EMOTIONAL INTELLIGENCE AND LEADERSHIP IN THE WORKPLACE

 

Anthoula Dimaki, University of West Attica

Konstantinos Marinakos, University of West Attica

 Alkistis Papaioannou, University of West Attica

Maria-Irini Vamvoukaki, University of Peloponnese

 

ABSTRACT

   In the business world, leadership is one of the most important factors for a successful course and activity. A leader should have the appropriate characteristics and appropriate skills that will allow him to exercise leadership effectively. Emotional intelligence as a concept includes a set of skills that are important to the workplace. In particular, a leader with emotional intelligence has a significant advantage, and by extension this is a benefit to the business he leads. This article is a review of business leadership and the role of emotional intelligence in the workplace. It also examines how these two concepts, leadership and emotional intelligence, are linked in the workplace and how leadership work is influenced through this relationship.

Keywords: leadership, leader, emotional intelligence, workplace, business.

 

INTRODUCTION

   In the case of organized social groups, they are often identified as successful or unsuccessful because of their leadership. Regardless of the size of an organized social group, leadership is a particularly important component that determines its character, mode of operation and degree of progress. For the business world, leadership is an important factor that determines the way employees behave and the degree to which they are exploited (Burandas, 1992). Leadership could be understood as a kind of alliance between the working group and its leader. The leader in this alliance is the person who sets the priorities in the actions that should be taken, points out the cases of processes that create problematic situations and maintains those manipulations that bring positive results (Peters & Waterman, 1992).

  The leader is the person in the business who will give perspective, set a new course and seek innovation. So as to be an effective leader, a person must have some skills and characteristics in his personality that not all people possess to the same degree. At this point it should be noted that leadership is not related to management but is a part of it. Thus, we can conclude that not every executive implies that he is also a leader, nor does leadership imply the same as the top management of an organization. When referring to the leadership of an organization, these are executives who are the leaders in their environment and are at all hierarchical levels. (Burandas, 1992, 2005).

 

 TΗΕ LEADERSHIP ΙΝ BUSINESSES AND ORGANIZATIONS 

    Leadership is a process in which the activity and behavior of a formal or informal group of people are influenced by a leader in order to willingly or voluntarily carry out the goals of the team (Vaxevanidou & Rekleitis, 2019). Specifically, Burandas (2005: 247) states:

 " Leadership is a relationship of influence between the leader and his followers, which results from the exercise of the leadership behavior of the former . "

 A leader is defined as the person who leads a group of people and in the case of the operations of a department or management, inspiring them to join him with their will and willingness. Employees in this way show that they recognize the fact that their leader deservedly holds a higher position in the hierarchy of the company (Vaxevanidou & Rekleitis, 2019). If the leader does not know something in depth and does not believe that it is important by showing perseverance, patience and supporting his opinion, then he can not convince those around him (Burandas, 2005). Leadership works to guide and motivate people in a team by creating a vision. Also, the leadership takes care of the development of the individuals, thus strengthening the total human resources of an organization. (Vaxevanidou & Rekleitis, 2019).

     The first systematic survey of the leader's attitude towards the team was conducted in the 1930s by Lippitt R. and White R. under the guidance of Lewin K. at the University of Iowa. Three main leadership styles were identified based on the way the leader makes decisions (Burandas, 1992):

  • Authoritarian: The leader makes the decisions himself and transfers them to the team for implementation.
  • Democratic: The leader , or every decision has to account to a significant extent the proposals, opinions, desires and the needs of each member of the group , or consult the group's participation in decision making.
  • Laissez-faire: The leader has a limited role and the team is the one that makes the decisions without being influenced by the leader.

 

Also of particular interest is the theory of the four leadership styles of Rensis Likert, director of the Institute for Social Research at the University of Michigan (Likert, 1961):

  • Authoritarian exploitation: Communication is hierarchically from top to bottom with the top leadership giving orders and the subordinates must execute them immediately. The leader does not show much confidence in his subordinates and the control is highly centralized. This form of leadership results in a negative business climate and low productivity.
  • Benevolent authoritarian: The leader shows authoritarian character by giving orders by demanding their immediate execution. But he is more communicative with a paternalistic character. The performance of his subordinates is closely controlled and the climate in the business is negative with a sense of insecurity.
  • Advice : The leader shows more confidence in his subordinates as he communicates with them and they exchange ideas and opinions. The role of the leader is more advisory and less controlling . The climate in the business is positive .
  • Participatory: The leader has confidence in his subordinates as they  are involved in management issues that concern them resulting in working in a more creative way. In this case, however, there is a possibility that the power held by the employees will be used for their own purposes which are contrary to those of the company.

