EMOTIONAL INTELLIGENCE IN
LEADERSHIP
AMBA Class Presentation
Eric Allen, Kristy Blevins, Bob Hebner, Lannette Hixson,
Heath Strasser, Amy Taylor
DILBERT(1)
AGENDA

Introduction

History of EI

Strengths and Weaknesses

EI Implementation within leadership styles

Application of EI

Conclusion
EMOTIONAL INTELLIGENCE IS…


A leaders ability to

Continuously monitor their own emotions

Continuously monitor others emotions

Encourage positive change in the organization
With the sole purpose to

Enhance Business Performance(8)
TWO CATEGORIES OF EI COMPETENCY(8)
1.
2.
Personal Competency

Self Awareness

Self Management
Social Competency and Social Awareness

Social Awareness

Social Skills
FOUR KEY EI COMPONENTS(25)
1.
Perceiving Emotions



2.
Identify feelings(8)
Expressing emotions accurately(8)
Discriminating between accurate & inaccurate feelings(8)
Using Emotions




Redirecting attention to important issues(8)
Generating emotions that facilitate decision making(8)
Using mood changes to consider multiple points of view(8)
Using different emotions to encourage various approaches
to problem solving(8)
FOUR KEY EI COMPONENTS(25)
3.
Understanding Emotions



4.
Comprehend complex emotions(8)
Causes of complex emotions(8)
Transitions from one emotion to another(8)
Managing Emotions



Being aware of one’s positive as well as negative
emotions(8)
Solve emotionally driven problems(8)
Reflectively monitor emotions(8)
EMOTIONAL
INTELLIGENCE
Historical Perspective
Emotional
Intelligence
Heart-based Leadership
Cognitive
Intelligence
Mind-based Leadership
Ancient Historical Perspective
•
•
Within the context of creating a balance between heart-based leadership
(Emotional Intelligence) and mind-based leadership (Cognitive
Intelligence) most of major religions’ texts and teachings attempt to
address the subject of these two ways of leading and thinking.
Although beyond the scope of this work, and proposed herein as a
backdrop to a historical perspective, religious texts and teachings may
merit further investigation in the study of Emotional Intelligence.
1000 BCE
•Hinduism
•Judaism
2000 BCE
•Buddhism
•Taoism
•Confucisism
100 CE
•Christianity
•Shinto
600 BCE
600 CE
“The first and most famous
incident of his cleverness as a
judge was when two women
came to his court with a baby
whom both women claimed
as their own.” – S.
Schoenberg (24)
The Bhagavad-Gita’s primary
theme is based on a paralyzing
heart-based vs. mind-based
dilemma faced by one of the
Hinduism most illustrious
leaders Arjuna..
Arjuna (2)
•Islam
King Solomon’s Temple (31)
Early Modern Historical Perspective
1920’s
• Article by E.L. Thorndike
• Columbia University psychologist
coins the term “social
intelligence”
“Social intelligence shows itself abundantly
in the nursery, on the playground,
in barracks and factories and salesrooms,
but it eludes the formal standardized
conditions of the testing laboratory.” (13)
Recent Historical Perspective
1990’s Begins an Explosion of
Research into EI
• 1990 Salovey & Mayer
• Begins to Define Emotional Intelligence(25)
• “ability to monitor their own and others feelings and
emotions…” (25)
• 1995, 2001, 05, 06 D. Goleman
• Starts Emotional Intelligence Explosion(13)
(25)
(8)
(21) (13)
(10)
(13)
(25)
2000 BCE
1000 BCE
600 BCE 100 CE
1900
(29)
(27)
1995
(7)
(9)
(18)
(20)
(28)
(33)
(30)
(17)
(22)
EMOTIONAL
INTELLIGENCE
STRENGHTS & WEAKNESSES
STRENGTHS OF
LEADERS WHO ARE EMOTIONAL
INTELLIGENT(21)

Empathy and sensitivity to people’s feelings.

Self-aware and able to control their impatience or
anger so they do not short-circuit conversations.

Ability to react well to change and are good at building
relationships.
STRENGTHS OF EMOTIONAL INTELLIGENT
LEADERS
(21)
Benefits of Emotional
Intelligent Leaders
•
•
•
•
•
Participative
Management
Putting people at ease
Self-Awareness
Straightforwardness
and composure
Building and mending
relationships
Benefits to organization
•
•
•
•
Easy flow of
communication
Creates a low stress
work environment
Having everyone on the
same page. Working
toward the same goal
Able to react quickly to
unforeseen problems
and find solutions
quickly
WEAKNESSES(21)
Leaders who lack emotional intelligence

Tend to have difficulty in building relationships.

