Four Characteristics of an Emotionally Intelligent Leader
Written by: Ron Holloway
The value of Emotional Intelligence (EI), or “the ability to identify and manage your own emotions and the emotions of others,” is increasingly being used as a cognitive leadership tool to enhance the effectiveness of communication in the public and private sectors. In our recent webinar, Emotional Intelligence, The Use of Emotional Intelligence for Effective Relationships, we defined EI and described ways it impacts our daily lives. Let’s take a closer look at four of the characteristics that are common among emotionally intelligent leaders and explore steps we can take to improve our own EI as leaders:
1. Self-awareness
Nonverbal communication is extremely important. Have you ever been cut off or interrupted? You’d be surprised at how your posture, eye contact, and personal space affect the way you are perceived. Sitting up straight or standing while you’re talking to someone and making direct eye contact ensures that the person you are speaking to stays engaged. These simple strategies go a long way toward commanding respect with in-person interactions.
2. Self-management
Have you ever let your emotions get the best of you at work? Do others see you in a closed-off posture, with folded arms, or even crying? Take a deep breath and think about what triggered your emotional response. Write it down. Once you become aware of your triggers, you’ll be able to recognize when situations occur that make you take a step back and reflect before approaching the situation with emotional clarity.
3. Social Awareness
When involved in a disagreement, instead of immediately voicing your point-of-view, ask the other person follow-up questions such as: “Can you tell me how you came up with this solution?”, “What other options were explored?”, or “What is the source of the data?” Posing thoughtful questions will help you communicate more effectively. After you gain an understanding of the other person’s perspective, you can confidently voice your opinions using phrases such as, “Let me share with you…” or “You have a valid point, and…”
4. Relationship Management
How do you tell a coworker or employee that their performance is sub-par? The concern isn’t whether or not to give feedback, but when and how it is given. If the person is your employee, the feedback may be delivered during a performance evaluation. However, you should not start these conversations off by saying, “Here are issues I have with your performance” as if that’s the only reason for your discussion. Rather, lead with a positive sentiment such as, “What are some areas you’d like to focus on improving?” Then you can serve as a coach or mentor and avoid having your feedback being perceived as a threat. Provide as much context as possible, stick to the facts, and avoid getting personal. Be sure that the person always knows why the feedback is being given.
For leaders, the pursuit of mastering emotional intelligence should never end. Having “the ability to identify and manage one’s own emotions, as well as the emotions of others” is crucial when building relationships in the workplace and beyond.