     Bourandas (2005) supports that the person who wants to lead must possess specific skills that can be divided into two main categories. The first category is referred to as "role skills " and is the individual's ability to follow specific leadership roles that make up leadership behavior . The second category leadership refers to it as " meta - skills ' and defines in this way at that capability which is a key factor for more capacity or capability that which is necessary to develop other skills. A leader in order to be successful in an organization it is necessary to have a set of meta- skills which according to the literature are fundamental and are the following ( Burandas , 2005) :

  1. The ability to make creative decisions and solve problems: is the ability with which the person manages to deal with and prevent problems. He achieves this by correctly identifying the problem, finding its causes and limitations. He then promotes original ideas and solutions by implementing the most ideal at the right time.
  2. Systematic thinking: is the ability of the individual to be able to perceive situations as parts with sequence and interdependence and not as a set of separate parts. So we are talking about thinking related to decision making, strategy formulation, implementation of corrective actions to deal with the problems that arise and continuing education.
  3. The ability to communicate: the ability to communicate is important for exercising a leadership role and this ability implies the constructive transmission and reception of the message. Also, the ability to communicate includes not only efficient oral and written speech but also the willingness for a meaningful contact and communication with other people.
  4. Emotional intelligence: is a skill that is related to the individual's perception of himself and others and primarily is the ability of the individual to perceive and manage effectively the emotions of himself and others. Considering emotional intelligence as a broader concept includes a set of skills such as self-awareness, self-regulation, empathy and are listed below as considered important to a leader.
  5. Self-awareness: is the ability of the individual to perceive himself, his feelings, who he is and where he wants to go. When a person has self-awareness then he knows his needs, his disadvantages and advantages as well as his possibilities. Self-awareness is a skill that prevents the individual from being arrogant and is an important prerequisite for personal growth and development.
  6. Self-regulation: is the ability of the individual to be able to successfully manage his emotions, moods and impulses. In this way the person manages not to make emotional outbursts with unpleasant results for himself and others and is more adaptable to situations. 
  7. Empathy: is the ability of the individual to be able to put himself in the place of the other so that he can perceive his feelings, needs, concerns but not to sympathize or accept his views necessarily (Buranda, 2005).

     Below we will examine the relationship between leadership and emotional intelligence in a workplace and understanding how important it is for a leader to have specific skills to be successful and the important role that emotional intelligence plays as a broader concept and the set of skills it includes.

 

EMOTIONAL INTELLIGENCE AND ITS IMPORTANCE IN THE WORKPLACE

    In 1920 the professor E . L . Thorndike gave a different approach regarding the intelligence of people who have special social skills and the called "social intelligence" . He considered it to be the ability of a man to perceive his inner state in combination with his behavior and motivations ( Landy , 2005).

     The American psychologist Howard Gardner in his work " Frames of Mind: The Theory of Multiple Intelligences " in 1983 referred to "Multiple Intelligences" with the main goal of analyzing intelligence and approaching it in a different way ( Vaiou , 2010) . In this work he did not accept the IQ and the "narrow" approach of this term but applied a theory more multidimensional with the term multiple intelligence including the nine types of intelligence ( Vaxevanidou & Rekleitis , 2019):

  • Nature-loving (understanding of nature and living organisms)      
  • Musician ( accurate distinction of sounds, tonality and rhythm )      
  • Logic - Mathematician (quantification of things, formulation and proof of hypotheses)      
  • Existential (dealing with questions about life and death)      
  • Interpersonal (senses the feelings and motivations of others)      
  • Physical - Kinesthetic ( perfect body-mind coordination)      
  • Linguist ( to find the right words to express what he wants )      
  • Self- aware (understands himself, his feelings and desires)      
  •  Spatial (envisions the world in all dimensions )      

 Reuven Bar-On in 1988 introduced the "Emotional Quotient" (EQ) and tried to measure emotional intelligence while distinguishing five dimensions in it in his latest model: a) interpersonal skills, b) intrapersonal skills c) general mood (d) adaptability and (e) stress management (Vaxevanidou and Rekleitis, 2019). Peter Salovey and John Mayer in 1990 introduced the first comprehensive theory and term "Emotional Intelligence", which defined the human ability to examine information that comes from emotions and use it in such a way as to determine the thought and action (Salovey & Mayer, 1990).