Typically poor communicators, and not able to
handle adversity or change.

Tend to not be self-aware: little control over their
composure and unaware how their reactions
effect other members of the team.
WEAKNESSES OF NON EMOTIONAL
INTELLIGENT LEADERS(21)
Detriments to
organization
Detriments to individual
•
•
•
•
Not self aware
Have problems
communicating with
team members
Not good at developing
relationships
Have trouble controlling
emotions and are seen
as impulsive, and not
being able to withstand
adverse events
•
•
•
•
•
Creates stressful work
environment
Disconnect with
employees
Lack of communication,
no clear direction
Seen as incompetent by
other employees
Have trouble adapting
to change and handling
adverse events
STRENGTHS & WEAKNESS SUMMARY(13)


Leadership abilities vary according to rater
perspective and level of emotional intelligence. In
general, co-workers seem to appreciate a manager’s
ability to control their impulses and anger, to
withstand adverse events and stressful situations, to
be happy with life, and to be a cooperative member of
the group. These leaders are seen as participative,
self-aware, composed, and balanced.
As Mr. Goleman wrote in a Harvard Business review
1998, “ it’s not that IQ and technical skills are
irrelevant. They do matter, but mainly as threshold
capabilities, that is they are entry level requirements
for executive positions. My research along with other
studies, clearly show that emotional intelligence is
the sine qua non of leadership.”
EMOTIONAL
INTELLIGENCE
IMPLEMENTATION WITHIN
LEADERSHIP STYLES
oCharismatic
oSituational
oServant
oStrategic
CHARISMATIC LEADERSHIP
Definitions
•A leader who inspires his or her followers through
personal magnetism and highly developed
communication skills(14)
•Weber (1946) claimed that “in charismatic relations
people no longer obey customs or laws, instead, the
followers submit to the imperious demands of a heroic
figure, whose orders are legitimated not by logic, nor
by the hero’s place in ascribed hierarchy, but solely by
the personal ‘power to command’ of the charismatic
leader” (29)
TYPES OF CHARISMATIC LEADERS(29)
Social Awareness




Use power to serve others
Align their vision with the followers’ needs and aspirations,
Maintain open two-way communication
Rely on moral standards
Personal Competencies




Use power for personal gain only
Promote their own personal vision
Maintain one-way communication
Rely on convenient external moral standards to satisfy selfinterests
EXAMPLES
Socialized(23)
Socialized(11)
Personalized(15)
Personalized(16)
SITUATIONAL LEADERSHIP(26)
 Leadership
traits and behaviors
evolve as the organizational climate
changes.
 Types
of Situation Leadership
•
Goal/Path Theory
•
Situational Leadership Model
SITUATIONAL LEADERSHIP THEORY(26)
•The theory proposes that the
optimal style of supervision
changes as the level of follower
maturity increases
•As the leader determines
‘followers’ maturity, they then
have to decide the appropriate
style of leadership for that given
follower and/or situation.
EMOTIONAL INTELLIGENCE IN
CHARISMATIC AND SITUATIONAL
LEADERSHIP

Charismatic leaders are regarded as the most emotional(29)

Some even compare these relations to romantic love(29)


The impact of an emotionally intelligent leader will filter
around to all those they lead through the leaders’
charisma(28)
Most all of the contemporary theories of leadership (i.e.,
situational and charismatic), due to their ‘interpersonal
connection’ with their followers, are affected by the level of
emotional intelligence of the leader(10)
SERVANT LEADERSHIP(27)



Servant leadership is a philosophy and practice
defined by Robert Greenleaf.
Servant leaders devote themselves to serving the
needs of others first in order to achieve results within
the organization.
Winston and Hartsfield (2004) propose that
similarities exist between the concepts of emotional
intelligence and servant leadership.
SERVANT LEADERSHIP(27)

Greenleaf (1977) proposes servant leaders bring
inspiration, reflection, empathy, foresight, and
relational aptitude to their service- all which
involve emotional intelligence within the leaders.
SERVANT LEADERSHIP(27)


