0.2 3. emotional intelligence and change leadership

Emotional intelligence and change leadership

Emotional Intelligence is a popular topic in the leadership literature. It is most often associated with Daniel Goleman (1995). However, there is a history of others who actually developed the concept before Goleman (please visit (External Link) to see an annotated history of the concept).

Higgs (2002) commented on the fact that there is a lot of confusion, misunderstanding and differences of opinion about the concept of Emotional Intelligence. It seems that there is also not an agreed upon definition of the term. Dulewicz, Higgs and Slaski (2001), for example, categorized several definitions of the term by grouping them as follows: definitions based on an interpretation of Emotional Intelligence as an ability (Salovey&Mayer 1990); definitions that define Emotional Intelligence as a set of competencies (e.g., Goleman, 1996); and definitions that define Emotional Intelligence as a set of personal capabilities (e.g., Higgs&Dulewicz, 1999; Bar-On, 2000). According to Higgs, the personal capabilities approach is more easily operationalized while retaining psychometric rigor. Using the personal abilities characterization of Emotional Intelligence, Higgs and Dulewicz (1999, p. 20) offered the following definition:

Achieving one’s goals through the ability to manage one’s own feelings and emotions, to be sensitive to, and influence other key people, and to balance one’s motives and drives with conscientious and ethical behaviour.

In an extensive review of the literature on Emotional Intelligence, Dulewicz and Higgs (2000) identified the core elements of Emotional Intelligence that were subsequently validated in empirical studies. These elements are:

1. Self-awareness . The awareness of your own feelings and the ability to recognize and manage those feelings.
2. Emotional resilience . The ability to perform well and consistently in a range of situations and when under pressure.
3. Motivation . The drive and energy that you have to achieve results, balance short and long-term goals, and pursue your goals in the face of challenge and rejection.
4. Interpersonal sensitivity . The ability to be aware of the needs and feelings of others and to use this awareness effectively in interacting with them and arriving at decisions impacting on them.
5. Influence . The ability to persuade others to change their viewpoint on a problem, issue, or decision.
6. Intuitiveness . The ability to use insight and interaction to arrive at and implement decisions when faced with ambiguous or incomplete information.
7. Conscientiousness and integrity . The ability to display commitment to a course of action in the face of challenge, to act consistently and in line with understood ethical requirements.