  Daniel Goleman, proved that human success is not identified with the high Intelligence Index (IQ) but with "Emotional Intelligence" which is a new type of intelligence and makes its appearance in the field of psychology and Management. Goleman considers emotional intelligence as the ability of man to control and manage his emotions, his relationships with other people after first recognizing his own feelings as well as those around him (Vaxevanidou and Rekleitis, 2019). Below is Table 1 which shows the relationship between the five dimensions of emotional intelligence and the twenty-five emotional abilities. It should be noted at this point that there is no one-size-fits-all model as everyone has disadvantages and advantages.

 

TABLE 1: The Model of Emotional Abilities

Personal Ability

The following skills determine how well a person handles himself

 

Self-awareness

The ability of the individual to know his inner state, preferences, personal reserves and to have contact with his intuition.                                             

1. Awareness of emotions

2. Accurate self-assessment

3. Confidence

 

Self-regulation

The ability of the individual to be able to manage his inner state, his impulses and his personal reserves

1. Self-control

2. Reliability

3. Conscientiousness

4. Adaptability

5. Innovation

Behavioral motivations

The emotional tendencies of the individual that lead to the achievement of goals or facilitate it

1.Trend to be achieved

2. Commitment

3. Initiative

4. Optimism

                                                                                              

 Social Ability

The following skills determine how well we handle relationships

Empathy

The ability of the individual to be aware of the feelings, needs and concerns of others

1.Understanding of others

2. Orientation in the provision of services

3. Enhancing the development of others

4. Correct handling of diversity

5. Political perception

Social skills

The ability of the individual to provoke in others the reactions he wants

1. Influence

2.Communication

3. Leadership

4. Catalytic action regarding change

5. Handling disagreements

6. Cultivation of bonds

7. Partnership of cooperation

8. Team skills

 

Source: Goleman , 2011: 53-54

 

      Emotional intelligence plays a key role in the work area after through studies have shown that a high level of emotional intelligence of employees of a company can give it a competitive advantage over competitors and the possibility of greater flexibility at any corrective actions and changes (Papoutsi et al., 2019). As for the leadership emotional intelligence of giving the opportunity to better understand the relationships between employees and strengthen cooperation between them to achieve the business objectives. An employee who has emotional intelligence positively affects the work of around without necessarily performing any kind of power (Ryback , 1998).

 

EMOTIONAL INTELLIGENCE AND LEADERSHIP IN THE WORKPLACE

    Emotional intelligence is strongly associated with leadership which is a social, emotional skill of those individuals who have the ability to lead groups of people, take initiative and inspire others with their vision. A leader activates human resources and helps his subordinates to have a better performance by communicating a common goal or vision. People who are characterized by leadership skills are those who can arouse passion, enthusiasm by addressing the feelings of their subordinates (Vaxevanidou & Rekleitis, 2019). The profile of the manager who is inaccessible and tough, which used to dominate in the past, is no longer followed in the business sector. Research has shown that the more positive and friendly a leader is with those around him, the more positive the results of the organization (Bachman, 1988). Katsanevas and Tsiaparikou (2013) stated that when human resource management is successfully carried out, it is also related to emotional intelligence at the leadership level, in particular they argue that "it does not mean a current leader who does not have sufficient intelligence skills, which he must consciously cultivate (Katsanevas and Tsiaparikou, 2013: 102) ".

   Greek-born psychologist Richard Boyatzis (2006), Professor of Organizational Behavior and Psychology at Case Western Reserve University and Visiting Professor of Human Resource Management at ESADE University in Barcelona, ​​gave an interview in which he stressed the importance of developing intelligence:

           "Emotion guides logic, and logic cannot exist without emotion. Leadership means first of all a relationship and the leader who does not understand this basic principle, it is impossible to lead" (Boyatzis, 2006).

    In the same interview, Boyatzis (2006) emphasizes the importance of leaders understanding the feelings of the people they work with and that "modern leaders need to realize that compassion and humanity bring loyalty." Morgan McCall and Michael Lombardo (1983) of the Center for Creative Leadership conducted a study of executives who failed despite all the predictions about their careers that they would reach the top. The reason for this discrepancy in their course was a consequence of various factors with the most common problem being the lack of sensitivity to others. Also, another common cause that leads to this divergent direction a strain is arrogance (McCall & Lombardo 1983). Burandas (2005) argues that when a leader is arrogant he lacks emotional intelligence and self-awareness. In this case the leader does not communicate his feelings and is not interested in understanding others, despite the fact that he seeks emotional understanding from those around him. This leader shows aggression, toughness and competitiveness. A leader's arrogant behavior leads him to failure as he is emotionally isolated with harsh and aggressive behavior towards others as he feels that he does not have their recognition and trust. The leader with this profile is very often insecure and feels anxious at the idea of ​​a possible failure, a fact that can make him even paranoid (Burandas 2005).

