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Leadership & Emotional Intelligence in Managers

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You're on your way to motivating your team from a group perspective, but you're still having trouble connecting with your team as individuals. Your mentor reminds you of the concept of emotional intelligence and how it can enhance your leadership capabilities.

To recap, the five components of emotional intelligence, as described by Daniel Goleman (1998) are explained in the following:

(1) Self-Awareness: The ability to recognize and understand personal moods and emotions. It includes self-confidence, realistic self-assessment, and a self-deprecating sense of humor.
(2) Self-Regulation: The ability to control or redirect disruptive impulses and moods and the propensity to suspend judgment and to think before acting. It includes trustworthiness and integrity, comfort with ambiguity, self control, and openness to change.
(3) Motivation: A passion to work for reasons that go beyond money and status. A tendency to pursue goals with energy and persistence. It includes a strong drive to achieve, optimism even in the face of failure, and organizational commitment.
(4) Empathy: The ability to understand the EMOTIONAL makeup of other people. It includes expertise in building and retaining talent, cross-cultural sensitivity, and service to clients and customers.
(5) Social Skills: Proficiency in managing relationships and building networks and an ability to find common ground and build rapport. It includes effectiveness in leading change, persuasiveness, and expertise in building and leading teams.

TASK:

Write an e-mail to your mentor covering the following:

1. Evaluate your current or former manager on each of the five components of emotional intelligence. (This should be two paragraphs in length.)
2. How can you apply the principles of emotional intelligence to your current situation? (This should be two paragraphs in length.)
3. What can organizations do to help develop the emotional intelligence of their managers as well as other employees? (This should be two paragraphs in length.)

I need suggestions and ideas to get started. Thank you.

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Solution Summary

By example, this solution provides assistance in writing an e-mail to a mentor covering several points (e.g. evaluates a manager on each of the five components of emotional intelligence, applied the principles of emotional intelligence to a current situation, and recommends strategies to help develop the emotional intelligence of managers as well as other employees. It also provides two infromative articles on ways to develop emotional intelligence.

Solution Preview

Please see response below, as well as two highly informative articles. I hope this helps and take care.

RESPONSE:

Let's look closer at the following questions individually, which you can then use for your final e-mail copy. Specifically, you are asked to write e-mail to your mentor covering the following:

1. Evaluate your current or former manager on each of the five components of emotional intelligence. (This should be two paragraphs in length).

As a case in point and illustrative example, let's assume that you last employer was high on the five components of emotional intelligence as described by Goleman (1998). It might look something to the effect:

Dear Mentor,

Since our last meeting, I have considered the concept of emotional intelligence and how it could enhance my leadership capabilities. So, I decided to evaluate a former manager on the five components of emotional intelligence as described by Daniel Goleman (1998).

First, my last manager seemed to be high in self-awareness. For example, she had the ability to recognize and understand personal moods and emotions, such as after the death of my grandmother. She noticed immediately noticed that I was troubled ("Is everything going okay! I noticed you look a bit troubled today"). She was self-confidence as well, which was evidenced in her ability to admit when she made a mistake and be accountability for the consequences (e.g., ability to say sorry) as well as the ability to laugh about it. Second, self-regulation was also high for my last manager. In a crisis situation, for example, she usually remained in control and had the ability to control or redirect disruptive impulses and moods (and the propensity to suspend judgment and to think before acting e.g., "Let me think about this and get back to you as soon as possible"). She was very trustworthy and had ...

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