The capacity to comprehend and control one’s personal emotions, and also the
capacity to perceive and affect the emotions of others around a person, is what is
meant by the term "emotional intelligence." In the year 1990, academics John
Mayer and Peter Salovey were the ones who initially came up with the word, but
psychologist Daniel Goleman is the one who brought it to widespread use.
The term "emotional intelligence" (EI) was first conceived of by Mayer and
Salovey in the year 1990. Shortly afterwards, it was popularized by Goleman's
(1995) book. The definition of emotional intelligence that Salovey and Mayer
started with in 1990 described it as a set of four mental talents, including the
evaluation and emotional expression, use of emotion to assist cognition, the
capacity to comprehend emotion, and the ability to manage emotion. All of these
abilities were considered to be components of emotional intelligence. Goleman
(1995) broadened the definition of emotional intelligence by suggesting five
categories of emotional intelligence. These domains include understanding one's
own emotions, regulating ones personal emotions, motivating oneself, identifying
emotions in others, and appropriately handling relationships. In 1998, after a few
years had passed, Goleman divided these five categories into a total of twentyfive emotional abilities. Since that time, the construct has been both lauded
(Daus, 2006) and questioned (Locke, 2005), in part due to the extensive variety
of conceptualizations that have been used to describe it. As a result, there is a
need for emotional intelligence to be characterized even further. Mayer, Salovey,
and Caruso (2000) restructured the definition and ideas of emotional intelligence
after it had been subjected to a large variety of definitions and after additional
research had been gathered. As part of this revision, the authors differentiated
ability-based emotional intelligence from trait-based (mixed) emotional
intelligence in a more formal manner.
EMOTIONAL INTELLIGENCE FOUR COMPONENTS
In most cases, emotional intelligence may be split down into the following four
main competencies:
1. Relationship management
2. Self-management
3. Self-awareness
4. Social awareness
It is essential to have a comprehensive understanding of what each component
comprises in order to develop your emotional intelligence. A deeper look at each
of the four categories is as follows:
Relationship Management
The capacity to influence, educate, and mentor others, as well as the skill to
successfully handle disagreement, are all aspects of relationship management.
Although there are those who would rather avoid confrontation, it is essential to
deal with problems in the appropriate manner when they arise. According to
research, every argument that is not resolved may waste about eight hours of
business time in gossip and other useless activities, which can be detrimental to
both resources and morale.
."
2. Self-Management
Self-management is the capacity to control one's emotions, especially in highpressure circumstances, and to have a positive view while experiencing failures
or other adverse events. Those in leadership roles who struggle with selfmanagement are more likely to react to situations and have a more difficult time
reining in their impulses. The tendency of a response is for it to be automatic.
Self-Awareness
Self-awareness is the foundation of all other aspects of life. This skill not only
defines overall awareness of the strong and weak points, but also the awareness
of personal feelings and the impact those feelings have on personal performance
as well as the performance of the team. Tasha Eurich, an organizational
psychologist, conducted study in which she found that 95 percent of individuals
believe they are self-aware, but only 10 to 15 percent truly are.
Social Awareness
One need to be able to comprehend and control his own feelings, but also also
need to be able to read people and situations around. The capacity to
understand the feelings of other people and to comprehend the dynamics at work
inside the business is referred to as social awareness. Empathy is a skill that is
essential for leaders who excel in social awareness. They make an effort to
comprehend the thoughts, sentiments, and points of view held by their
contemporaries, which helps them to interact and work more efficiently with their
peers.
The ecosystem of social networking sites seen online has a few distinguishing qualities.
Different kinds of connections: many of the relationships that may be formed via online social
networking platforms do not need any kind of personal contact. For instance, following someone on
Twitter, contributing to discussions on LinkedIn groups, and "liking" something on Facebook.
Different platforms
Users are registered on a variety of online platforms, and despite the fact that they have relationships
with one another in the physical world, they do not connect with one another on networking platforms.
According to Belanger and Watson-Manheim (2006), there are too many different types of
communication technology now available, which causes members of the team to feel overwhelmed.
Technical skills:
According to the research of Kaplan-Leiserson (2005), some academics believe that a virtual
environment appeals to a younger generation of workers not only due to the freedom and
independence it offers, but also due to the fact that it complements the technical skills that they already
possess.
