#Change11 #CCK12 Emotional Intelligence and Leadership

What is emotional intelligence? How does emotional intelligence influence our relationship with others?

In this post on emotional intelligence:

“The report’s findings seem to confirm some commonly held presumptions. While there is no significant difference between men and women in overall scores, men have a more critical mindset with higher self-regard and lower regard for others.

In contrast, women tend to have a more submissive mindset with lower self-regard and with higher regard for others. Emotional intelligence improves with age, as we develop a more balanced outlook and become less dependent on, but more trusting of, others.”

Picture source: Google image

I have reflected on emotional intelligence here, here and here.

That also explains why some people lead, while others follow, and why it matters – based on Evolutionary Leadership Theory.

Leadership in modern organizations differs in critical respects from the leadership in the EEA. Examples include:

  • Physical and biological factors such as sex and stature still play an important role in the selection of leaders (managers are usually male and taller, on average, than subordinates) which may not be functional in modern organizations.

Why are physical and biological factors playing such an important role?  Would it be related to the security and power normally associated with people? Most tribes and kingdoms were headed by males as figureheads, and were appointed based on their abilities to bond the tribal members together, especially when at war with other tribes, or in crisis situation.

  • Leaders no longer emerge from the group bottom up but they are usually assigned top down.

This is typical in a modernized capitalist system, where the authority and power are vested from a top-down hierarchy.  Has there been much changes to such assignments throughout the centuries?  

  • Nowadays leaders have a lot more power over group members.

This sounds true in most institutions and business organisations.  In a group setting, leaders would normally be vested with more power. So, does it mean that leaders should remain as “powerful” ones to be effective?

  • Modern forms of organization limit the STOP correcting mechanisms (eg criticism and disobedience are often not an option).

Criticism and disobedience are often not an option, so true.   I think this is reflective in most organization’s policy, rules and procedures, to ensure compliance and conformance to the set standards and practice.  So leadership does involve constraints, intervention, and discipline at work and in the community.

3 thoughts on “#Change11 #CCK12 Emotional Intelligence and Leadership

  1. Pingback: #Change11 #CCK12 Leadership in Networks Part 2 | Learner Weblog

  2. Pingback: #Change11 #CCK12 Power and Leadership | Learner Weblog

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