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 the 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. Below 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 in an organization. Studies proved that the effect of emotional intelligence on organizational outcomes is mediated by 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 shown that the emotional intelligence of leaders is significantly related to 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 an unfavourable environment, be self-motivated, face failure positively, feel competent, set clear objectives, express confidence that goals will be achieved based on his commitment and optimism), a 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 components 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 model to his followers, engaging them to adopt the leader’s values and principles, and seeking to imitate the leader, are traits of idealized influence, also described as charisma (a component of transformational leadership), and of a 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 a 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, listen 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 that have an impact on people and organizational performance.
Additionally, willingness and enthusiasm are needed attributes of organizational leaders which will support them, to stimulate a new way of thinking, break old behavioural 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 an organisational 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 that need improvement (e.g. leadership behaviour) 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 an impact on effectiveness, efficiency and finally on the bottom line.
Third, leaders can embrace and implement behaviours that will create a good mood, focus on positive, forward-thinking, enhance mental efficiency, build values, balance team members’ harmony, well-being, productivity and company’s performance.
What is also needed are graciousness, kindness, and humour, always perceiving, facilitating and understanding followers’ 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 a real social fabric and to maximize its contribution to the 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 building institutions. The linked factors EI-TL are the cornerstone of the organization’s social architecture and major ingredients of the company’s growth and success.
By Nicolas Frangos
Nicolas Frangos is a multi-skilled hospitality executive with distinctive knowledge of luxury hotel operations, development and asset management, directing international hotel groups, mixed-use business, multi-unit properties and outstanding luxurious hotels, introducing strategies to drive growth within intensively competitive markets, delivering significant return on equity and invested capitals (ROIC). He is President Hospitality Division of Hashoo Group, a premium conglomerate with a diversified international portfolio and six core businesses, previously Chief Operating Officer at Al Rayyan Tourism Investment Co. Qatar, engaged in luxury hotels development, acquisition & operation (Four Seasons, St. Regis, W, Marriott brands, Hilton brands, Shangri-La) and other hospitality-related services both in Qatar and overseas. Prior to assuming this role, he was the Chief Executive Officer of Luxury Hospitality Holdings, a management & consulting firm servicing Hotels & Resorts, setting new standards in luxury by blending exceptional concepts with the highest customized quality services, he was also the Managing Director for EMEA of Lutece – Hediard Hospitality Co., Food and Beverage services Co. supporting luxury Hotels & Resorts, Relais & Chateaux and exclusive Michelin star restaurants, earlier he was the Managing Director of Frantour Hotels & Resorts, hotels owner, developer and operator. Previously he held different managerial positions of area general manager, general manager, operations director, rooms director, director F&B for Ritz-Carlton, Hilton, and Concorde Hotels & Resorts. He is a graduate of European Hotel College, Ecole Superieure de Tourisme Paris, and Ecole Hoteliere de Strasbourg, (CRDE) of AH&LA, MBA in Hospitality & Tourism from Edinburgh Napier University.
