Today’s leaders need to emphasise even more a people-first leadership approach that has as its objective empathy. This shift is reflected in the tremendous rise of emotional intelligence (EQ).
One of the most essential leadership competencies is emotional intelligence (EQ), which is the key to managerial development of relationships that foster a productive work environment and to making sound decisions on challenging issues.
Self-Awareness
And one of the pillars of EI is self-awareness, or what exactly you are feeling in a given moment and why, and how those feelings affect people around you, and what triggers those feelings (eg, how you react to a difficult boss) and how your mood affects the way you think and behave.
It very much also implies that you can become active in the process of regulating your emotional states – to say nothing of striving to find a bit of emotional equanimity. Day by day, step by step! Does this mean that you should never lash out at someone who’s upset you? Should you simply retreat into your serene cave and breathe when you’re stressed out? Might the willingness to set aside your true feelings for the sake of preserving the ‘status quo’ exacerbate the ‘emotionless’ nature for which (in my view) you have ample already? Perhaps. But imagine a ritual you go through with your family each morning, as you’re getting out the door; and again at night, as you’re getting ready for bed. I feel that this might do you more good than harm.
The more you can learn to tap into those feelings in yourself, and understand them for what they are, the easier it will be for you to see them in everyone else around – and this, in turn, leads to better relationships and communication (both, also key management characteristics).
Self-Management
Exceptional emotional regulation in emotionally intelligent leaders with a high desire for interpersonal interaction can help them and team members stay calm when the going gets tough, because this ability to manage their emotions is coupled with an ability to be stable and provide confidence to the team. Combined with further emotional intelligence competencies such as empathy, which is the ability to understand completely another person’s point of view, this type of leader has a broader repertoire of options for solving problems.
And, in the case of EI-equipped leaders, to keep an eye on their employees, empathise, and let them know – digitally or otherwise – that they understand their angsts and anxieties.
Leaders with high EI are known for creating working environments with a good spirit, where they support their people but, at the same time, are great motivators in energising their teams and helping them to cooperate and improve performance. They have the social skill of building rapport that creates long-lasting relationships and feelings of trust where open communication prevails – that’s especially important at times of change, when momentum needs to be maintained by keeping performance levels high. Furthermore, where change-leaders find it difficult to get their teams flying despite all kinds of resistance, high-EI leaders have the crowning virtue of being able to inspire and motivate teams while utilising their understanding of team members’ strengths to help them ‘feed the right dog’.
Interpersonal Skills
Those high in emotional intelligence display an awareness and ability to understand and feel what others are going through, which makes those individuals sophisticated communicators, good friends, cooperative team members and even get along with family better.
Highly emotionally intelligent people can identify and describe their own emotions, but also recognise what causes these reactions in others and what might trigger similar reactions in themselves.
This will enhance morale among employees as well as help them realise their potential. Managers who respond appropriately in response to people’s emotions as well as manage their own will enhance the success of the organisation as well as enable themselves to become better employees and achieve a better balance between their work and home lives. Managers with greater emotional intelligence are more likely to help everyone move forward versus those who are constantly reacting.
As part of your course to earn your online Master of Arts in Leadership degree through Ottawa University, you’ll examine the role emotional intelligence plays in successful leadership. You’ll also learn how to use classic and modern theories of effective management, as well as how to develop your own emotional intelligence.
Empathy
Empathy is at the heart of listening, avoiding labelling, truthfully responding, being present for others, appropriately expressing anger, inviting self-disclosure, and above all sharing one another’s feelings.
Empathetic leaders are good at going one on one with people to build personal relationships that in turn tie directly to organisational performance; they’re great communicators who are forthcoming with information regarding organisational achievements and failures so their teams ‘own’ them.
Empathetic leadership encourages inclusive innovation by creating an environment in which diverse voices are welcomed and encouraged, and promoting a team-oriented approach. Furthermore, it serves as an ethical compass when decisions are made by asking ‘how will this affect someone else?’ Empathetic leadership ultimately contributes to creating a legacy in which a sound ethical and sustainable practice is passed to the next generation.
