Humans are emotional beings.However, emotions have been largely devoid within organisational contexts, and work-related training[1]. Daniel Goleman popularised the concept of “Emotional Intelligence” (EI) in 1995. Goleman’s research at nearly 200 large global companies discovered intelligence: whilst traditionally associated with successful leadership, was insufficient alone[2]. It was found for a leader to be truly effective EI had to be a liquor of choice in their cocktail make-up. The concept of EI is defined by Mayer, Salovey and Caruso in Northouse[3] as “the ability to perceive and express emotions, to use emotions to facilitate thinking, to understand and reason with emotions, and to effectively manage emotions within oneself and in relationships with others”.
So who’s got it right?
Self-Awareness is the first of Goleman’s 5 social competencies of EI, and is defined as having a deep understanding of your emotions, strengths and weaknesses. A self-aware leader is one who recognises the effects their emotions have on themselves, other people and how this may impact organisational performance[4]. The majority of the population: unless choosing to reside under a rock, has heard of the famously charismatic leader Richard Branson – founder of The Virgin Group. Branson possesses the social competency of ‘self-awareness’, as he openly admits to recruiting leaders who possess his weaknesses, and is known to favour personality over brains (to an extent). This video explores his reasons as to why, and touches upon the notion that leaders who lack EI traits have the potential to break down positive organisational culture and morale.
https://www.youtube.com/watch?v=sP3ZhcXOkSM
Born or made?
Goleman stated “effective leaders are alike in one crucial way: they all have a high degree of emotional intelligence”. I therefore question: what if you aspire to lead effectively, but don’t possess highly developed EI? Can you learn to be emotionally intelligent? I am an ambitious ‘soon-to-be’ HR graduate with the ambition of becoming an influential HR leader in organisations. I will be armed with my ‘brains’, of which act as an almost entry-level requirement. However, would a ‘lack’ of EI hold me back. Moreover, was it a trait I would have been gifted at birth or can it be made? Scientific study strongly supports the notion that EI encompasses a genetic component. In addition, psychological and developmental research suggests one’s life experiences develops EI. The common ground between the two is that EI is developed through maturity. (Goleman, 1998 )The question of born or made will be open to a continuing tirade of debate long into the future, however it is generally accepted that EI can be learned. Academics have now developed multiple ways to test for EI, such as the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT). The test perceives EI as a set of mental abilities which are tested, of which include; perception, facilitation understanding and managing emotions[5].
EI place in my HR leadership future?
The HR function differs from other areas of organisations: its aim is to optimise people and talent within companies, including leadership. Humphrey’s states in his article ‘Leading with emotional labour’ that “Instead of conducting business in a non-emotional, “business-like manner”, leaders would benefit by expressing their emotions in the work place, as emotionally expressive leaders are more charismatic and are better motivators”[6]. Therefore, to put into context: Humphrey is saying if as a manager I am more aware of my own and others emotions, I will stand in a better position to challenge, motivate and inspire my teams over that of a manager who’s emotions are devolved from the workplace. Through such strong focus on the need for EI to be successful in work, I gravitate towards questioning how big of a role EI should play. Goleman openly champions EI’s relation to success in one’s working life. Whereas Mayer, Salovey and Caruso make softer claims[7]. Autism is a spectrum cognitive disability of which affects a person’s ability to communicate and may impact on their ability to associate with emotions[8]. Therefore, with such a strong focus on EI in successful leadership, would autism stand as a barrier? In short, it shouldn’t, as The Equality Act 2010 ensures the workplace is a fair environment for all[9]. I understand the importance of EI in successful leadership, however also believe as a future HR leader ‘new normal’s’ can be created and EI shouldn’t be so highly idolised.
[1]Ginsberg, R. & Davies, T. G., 2007. The human side of leadership : navigating emotions at work. 1st ed. Santa Barbra, California : Oxford: Greenwood World.
[2] Goleman, D., 1998 . What Makes a Leader. Harvard Business Review , 76(6), pp. 93-102.
[3] Northhouse, P. G., 2016. Leadership: theory and practice. 7th ed. USA: Sage.
[4] Goleman, D., 1998 . What Makes a Leader. Harvard Business Review , 76(6), pp. 93-102.
[5] Northhouse, P. G., 2016. Leadership: theory and practice. 7th ed. USA: Sage.
[6] Humphrey, R. H., Pollack, J. M. & Hawver, T., 2008. Leading with emotional labor. Journal of Managerial Psychology , 23(2), pp. 151-168.
[7] Northhouse, P. G., 2016. Leadership: theory and practice. 7th ed. USA: Sage.
[8] The National Autistic Society , 2016. Autism. [Online]
Available at: http://www.autism.org.uk/card
[Accessed 04 April 2017].
[9] ACAS, 2017. The Equality Act 2010. [Online]
Available at: http://www.acas.org.uk/index.aspx?articleid=3017
[Accessed 03 April 2017].
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