains
Goleman went on to develop and interpret emotional intelligence to be a
theory of performance: of effectiveness in the workplace, as a predictor of performance and leadership.
He identified four EI ‘domains’: self-awareness and self-management - how we manage
ourselves, and social-awareness and relationship-management - how we manage relationships.
Within those domains there are ‘EI competencies’, such as emotional self-awareness
and empathy, which provide the framework of his interpretation of the theory.
The ‘EI men’ - particularly Goleman - articulated their theory convincingly. They
have captured people’s imagination and answered a need.
The business community is discovering a way of connecting with the new order: a
means of refreshing stagnant business thinking and rejuvenating business leadership.
Unlike IQ, emotional intelligence can be learned and developed, which is why it
is having such a dramatic effect on leadership and leadership development.
EI leaders
So how are EI leaders identified and what sets them apart from the others?
EI leaders understand the effect of their actions, their words and their moods on
those they lead. They recognise the importance of interpersonal relationships. They
listen. They show empathy. But most important of all, they are self-aware - they
know themselves.
Through this understanding and self-knowledge they have the self-confidence to generate
enthusiasm and to ignite passion in those they lead.
|
|
|
|
