Therapists View On The Essence Of Emotional And Social Intelligence In Leadership
There are things that people do not understand when it comes to leadership. It is not all exciting and moral decision-making that changes a company, people, and industry altogether. But instead, it is a task that creates significant overall value in its societal involvement. There are physical, emotional, and mental pressures in it that bring unfavorable scenarios. That is the reason why a lot of therapists consider an emphasis on social and emotional intelligence to allow organizations to function.
All the complaint and failure of every organization comes from toxic leadership. According to Alan Goldman, Ph.D., “The misbehavior of a boss not only causes upheaval and a variety of negative responses, but it also can negatively impact the organizational culture and model abusive behavior for a department, division, or company.” That is because there’s no social and emotional intelligence involved in the process. A toxic leadership will not only cause the whole system to fall but will also end up losing its talented assets. That is because there is no better listening. Toxic leaders only focus on telling what they think is correct all the time. Yes, there are instances that these individuals know what their subordinates are capable of doing, but they don’t care enough to appreciate it. The primitive behavior of toxic leadership creates a dysfunctional system in an overall picture.
Emotional intelligence refers to how people handle themselves. There is an awareness of feelings and passion. It allows people to take control of the things that turn them on and off. There is an emotional capability that supports the individual to become competent in handling situations. Without emotional intelligence, there are tendencies that pressure and other destructive things interrupt the ability to focus. It makes individuals upset. Therefore, it begins to hamper people’s ability to process information. So with that, there is the expectation of less effective work and production.
John D. Mayer, Ph.D. says, “High EI people, for example, can accurately perceive emotions in faces. Such individuals also know how to use emotional episodes in their lives to promote specific types of thinking. They know, for example, that sadness promotes analytical thought and so they may prefer to analyze things when they are in a sad mood (given the choice).” Recognizing other people’s emotions is vital in social relations. It allows individuals to know how individuals see things, how they are feeling, and how they use emotions to interact with each other. Leaders in businesses around the world incorporate emotional intelligence for specific reasons. That includes better decision-making, stable organizational production, better social interaction, as well as consistent industrial growth.
The ability of social intelligence focuses on listening skills instead of “communication” as a whole. However, a lot of leaders and executives often don’t recognize that listening skills are more likely as necessary as understanding. Yes, these leaders know a lot, but they often ignore the fact there are things they can’t control. There are things they don’t know too. But because they are the boss, they do not consider that. They want people to follow and look up to them without questions and hesitations. With that, these people become close-minded and self-centered. Without social intelligence, leaders and executives’ performance along with their units result in a much lesser value. It severely affects not only the company but the overall development of each person in the workplace.
“You can easily spot someone with lots of SI at a party or social gathering because he or she knows how to “work the room,” explains Ronald E. Riggio, Ph.D. “The highly socially intelligent person can carry on conversations with a wide variety of people and is tactful and appropriate in what is said. Combined, these represent what are called “social expressiveness skills.”
In unfortunate cases, people don’t often see the correlation between social and emotional intelligence of leadership to every level of organizations’ performances. That’s because most of them don’t care about attachments and relationships. The only focus is on professional career growth, self- motivation, and personal goals. Most of these individuals are not aware of how they are impacting each other in a common scenario. Some executives and leaders also don’t understand the need to depend on other people’s ability to gain success. There is this mentality that their role in the company is more than enough to reach their specific goals. With that, some of these leaders fail to compromise and create better decisions for everybody including themselves. But if all leaders can only choose to get better in listening to their subordinates and assist them in developing skills that are essential for better performance, things can turn out differently. With better listening, companies will not only achieve quality organizational results but will also promote everyone’s emotional and mental strength.
So to put together a higher level of integration in assessing social and emotional intelligence, leaders should learn to listen with their peers and engage with their positive ideas. They need to undergo coaching and become open to constructive criticism as well. That is the only way they can change. That’s the only way they can perform and do their jobs well.