When leaders possess sufficient emotional qualities, there is naturally an interpersonal attunement that facilitates teamwork.
Workers at the orders of leaders more emotionally intelligent are more productive and have better health than those with “mediocre” leaders who, in addition to work -related stress can increase the risk of employees suffering from hypertension or heart attack.
The good leader must not lose touch with the emotional currents that move the teams. Thus he will be able to detect the influence of his decisions and capture the feelings expressed and articulate them for the benefit of the team.
A leader of this type must exercise leadership should seek to get the most out of the emotional capacities of the different individuals that make up a particular team, to establish a proper interrelation.
The emotional intelligence is not innate. It is true that one may have some predisposition to demonstrate some of these capacities but, without a doubt, the strengths of resonant leadership are acquired. No leader, no matter how outstanding, is strong in all the competencies that make up the core areas of emotional intelligence. If you want to be a leader capable of fully developing all of these skills, there are five key elements that you must acquire or enhance.
Have an in-depth understanding of our emotions, strengths, weaknesses, needs and impulses. People with strong self-consciousness are not too critical nor do they have unrealistic hopes. Rather, they are honest with themselves and with others.
Those with a high degree of self-awareness recognize how their feelings affect themselves, others, and work performance. Thus, a shy person who knows that the deadlines awaken the worst of himself, he plans his time carefully and does his work beforehand. Also, you will be able to work together with a demanding client. You will understand the impact of this on your temperament and the important reasons for your frustrations. Such a person will know that “the trivial demands of the client separate us from the actual work that must be carried out.” He will go one step further and shift his fury towards something more constructive.
Self-awareness extends to each person’s understanding of their values and goals. A highly self-aware person knows where he is headed and why, and is, therefore, able to be firm in declining a tempting job offer in the financial aspect that is not in line with his long-term goals and principles. How can one recognize self-consciousness?
First, it is presented as an unwillingness and ability to evaluate yourself realistically. People with high self-awareness are able to talk openly and accurately about their emotions and the impact they have on their work.
The biological impulses of self-regulation drive our emotions. We can not leave them aside, but we can do much to manage them. Self-regulation, which is like a constant internal conversation, is the component of emotional intelligence that frees us from being prisoners of our feelings. Those who are committed to this conversation feel moody and emotional impulses, but find a way to control and channel them in a useful way.
An executive who possesses the gift of self-regulation, faced with the failure of his team in a presentation to the board of directors of the company, does not react with anger and frustration. On the contrary, it is able to face the situation successfully.
A leader with this quality would carefully choose his words, recognize the group’s poor performance, but without making any rash judgments. Then he would reflect on the reasons for failure. Then he would call the whole team, expose the consequences of the incident and present his feelings in the face of the event, ending everything by giving an analysis of the problem and a convenient solution.
Those who have the potential to be leaders are motivated by a deep-seated desire to achieve, by the very fact of making them. If you are looking for leaders, how can you distinguish those who are motivated by the drive for achievement and those who are motivated by external rewards? The first sign is a passion for work itself: these people are looking for creative challenges, they love to learn, and they pride themselves on the job well done. They also display tireless energy to make things better.
People with this kind of energy often seem impatient with the status quo. They are very persistent with questions about why things are done one way and not the other; And are eager to explore new approaches in their work. This story illustrates two other characteristic qualities of achievement-oriented people.
They always want to increase their level of performance and always want to have records of that level. During performance evaluations, individuals with high motivation often ask their superiors to demand more. Of course, an employee who combines self-awareness with internal motivation will recognize its limits, but it will not do so for goals that are too easy to meet.
Of all the dimensions of emotional intelligence, empathy is the easiest to recognize. But when it comes to business, it is rarely heard that people are praised or rewarded for their insight. The word itself seems remote from the life of business and out of place amid the harsh realities of the market. But empathy has nothing to do with that “I’m fine, you’re fine” style sentimentality.
For a leader, empathy does not mean adopting the emotions of others as their own and trying to please everyone. This would be a nightmare and would make the action impossible. On the contrary, empathy means considering the feelings of employees, along with other factors, in the process of making smart decisions.
5. Social Skills
Social skills are not as simple as they seem. It’s not just a matter of being friendly, even though people with high levels of social skills are rarely. On the contrary, social skill is friendship with a purpose: to lead people to the direction they want, be it an agreement for a new marketing strategy or enthusiasm for a new product.
People with social skills tend to have a wide circle of acquaintances and have a knack for arousing sympathy. This means that they work on the assumption that nothing significant can be done alone. These people have a public network ready to be activated when needed.
Sometimes social ability manifests itself in ways different from that of the other components of emotional intelligence. For example, it can sometimes be thought that people with social skills do nothing in their work. They seem rather be chatting in the corridors with colleagues, rather than being connected with their real jobs.
These people think that it makes no sense to arbitrarily limit the scope of their relationships. They have extensive ties because they know that in these times they may need the help of people who begin to understand.