How Tranformational Leaders can become Emotionally Intelligent, driving Organizations to Growth and Success

In my previous post  I defined the meaning of Emotional Intelligence (EI) – Transformational leadership (TL), and analyzed the linkage between the characteristics of EI and competencies of TL. I concluded that leaders need a high Emotional Intelligence quotient (EQ) to be successful, and the good news is that EI can be developed with training.

Is it possible to increase EQ? Most definitely yes! According to different researches, although some would say a person’s IQ is set for life, it is believed that a person’s EI quotient can be developed. EI is not fixed at birth and can be nurtured and strengthened in everyone. Bellow we discover how important Emotional Intelligence is for Transformational Leaders, and ways to become more Emotionally Intelligent.

1. The Importance of Emotional Intelligence for Transformational Leaders

Emotional intelligence relates to effective transformational leadership to an organization. Studies proved that the effect of emotional intelligence on organizational outcomes is mediated by a transformational leadership. Particularly, the strength to understand and manage others emotions related mutually with the inspirational motivation and individualized consideration factors of transformational leadership. Other studies have also showed that the emotional intelligence of leaders is significantly related with the factors of transformational leadership.

Emotional intelligence and the ability to understand and use emotions, to manage internal states and accurate self-assessment, will significantly enhance the performance of a leader with inspirational motivation (work hard in unfavorable environment, be self-motivated, face failure positively, and feel competent, set clear objectives, express confidence that goals will be achieved based on his commitment and optimism), component of transformational leadership.

The practice of an emotional intelligence strategy, will efficiently support leaders to mentor, coach, provide support and treat followers as individuals from different backgrounds, with diversified needs, abilities and aspirations, characteristics of individual consideration, and component of transformational leadership.

In their study McColl-Kennedy & Anderson (2002) showed that transformational leaders with empathy towards their followers (individualized consideration) demonstrated high problem-solving skills, and returned frustration, disappointment and negative feelings of followers into positive and constructive thinking, which, had as a result improved performance.

Additionally, the competencies of a leader to demonstrate high standards of conduct, determination and self-sacrifice, acting as a role mode to his followers, engaging them to adopt the leader’s values and principles, and to seek to imitate the leader, are traits of idealized influence, also described as charisma (component of transformational leadership), and of high level of emotional intelligence.

Leaders who have shown inspiring emotionally engaging expressions of charisma created positive moods in followers, and diminished the emotion related to cases of burnout and stress in the workplace.

As described in (Bar-on, 1997, Goleman 1998, Mayer & Salovey, 1997), the competencies of motivation, empathy, trust, self-awareness, regulation of emotions, transformational leadership qualities are correlated with important elements of emotional intelligence.

Based on the above we can argue that emotional intelligence not only importantly affects, but can also be seen as the solid rock of transformational leaders.

2. Ways in which organizational leaders can become more emotionally intelligent

It is well known that successful leaders possess high level of EI which can be developed through training. Leaders can increase their EI by fostering to nurture and strengthen their personal emotional competencies (self-awareness, self-management) as well as their social emotional competencies (social awareness, relationship management), and become more effective. Furthermore, improve interpersonal relations, listening to others, introduce open and clear communication in their organizations, understand the perspective of others, develop influence capabilities, initiate and manage change and innovation, skills which have impact on people and organizational performance.

Additionally, willingness and enthusiasm are needed attributes of organizational leaders which will support them, to stimulate new way of thinking, break old behavioral habits and practice new ones, rediscover their vision and aspirations, and become more emotionally intelligent.

First, leaders in order to understand their EI capabilities need to analyze their emotional strengths and weaknesses charting the emotional impact of their reaction in organizations environment (let’s name it, self EI analysis chart). It is important to put their selves in the place of others and observe how they react to people. Identify areas which need improvement (I.g,. leadership behavior) and draft an enhancement action plan, which will focus on self-learning and improvement process.

Second, a leader has to build a rich and stimulating work environment, bring feelings into the open and initiate dialogue with peers, colleagues, followers, arousing interest and enthusiasm to all members of an organization, strengthening the relationship between them. Use the importance of feelings and emotions, and the collective competency of the team, which in result will have impact on effectiveness, efficiency and finally on the bottom line.

Third, leaders can embrace and implement behaviors which will create good mood, focus on the positive, forward thinking, enhance mental efficiency, produce values, balance between employee’s harmony, well-being, productivity and company’s performance.

What is also needed are graciousness, kindness, and humor, always perceiving, facilitating and understanding follower’s emotions.

Finally, in order to become more emotionally intelligent, beyond the above important suggested ways, a leader needs to possess a compelling modesty and humility, give others a chance to shine, take responsibility for his actions and apologize when he has heard someone’s feeling.

In conclusion, we can strongly support that leaders with Emotional intelligence will empower an organization to build real social fabric and to maximize its contribution to well-being of its members and the larger society it serves. These leaders with the unique combination of emotional intelligence skills and transformational leadership attributes are the architects of successfully build institutions. The linked factors EI-TL are the corner stone of the organizations social architecture and major ingredients of company’s growth and success.

Nicolas Frangos

Forward Thinking Hotelier