Leadership and Emotional Intelligence in Term Paper

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These leaders are aware of their emotions and the effects they have on others. Understanding one's emotions is the starting point for an effective self-management and management of others. In addition to this, an effective leader should be aware of its limitations, its strengths, and its capabilities. These competencies are in strong correlation with social competencies, which help leaders understand the behavior of their subordinates, their clients, and to better perceive relationships within the organization.

In order to effectively manage its employees, the leader must first be able to understand them. This is where EI intervenes. An effective leader should not only use its EI competence for managing people, but also for promoting EI among them and encouraging them to develop their Emotional Intelligence skills. Employees with developed EI skills develop better relationships with their colleagues, their bosses, or their subordinates, are more pleased with their jobs and the overall work environment, and a lot of misunderstandings can be avoided, which leads to avoiding a series of conflicts. The relationship with clients is also influenced by EI, as it has been proven that people with more developed EI skills are more successful than others, due to their better understanding of the clients.

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All in all, it is obvious that Emotional Intelligence has become a vital factor I the activity of leaders and their subordinates as well. Developing EI skills is important for employees, and crucial for leaders. Recent developments in the workforce have created the need for leadership to adapt to these developments, and this adaptation can only be successful by improving Emotional Intelligence competences.

Reference List

Mayer, J.D. (1999). Emotional Intelligence Information. Retrieved October 16, 2007 at http://www.unh.edu/emotional_intelligence/ei%20What%20is%20EI/ei%20definition.htm.

Emotional Intelligence (1998). Retrieved October 16, 2007 at http://www.funderstanding.com/eq.cfm.

Rock, Michael (2006). The 90% Factor EQ (Emotional Intelligence) and the New Workplace. CanadaOne online. Retrieved October 17, 2007 at http://www.canadaone.com/magazine/eq050198.html.

Childs, Roy (2004). Emotional Intelligence and Leadership. Team Technology. Retrieved October 17, 2004 at http://www.teamtechnology.co.uk/emotional-intelligence.html.

Chapman, Alan (2006). Guidelines for Best Practice. The Consortium for Research on Emotional Intelligence in Organizations. Retrieved October 17, 2007 at http://businessballs.com/eq.htm.

Goleman, Daniel (2004). An EI-Based Theory of Performance. The Consortium for Research on Emotional Intelligence in Organizations. Retrieved October 17, 2007 at http://www.eiconsortium.org/research/ei_theory_performance.htm......

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