     Boyatzis (2006) states that the human brain can understand messages emitted by other people around him. If a person pays the attention he needs to the emotions he receives from his environment, then he manages to "tune in" with others more easily. In this day and age, where globalization has created more competition in business, this resonance results in better collaboration, so emotional intelligence is especially important . On the other hand, where there is no coordination ( desonance ) more problems arise in the field of labor relations (Boyatzis 2006).  

     An important advantage for a leader is when he has the socio- emotional skill of managing diversity. The modern age highlights the importance of this ability even more as in a workplace employees can be divided into many categories which can cause unequal treatment due to prejudice. And at this point a leader who is emotionally trained or charismatic realizes this difference in team perceptions and works to adapt himself and the corporate structures in that direction. Also, the leader with the above skills tries to turn this difference between the employees into an advantage for the organization in order to achieve its financial goals by collecting their different views and experiences ( Vaxevanidou and Rekleitis , 2019).                            

     A common phenomenon encountered in the workplace is conflicts due to the different personalities of employees (Papoutsi et al., 2019). People with high levels of emotional intelligence who are either employees or leaders have the ability to recognize, manage, and regulate their own and others' emotions (Mayer et. al., 1999). An empirical study by Jordan and Troth (2002) found that people with high emotional intelligence showed a preference for finding collaborative solutions in cases where they had to manage conflicts.

       According to Ryback (1998) a leader who is distinguished for his emotional intelligence exhibits ten key behaviors that set him apart from other leaders and their level of emotional intelligence is not so high:

  1. He is not critical of his subordinates but on the contrary when he criticizes it happens with constructive comments to the employee which make him feel  that his superior cares about him and appreciates him. On the contrary, harsh criticism can negatively affect the employee and reduce his self-confidence.
  2. Has understanding for others and their feelings. He is trying to help others to understand better their feelings, he uses his own experiences.  
  3. He is honest about his intentions and feelings. He is an authentic person who does not work with deceit and hypocrisy.
  4. He is open to criticism and assumes any responsibilities, without taking a defensive stance when difficulties arise and blaming his subordinates. Also, before reaching a decision, he has first given the opportunity to the interested parties to express their views on the issue.
  5. Focuses on the big picture. He pays attention to detail, however he does not get lost in it.
  6. The subject of communication is important to him. He is an expressive person who chooses the time and place to express and share his feelings with his subordinates. With this behavior the leader manages to establish a sense of collective identity and gain the respect and trust of the team.
  7. He is supportive of his subordinates and makes them feel valuable and that their contribution to the success of the organization is important.
  8. Resolves conflicts resolutely before they escalate.
  9. He does not feel the need to prove his abilities and enjoys the sense of power, but he feels responsible for himself, his subordinates and the organization he leads.
  10. He enables his subordinates to grow and evolve by encouraging them to set high goals and take risks by utilizing their potential and talents to the fullest.

   Daniel Goleman mentioned six different types of leadership in an article in the Harvard Business Review in 2000. These types of leadership are directly related to the dimensions of emotional intelligence and have different effects on the performance of the work and the climate of an organization. Goleman led these leadership styles based on Hay / McBer survey results from 3,781 executives around the world. Below is Table 1 with the six types of leadership according to Goleman: the oppressive, the visionary, the humanitarian, the democratic, the guiding and the advisory (Goleman, 2000):

 

 Table 2: Goleman's leadership styles

TYPES OF LEADERSHIP

 

 COERCIVE

AUTHORITATTIVE

AFFILIATIVE

DEMOCRATIC

PACESETTING

COACH

WHEN IS IT SUITABLE

In the state of crisis, at the beginning of an organizational change or with troubled employees

When a new vision is needed or when a clear dierction is needed

When the cohision of the team needs to be restored or revived in times of crisis

When the contribution or consent of employees is needed or to extract valuable information from them

