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In the early 1990s, the phenomenon of emotional intelligence caught the attention of researchers and practitioners. Mayer and Salovey (1993) first defined Emotional Intelligence(EI) as “a type of social intelligence that involves the ability to monitor one’s own and others’ emotions, to discriminate among them, and to use this information to guide one’s thinking and actions ” (p.443). The research studies of the concept of EI provide common skills sets including problem-solving, optimism, self-awareness, self-control, enthusiasm, persistence, and self-motivation, which enable individuals to develop their cognitive abilities to make informed decisions and comprehend various environmental situations. Additionally, Mayer, Salovey, and Caruso (2004) provided this assertion: “More generally, accumulating evidence indicates that El, measured as an ability, predicts a variety of important outcomes. As El rises, so does academic performance, measures of relatedness, the ability to communicate motivating messages such as vision statements, and other similar criteria” (p.209) Landale (2007) proposed the six-step process for developing a person’s emotional intelligence as follows:

1. Knowing what you feel,

2. Knowing why you feel it,

3. Acknowledging emotion and knowing how to manage it,

4. Knowing how to motivate yourself and make yourself feel better,

5. Recognizing the emotions of other people and developing empathy, and

6. Expressing feelings appropriately and managing relationships

The research studies in EI are still in the infant stages; there are still diverse opinions as EI influences the leadership models and how to account for EI and effective leadership. The financial meltdown in 2008 tested the EI of CEOs and senior executives, as they were called to make critical decisions in the midst of crises and high levels of uncertainty. Based on the assigned readings and personal experience, how can the concept of emotional intelligence impact leadership expectations in your various organization?

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Read the next text: The notion that attitudes affects behavior is an accepted concept by the general public. In terms of a work environment, the atmosphere created by the leaders will set a precedent for other employees to behave certain ways in relation to the tone established as the presentive norm. If the workplace sets a hostile work environment, workers will be less inclined to work as efficiently as they could possibly be working. It is through the fear of being a target that dissuades them to justify their work efforts being met with the expectations presented by the work environment. The organizational commitment will see a downward spiral as the employees would rather change to another job than to work hard for an organization that sees them nothing more than components readied to be replaced if seen working inadequately. By being a conscious leader, one must be able to tackle the reverse causation by allowing the company to grow through a healthy work environment. By listening to the needs of one’s employees and showing that one cares for their well-being, this will increase both job satisfaction, job involvement and organizational commitment for the organization. The atmosphere sets the pace for the entire experience for the job. Depending on the tone being set, it can drastically alter different factors for an employee. A job experience that is too relaxed could see a loss in productivity as well as a job experience that is too strict could see a lack of job involvement as well as job satisfaction.

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