Connection between executives and lower level workers:
some industry experts believe that social networking platforms are being used to give assistance and
feedback that employees used to obtain from their managers, as well as to send information from the
executive suite down to lower level employees who frequently operate in different time zones and
diverse locations (Birkinshaw, 2011).
Virality
It is possible to reach a much wider audience in a very short amount of time thanks to online
networking, which enables many people from various communities to share information quickly and
easily. According to Korzynski (2012), this allows leaders to promote their online brand more quickly
than they promote their real-world brands.
Human interaction:
Although online social networks are excellent at handling complicated information or undertakings, the
reality is that they are often inadequate when it comes to facilitating interpersonal communication and
relationships ( Jarvenpaa and Tanriverdi, 2003)
NECESSITY OF EMOTIONAL INTELLIGENCE FOR
LEADERS
The leaders of an organization are responsible for establishing its culture. It is
possible that their lack of emotional intelligence will have more far-reaching
implications, leading to a lower level of employee engagement and a greater
turnover rate. Employee performance is directly influenced by the atmosphere
and culture of the workplace. There are six traits that are shared by productive
work environments, and they are as follows:


The employees are aware of the expectations that have been set for them by
their superiors as well as the ways in which they contribute to the overall
objectives.
The objectives that employees are working toward are difficult, but not
insurmountable.




The firm is open to fresh suggestions.
People are given the authority to do their task while also being held responsible
for it.
Leaders are those who acknowledge excellent achievement and demonstrate to
their followers how they might become better.
People feel a sense of pride in their ability to contribute to the team and strive
toward a shared goal.
Emotional Intelligence and Leadership
In recent years, there has been a surge in interest in the fields of studying leadership
and emotional intelligence. Since then, authors have penned books on emotional
intelligence and leadership specifically for professionals who are interested in
advancing their professions. A topic as ancient as time, "What makes someone a great
leader?" has been on everyone's mind for many years. There are a number of
responses that spring to mind, such as bravery, strength, and fearlessness. Even if all
of these responses have a chance of being correct, the correlation between emotional
intelligence and leadership could be the most accurate forecast. The Center for
Creative Leadership identifies the following 10 attributes as those that are always
present in outstanding leaders:
Integrity
The Ability To Delegate
Communication
Self-Awareness
Gratitude
Learning Agility
Empathy
Courage
Respect
Figure 1, https://www.venteurmag.com/articles/the-relationship-between-emotional-intelligence-and-leadership
Emotional Intelligence and Leadership in
Action
The degree to which a leader is able to exert influence on the prevailing emotional
atmosphere is directly related to their level of emotional intelligence. Leaders that
foster constructive work environments boost both the cohesiveness and morale of
their teams. According to the findings of several studies, businesses benefit from
having workers that are both devoted and interested in their job. A leader who is
emotionally intelligent is better able to assess how the people of their team are feeling
and can thus take the required steps to ensure that the workplace is always calm.
According to the findings of the research titled "CEO Genome," one of the four traits
that high-performing CEOs exhibit is a firmness in decision-making. Emotionally
intelligent leaders are significantly firmer in their decision-making. In the world of
business, it's best to make a choice, even if it's the incorrect one. Successful leaders
don't shy away from admitting when they're wrong, but instead use the opportunity to
grow from their experiences.
This is partly attributable to the fact that they have a greater degree of self-awareness,
which is an essential component of the connection between emotional intelligence and
leadership. A self-aware leader recognizes the fact that they will not always be
correct, but they do not fixate on their mistakes. Leaders are expected to constantly be
ready and eager to adjust their strategies in response to the dynamic nature of the
modern workplace. That calls for developing the skills necessary to respond
appropriately in circumstances that aren't outlined in the playbook. A research
conducted by Harvard Business School found that adaptive CEOs had a 6.7 times
greater chance of becoming successful.
Social Networks
The importance of social networks extends to every sphere of modern life. It is said in
every book on emotional intelligence that persons who are emotionally intelligent are
excellent at social networking and possess other talents relevant to this area.
If a person feels uncomfortable in social situations, this is an essential skill to improve
on. Networking in social settings is an essential component of both emotional
intelligence and effective leadership.
