A leader singular job is to get result. Even with all the leadership training programmers and “expert” advice, effective leadership still eludes many people and organization. In Daniel Goleman’s best seller, Working With Emotional Intelligence, he pointed out that IQ only accounts for 20% of a person success in life.
EI refers to the capacity for recognizing our own feelings and those of other, and for motivating and managing emotions in ourselves and in our relationships.
Anyone can be angry – that’s easy.
But to be angry
- with the right person,
- to the right degree,
- at the right time,
- for the right purpose, and
- in the right way.
That’s not easy
It’s human to feel anxious, frustrated, worried, and even angry at times. When people experience negative emotional, they are not as likely to make the best choice. No matter where you are, there are always some people who are difficult to get on with. Difficult people have the potential to take up an enormous amount of our time and energy.
Studies have demonstrated that leader who consistently outperform their peers not only have the technical skills required, but more importantly, have mastered most of the aspect of EI. Goleman in his landmark article in Harvard Business Review titled What Makes A Leader? states the 5 component of EI at work, that is:
2. Self-regulation (or management)
4. Empathy (Social awareness)
5. Social Skills (Relationship Management)
The 6 distinct Leadership styles that Goleman outlined in his article, Leadership That Gets Result (Harvard Business Review, March/April 200 issue), springs from different components of EI:
1. Commanding leaders demand immediate compliance
2. Visionary leaders mobilise people towards a vision.
3. Participative leaders create emotional bonds and harmony.
4. Democratic leaders build consensus through participation.
5. Pace-setting leaders expect excellence and self-direction.
6. Coaching leaders develop people for the future.
Organizations need leader to visualise the future, motivate and inspire employees and adapt to changing needs. If the leader is able to manage emotions, both his and those of the people he is trying to work with, he can make a better decisions about what to do or not to do when facing various managerial challenges. A leader need to continually develop his EI skills. Leader who demonstrate these skills are able to think clearly about how they can work within the changes.
Professor Sattar Bawany
Head of Transition Coaching Practice At DBM Asia Pacific
The Star, Wednesday
05 April 2011