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Assignment 3: A Digital Storyboard – EI Journey

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1 Leadership and Leading with emotional intelligence

Janos Kocsis
MBA - Royal Roads University
EXMN655 – Angela Whitney
April 10, 2022

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2 Introduction

Leading with emotional intelligence refers to, on the one hand, the discovery of the role of psychic and unconscious processes in human behaviour and, on the other hand, the discovery of the cognitive and affective aspects of leadership.

The first refers to inspiration, which shows how certain actions, behaviours, and decisions become relevant to understanding what is happening in an organization (Stein & Book, 2011). The second is based on the emotion-cognition dualism.

In an organization, the fixing of the goals, the selection and the use of the information, and the decision-making are closely related to judgments and personal feelings, where the control and expression of emotions play a role. In other words, what we describe as rational is often emotional (Nguyen et al., 2019).

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3) Overview: Exercising leadership with Emotional Intelligence

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3) Overview: Exercising leadership with Emotional Intelligence

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3 Exercising leadership with emotional intelligence: Overview

The emphasis on information, decision, thought, and problem-solving has overshadowed the affective aspects of leadership (Lumpkin & Achen, 2018). Yet, there are many attempts in the literature to connect the cognitive and emotional elements and determine their role in organizational performance (Baesu, 2019) because the studies show their influence on managerial judgment.

The individual who acquires such intelligence is promised a bright future and that they will be among the winners, that is to say, those who succeed in their professional spheres (Stein & Book, 2011).

A normative conception for managers and organizations becomes developed and remains at a micro-level: either interpersonal or at the level of a small working group.

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4) Statement of goals and action strategies

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4) Statement of goals and action strategies

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4 Statement of goals and action strategies

Social and emotional qualities play a very large role in personal success. This shows that people who are able to control their emotions and demonstrate enthusiasm and empathy are far superior to those who are unable to do so in professional settings (Baesu, 2019).

Emotional intelligence is believed to be responsible for developing high-potential executives into great leaders: "The mark of a powerful leader or performer is being able to move an audience of thousands in his way. By the same token, people who are poor at receiving and sending emotions are prone to problems in their relationships, since people often feel uncomfortable with them, even if they can't articulate just why that is so" (Goleman, Boyatzis, & McKee 2013, p. 117).

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5) Statement of goals and action strategies 

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5) Statement of goals and action strategies 

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5 My leadership vision is to inspire others through Transformational Leadership, which has four main components: individualized consideration, intellectual stimulation, inspirational motivation, and Idealized Influence.

The aim is to articulate an openness to the affective dimensions of behaviour to lead to other paths through which I can employ the dynamics between these components, which is at the heart of transformational leadership.

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6) Practice to enhance personal and professional presence

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6) Practice to enhance personal and professional presence

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6 Practice to enhance personal and professional presence

Researchers concede that it is probable that emotional intelligence is not indeed a good indicator of performance at work but that, on the other hand, emotional skills were good indicators (Lumpkin & Achen, 2018; Nguyen et al., 2019).

They distinguish emotional intelligence from emotional skills, the latter referring to the personal and social skills that lead to superior performance at work: "Leadership is not domination, but the art of persuading people to work toward a common goal. And, in terms of managing our own career, there may be nothing more essential than recognizing our deepest feelings about what we do - and what changes might make us more truly satisfied with our work" (Goleman 2005, p. 133).

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7 Focusing on affectivity and the emotional character of associates suggests that work on emotional intelligence evokes the less visible aspects of human behaviour. I believe that transformational leadership is a strategy that will help me effectively achieve these goals.

It's all about developing emotional control techniques to improve individual and organizational performance (Nguyen et al., 2019). Emotional skills are qualities that have been recognized as essential and which must be instrumentalized.

My action steps in achieving emotional intelligence include exercising: the awareness of my own emotions, the regulation of these emotions, the awareness of others, and regulating the emotions of teams overall (Lumpkin & Achen, 2018). Each of these skills is related to organizational effectiveness.

I want to work on being more aware of my emotional state, regulating it well, empathizing with the others, and helping set an emotional balance in a team or group to improve personal and organizational performance (Goleman, Boyatzis, & McKee, 2013).

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8 Because "many competencies are interpersonal: reading social and emotional cues, listening, being able to resist negative influences, and understanding what behaviour is acceptable in a situation" (Goleman, Boyatzis, & McKee 2013, p. 259), these are the aspects I will focus on.

The most effective leaders are those who listen to their people, who are attentive to what is happening at work, who are able to control their emotions, who are trusted by their employees and with whom these same employees feel good.

I agree with the statement that "visionary leaders articulate where a group is going, but not how it will get there - setting people free to innovate, experiment, and take calculated risks" (Goleman 2005, p. 57), and I would like to make it part of my action plan: to guide the team in giving it the freedom to thrive.

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9 At a time of rapid change, in which innovation, quality, excellence, customer service, productivity, competitiveness, value creation have to co-exist in organizations in order to achieve performance targets, it is all the more vital to take into account the level of emotional intelligence of all those involved (Baesu, 2019), both the management and the staff, equally

By its importance, in the construction of the results of an organization, emotion modifies many aspects which are at the base of its success: the recruitment and the loyalty of the personnel, the development of the talents, teamwork, staff morale and health, innovation, productivity, efficiency, sales, financial results, service quality, and so on.

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10 Since organizations are dependent on the people who work there, the psychological profile, especially the emotional one, of these people influences the organizational dynamics.

This imperative is all the more categorical since the observation seems, according to them, even more, substantial when one is interested in the profiles of managers and executives, therefore in leadership, as it is generally qualified in the world of management (Goleman, 2005).

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11 Leaders have an essential role to play in the social dynamics of the organization.

Visionary leaders can articulate and generate enthusiasm around a shared vision and mission, go beyond when necessary, guide the performance of others while holding them accountable for what they do and lead by example (Lumpkin & Achen, 2018).

When expressed at the highest level, emotions exude a high level of positive energy because "emotions are contagious; leaders with self-mastery embody an upbeat, optimistic enthusiasm that tunes resonance to the positive range" (Goleman 2005, p. 46).

My vision of what it means to be a good leader is to empower others through transformational leadership, the implications and origins of which must come from within the soul.

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12 References

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Daniel Goleman Introduces Emotional Intelligence | Big Think

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Daniel Goleman Introduces Emotional Intelligence | Big Think

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Daniel Goleman Introduces Emotional Intelligence | Big Think