Taking the time to watch oneself in social situations is an effective way to develop
one's social abilities. When holding talks, it is important to keep making eye contact
with the other person. Maintain a disposition that is receptive to conversing with
people and attentive to what they have to say. Pay heed to what your body is saying.
Make sure you don't give off the vibe that you're uninterested by making a "resting
bitch face" or tapping your foot impatiently. It will be easier to navigate through
social encounters if you keep in mind how other people view things.
Online social networking platforms create new working environment and provide the ability to share
knowledge, maintain discussions, present opinions and collect information. It has created new
leadership possibilities that can be supportive in today’s working environment, although they cannot
replace the face-to-face contact. It is believed that, due to the technological change, all managers will
work in an online working environment within a few years and the role of manager will evolve from the
traditional leader to a leading interweaver who coordinates and facilitates the collaboration in a variety
of networks (Miller, 2005).
Online social networking platforms are more useful for participative and consultative leadership style on
than for directive leadership style. The development of a working environment can be compared to the
change of situation in the situational leadership theory. Hence, it is important to understand which
leadership style is more appropriate for online social networking.
In accordance to our hypothesis, the studies shows that having more people from the same organization
in leader’s connections is associated with less activity on the platform. It may change in the future if the
leaders start to use online social networks more internally.
Due to the fact that online settings do not allow for the use of nonverbal communication, this seems to
be of utmost significance. When attempting to identify some of the practical implications that can be
drawn from the findings of the study, it would appear that the next generation of leaders should pay a
greater amount of attention to online social networking platforms in order to be more effective in the
new working environment. It would be beneficial for leaders to use more participatory and consultative
leadership styles rather than the directive style that is prevalent on the platform in order to improve the
usefulness of online social networks as a tool for leading. This would help to improve the effectiveness
of the tool. In order to cultivate an authentic leadership style, leaders should experiment with a variety
of different networking platforms and engage in a wide variety of activities.
hat role do online social networks play in the formation of leaders, and how important is their role?
How can a participatory leadership style be improved via the usage of online social networks?
Younger generations of leaders, particularly those working for major multinational corporations, are
more likely to see the value of online social networks as a tool that may assist in leadership.
The value of online networking for genuine leaders is directly proportional to the amount of time they
spend engaging in activities online.
Reference list
Our study shows that coaching and collaborating online is more useful for building trust, encouraging
subordinates to use online social networks, exchanging ideas and engaging in online teamwork, than
just for monitoring or telling subordinates what to do. Third, in accordance to our hypothesis, the study
shows that having more people from the same organization in leader’s connections is associated with
less activity on the platform. It may change in the future if the leaders start to use online social networks
more internally. Furthermore, we noticed that a higher number of social networking platforms was
associated with a higher number of online operations. Fourth, our study does not prove that age is a
significant predictor of the usefulness of a social network as a tool supporting authentic leadership. Even
though many experts have argued that a virtual environment attracts a younger generation of 989
Online social networks workers because of the freedom and independence it provides, as well as its
complementary fit with their technical skills (Kaplan-Leiserson, 2005). Furthermore, as expected, the
study indicates that online social networks are more useful for leaders working in large companies as a
tool to support leadership. Some experts claim that social networking platforms are being used to
provide the support and input that employees used to get from their managers and convey information
from the executive suite down to the lower level employees who often work in different time zones and
various locations (Birkinshaw, 2011). As it is typical for large-sized businesses, the usefulness of social
networking platforms should also be higher in large organizations compared to the small ones. Finally, it
turned out that the usefulness of social networks supporting leadership depends on the number of
activities and the number of platforms. As Kotter (1990) suggested, effective managers spend most of
their time interacting with others, so it is quite obvious that a greater number of activities that a leader
undertakes on various networking platforms to interact with others is a key driver of network’s
usefulness. Through various activities and interactions, effective leaders are able to help foster
relationship building and general team building (Kayworth and Leidner, 2001). This seems to be very
important in online environments, because of the inability to use nonverbal communication. In
identifying some of the practical implications from the study findings, it would appear that the next
generation of leaders should pay increased attention to online social networking platforms to be more
effective in the new working environment. To improve the usefulness of online social networks as a tool
for leading, it would be beneficial for leaders to use more participative and consultative leadership styles
rather than the directive style on the platform. Concerning authentic leadership, leaders should try out a
range of networking platforms and undertake a range of activities