Emotional intelligence and transformational leadership

Abstract

Emotional Intelligence has become one of the new buzz-words in management. The literature strongly suggests that it is the main ingredient that separates good from star managers. It has been described in various ways, the most commonly used description being that it is the ability to recognise and express emotions appropriately, to use emotions in thought and decisions and to regulate emotion in oneself and in others. Much has been written in recent years about Emotional Intelligence, or EI. Popularised by the work of Daniel Goleman, EI has its roots in the work of Peter Salovey and John Mayer from the late 1980s. Research over the past twenty-five years has consistently pointed to a set of competencies such as self-confidence, initiative and teamwork - that make significant difference to the performance of individuals and organisations. A few of these competencies are purely cognitive, but most are emotional (Cherniss and Goleman, 2001). Cherniss (2000), shows that there is a considerable body of research suggesting that a person’s ability to perceive, identify, and manage emotion provides the basis for the kinds of social and emotional competencies that are important for success in almost any job. He maintains that, as the pace of change increases and the world of work makes ever greater demands on a person’s cognitive, emotional, and physical resources, this particular set of abilities will become increasingly important. People need to start using emotional intelligence to improve both productivity and psychological well-being in the workplace of tomorrow.