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Emotional intelligence and leadership

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  1. Introduction.
  2. Emotional intelligence and leadership importance in the workplace.
  3. Emotional intelligence and leadership effectiveness.
  4. Emotional intelligence training.
  5. Conclusion.
  6. Bibliography.

For a very long time, in common sense, the only intelligence was measured by the intelligence quotient. Indeed, in each company, intellectual intelligence took precedence over the other kinds of intelligence. People who showed their emotions were seen as weak persons. This period is completed. A concept is emerging for a few years, the one of emotional intelligence as factor of leader's success. Indeed, many researchers worked about emotional intelligence and its role on individual's behaviour. Effective, flexible, ethical? What competences must have a leader? What is emotional intelligence? What is the link with leadership? So many questions will be explained in this report. After an explanation about what emotional intelligence is and the importance of leadership in the workplace, the link between these two concepts will be studied. The last part of the report will focus on emotional intelligence and trainings.

[...] We can read in the article emotional intelligence and leadership of Roy Child that ?today's workforce does not accept the autocratic style often adopted by leaders following historical models of leadership?. Employees need something else; leaders have to make efforts. This text explains that people's way of work has changed. They now have more options and choices?. This is due to the evolution of leaders' policy, that is to say more autonomy and democracy in the workplace. It remains to be seen whether leaders can improve their emotional intelligence. [...]

[...] George (2000) emotional intelligence includes 4 dimensions: Emotions' expression and evaluation ; Emotion's uses can help cognitive process understanding one's emotions; management of emotions. Emotional intelligence is opposed to Descartes rationalist intelligence, who worked about the development of intellectual abilities measured by the Intellectual Quotient (IQ). According to Goleman, EI is more important than IQ for effective performance in the workplace. Indeed, IQ seems to be relevant to determine what job can hold a person in a given field. This author adds that EI abilities, rather than IQ will better determine those who will be most capable in top positions?. [...]

[...] The text examining the relation between leadership and emotional intelligence displays the fact that testing emotional intelligence in the workplace is very useful in order to ?predict who will be an effective leader, who will manage a productive group and who will be satisfied in their own job?. It seems to be a relevant indicator that companies want to use as good as possible. Conclusion The decisions and actions of management in organisations have an increasing impact on individuals, others companies and the community. [...]

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