INTRODUCTION TO THE EBOOK
Emotional intelligence in Leaders (EI) is a crucial skill for effective leadership. Leaders with high EI are better able to connect with their employees, build trust, and create a positive work environment.
According to a study by TalentSmart, people with high EI make, on average, $29,000 more per year than people with low EI, and they are 58% more likely to succeed in their job (Bradberry & Greaves, 2009).
Emotional Intelligence in Leaders refers to an ability to
- Monitor your own emotions
- Be perceptive of others’ emotions
- Differentiate between different emotions and differentiate between which emotions are yours and which are others’
- Use emotional information to guide your actions in situations
According to Daniel Goleman, the pioneer of emotional intelligence, EI has 5 elements
- Self-awareness: Emotionally intelligent people are always in touch with their emotional selves and are keenly aware of their emotional state.
- Self-regulation: Emotionally intelligent individuals are skilled at regulating emotional responses and curbing impulses.
- Internal motivation: EI leads to high internal motivation, making emotionally intelligent individuals more consistent in their motivation over time.
- Empathy: Awareness of other people’s emotional states and the ability to feel compassion for others’ emotional situations is also a sign of high EI.
- Social skills: In an emotionally intelligent person, social skills are described as “friendliness with a purpose,” according to Goleman. Thus, EI leads to healthy, respectful relationships that positively impact personal and organizational growth.
EI positively impacts relationships with others in all domains of life, including the professional realm.
According to Harvard Business Review, 90% of what sets high performance apart can be attributed to EI. It is no surprise, then, that emotionally intelligent leaders are generally more effective than those who are not.
Additionally, desirable leadership styles today are shifting to include attributes such as authenticity, inclusion, and respect (Adams, et al., 2019).
EI in leaders also keeps organizations afloat through times of change, stress, and transformation, as seen in a Lee Hecht Harrison Penna survey of over 500 employees.
The respondents reported that emotional intelligence is the most crucial factor in managers when leading teams through change, addressing personal employee issues, giving feedback, and finding new talent.
However, despite the apparent benefits of EI in leadership, only 22% of leaders today possess high emotional intelligence (Korn Ferry). This is of great detriment to businesses, which then get forced into cycles of underperformance due to gaps in leadership.
Thus, businesses and leaders must strive to develop and cultivate emotional intelligence for better professional and personal outcomes.
This e-book on, “8 Steps on How to Develop Emotional Intelligence in Leaders,” will teach leaders the essentials of emotional intelligence for more effective and impactful leadership.