There are three variables in servant leadershipservice, empowerment and visioning.
“Understanding and relating to others is vital in
taking followers’ thoughts and feelings into
account as part of serving them and including
them in the visioning process and empowering
them.”
SERVANT LEADERSHIP(17)



“A leader’s emotional intelligence can have an
impact on the follower’s perception of servant
leadership behaviors.”
Emotional intelligence can help leaders more
accurately perceive reality through
understanding and relating to the emotions of
others.
Servant leaders must have a sense of empathy to
understand others’ needs and emotions in order
to “appreciate the circumstances that others
face.”
STRATEGIC LEADERSHIP(7)


Strategic leadership is the ability to anticipate,
prepare, and get positioned for the future.
A primary goal of a strategic leader is to gain a
better understanding of business conditions, the
environment, new trends, and situations that
may arise.
STRATEGIC LEADERSHIP(22)


A leader must be "tuned in" to the signals that
provide insight about the needs and wants of
team members, management, suppliers, and
customers.
These leadership attributes all incorporate
emotional intelligence.
STRATEGIC LEADERSHIP(30)



A leader must be able to relate to and understand
customers and competitors in order to gain a
competitive advantage.
Resistance to change is generally an emotional
reaction.
Leaders that have high emotional intelligence are
more likely to gain a competitive advantage.
NOW WHAT?
APPLICATION OF EMOTIONAL
INTELLIGENCE
“Bad decisions are not rooted in flawed logic,
deficient math skills, a poor understanding of
business trends, or any of the other usual
suspects. Bad decisions result in EMOTIONAL
IGNORANCE.” – Tasler & Su(33)
EMOTIONAL IGNORANCE IS CURABLE! (33)


Because EI seems so touchy-feely, most
managers steer clear of the subject
Build your EI one Attribute at a time:
Awareness
 Practices
 Reinforcement

APPLICATION OF EI
Accomplishments Flower Garden(20)
1. Think of 2 to 3 Accomplishments
2. Label Roots with Values that lead
to the Accomplishment
•Was it difficult to come up with the accomplishment?
•What did you learn about your values & accomplishments
•Did you notice any consistent values & accomplishments
•What values & characteristics are you proud of?
•How will these help you in future accomplishments?
PERSONAL COMPETENCIES(9)
Understand your emotions as they happen


Take note of what you are feeling as situations unfold,
being aware of your natural reactions will help you better
understand how you base your decisions.
Just because you may cover up your emotions, doesn’t
mean they disappear!
Step away from the emotional situation

Be aware of situations as they happen, acknowledge the
time for you to take a step back and analyze the situation
before you emotionally react.
Prepare yourself for feelings of uncertainty

Each day we make decisions with uncertain outcomes. This tends
to make us very uncomfortable. One of the hardest things for
most of us is to accept the fact that we cannot control the
outcomes or each decision, BUT we can control our own
REACTION to it!
ORGANIZATIONAL/SOCIAL
COMPETENCIES(9)
Build trusting relationships

“Unless
we deepen and expand trust actively in our work
relationships and organizations, we shall suffer from lack of
genuine community” within our teams.
Encourage open discussion and brainstorming time.

“Emotionally bankrupt communication devalues all of us.”
Creating the future

Develop a skill which allows you to see each strength and
various views so that you are able to create a cohesive team.
This skill allows a team to solve problems, make strategic
decisions and work with a competitive advantage.
“SELF AWARENESS IS THE FOUNDATION TO
EI” – S.JOHNSTON
(18)
What is your level of EI?
 Are you aware of your how your feelings affect
others?
 Are you able to detect how others are feeling, even if
it is not verbalized?
 Are you sensitive to others needs?
 How does stress affect you, are you able to work
well?
 Can you stay focused on long term goals, even when
you are angry, upset, or disappointed?
 Are you able to express your feelings without being
disruptive to team environments?
15
14
13
12
11
10
9
8
Perspectiv
e
7
Concern
6
5
4
3
2
1
0
1
2
3
4
5
Chart on a scale of 0-5 with 5 being the highest rating
of concern and perspective. 15 classmates participated
in test.
6
Test from 15 of the 26 students in the ETSU AMBA Class of ‘09-’10
AMBA COHORT
EI LEVELS
Conclusion
Empathy
Manage your own emotions
Observing other emotions
Talent to generate emotions that facilitate
decision making
Inspiring
Open to cultivating relationships
Not inherent traits, but learned skill
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