When you need fast results from an enthusiastic abd capable team

To help employees improve their performance or develop their capabilities

TARGET

Immediate Compliance

Mobilize others to follow a vision

Creating harmony

Ensuring commitment through participation

Performing tasks at a high level

Capacity building for the future

RESULT IN CLIMATE

Strongly negative

Very strongly positive

Strongly posistive

Strongly positive

Strongly negative

Strongly posistive

CAPACITIES OF EMOTIONAL INTELLIGENCE

Motivation for achievement, initiative, emotional self-control

Confidence, empathy, catalyst for change

Empathy, bonding, conflict management

Cooperation, team leadership, communication

Meticulousness, motivation achieve, initiative

Development of others, empathy, emotional self-awareness

SOURCE: Vaxevanidou & Rekleitis, 2019: 599

  • The leader with a coercive leadership style: in this case the leader demands obedience from the employees based on the power that comes from his position and on a more general level there is no empathy. This management style can be seen as effective at the beginning of an organizational change, in times of crisis and when there are troubled employees. The consequence is that the organizational climate is negative
  • The authoritative leader: this leader turns and mobilizes employees towards a common vision. He features capabilities such as sensitivity, confidence and is a catalyst for change. This leadership style brings results for the organization when it is necessary to create a new vision or when the organization must follow a clear direction. The organizational climate is strongly positive.
  • The leader with an affiliative leadership style: with this leadership style the leader manages to create a permanent state of harmony and forms emotional bonds between the members of the team. For this reason, this particular leadership style meets the needs of an organization when it is in crisis or needs to restore team cohesion. This leadership style is characterized by emotional intelligence skills such as empathy, conflict management and bonding. The impact on the organizational climate is strongly positive.
  • The leader in a democratic style: the democratic leader always tries to listen to the opinion of his subordinates and is ideal in cases where it is necessary to have a common consensus or to listen to the opinion of the majority of the workers. Democratic leadership style brings consensus that comes through participatory processes. The leader in a democratic style has the skills of cooperation and communication. The organizational climate is very positive.
  • The leader with a pacesetting leadership style: this leadership style is followed when it is necessary to have a quick result from a group of employees who are enthusiastic and capable. Leadership style requires high performance and stands out for emotional skills such as initiative, conscientiousness and motivation for success. Also, this particular leadership style creates a negative organizational climate due to the pressure and limitation of creativity.
  • The leader with a coach style: the leadership coach style emphasizes the human resources and their further development. Emotional skills that stand out for this leadership style are empathy, emotional self-awareness and the ability to develop others. This leadership style promotes the development and utilization of employees' skills. The organizational climate is very positive (Vaxevanidou & Rekleitis, 2019).

     Cherniss and Goleman (2001) argue that those leaders who follow four of the above six leadership styles, especially the democratic, humanitarian, visionary and consulting, create a very positive organizational climate in their organizations and at the same time the employees manage to have better performance. Leaders who are effective and successful have the ability to adapt and alternate leadership styles according to the needs of the organization in each case. The charismatic leader can perceive the feelings of his team members and understand the effects of his actions have on those feelings. One way for leaders to strengthen their credibility is to perceive and express the unspoken feelings of their co-workers by representing their team or acting in a way that clearly demonstrates that they have perceived those feelings. (Goleman, 2011). Goleman (2011: 269) specifically states that "the leader is a key source of an organization's emotional tone". The leader can with enthusiasm lead an entire team to the same goal. In fact, this transmission of emotional energy enables the leader to lead a business and set its course and goal. The emotions that a leader communicates are more important to an organization's team than another person who does not have that much power. Leaders are people who have their attention focused on them and the rest imitate them. Of course, this has its pros and cons depending on the emotions that each leader communicates to those around him. When a leader conveys negative emotions to his team members such as arrogance and authoritarianism then this has negative consequences for the organization. This is because people in the group may be discouraged and feel anxious and angry. Conversely, when the leader is successful and maintains a positive attitude and mood then this is transmitted to other team members with a positive effect on the organization as individuals are willing to offer and collaborate (Goleman, 2011).

 

CONCLUSIONS

   Leadership is an important factor and the way it is exercised is crucial for the business world. The leader greatly influences his surroundings and it is important to have skills that allow him to perform his work successfully and fulfill the goals of the organization. Emotional intelligence in the broadest sense of the word includes a set of skills that are important for leadership. Initially it is important for a person, let alone a leader, to have those emotional intelligence skills that will help him develop into staff such as self-regulation and self-awareness. A leader must first be able to manage himself and his emotional world to be able to successfully lead a team.

  We conclude from the above, that the leader should have the ability to perceive the feelings of the employees of the organization and try to coordinate with those around him. Communication between leader and team is important and the leader should not be isolated from it. A competent leader is able to perceive and manage diversity in the employee team in such a way that it is to the benefit of the organization. Finally, it is very important for the leader to have empathy, to have an understanding of the work environment and depending on the goals of the company to be able to follow the appropriate way of leadership each time.

 

 

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