Lecture 3 Leadership

Garden City University
Faculty Of Business Administration
5
Foundations of Teamwork and
Leadership
Lecture Three
Leading with Emotional Intelligence
Presented by:Dr.Ashraf Elsiddig Babiker
Introduction
To lead with emotional intelligence is to inspire,

motivate and introduce a sense of worth, belonging and
confidence.
It is critical for leaders to increase their awareness
of their ability to manage themselves and their
relationships with others.
It involves a thorough understanding
of the component parts of emotional
intelligence and how each one can be developed
in the workplace for greater organizational
effectiveness.
Leader’ is a person within an organization that has
influence over our behaviour. They ‘lead’ us to do certain
things. It may not actually be the manager who influences
you in this way.
It may be a co-worker or someone who reports to you.
Leaders are found at all levels within a company.
What do good leaders do?
 Made me feel inspired to do my best

 Listened to me
 Made me feel like I belong
 Were available to talk to when I needed them
 Made me feel like my work was valued
 Involved me in decisions
 Shared information with me
 Provided feedback on my work
 Honored - Grateful -individual and group achievements
 Listened to ideas and was open to innovation
Very seldom did individuals or groups
identify
“technically knowledgeable” as one of the qualities or
attributes of good leaders.
This is an interesting observation.
If we think in terms of leadership skills, emotional
intelligence can be thought of as the array of competencies
that influence one’s ability to succeed in coping with the
demands and pressures of leading in a corporate
environment.
There are 5 general areas or ‘composite scales’ of
emotional intelligence competencies:
 Intrapersonal
 Interpersonal
 Adaptability
 Stress Management
 General Mood
1 INTRAPERSONAL
Emotional Self-Awareness
The ability to be in touch with one’s emotions.
Benefit: In the workplace, good emotional self-awareness
promotes knowing what one is all about including values and
priorities and the ability to monitor one’s emotions to be able
to use this information to act accordingly and communicate
successfully. Allows one to ‘clear the air’ by addressing issues
directly and promptly, without avoidance which often makes
things worse.
Assertiveness
The ability to speak up when necessary.
Benefit: In the workplace, appropriate assertiveness helps
individuals to contribute fully to all discussions, embrace
conflict, and work more cohesively and to share ideas
effectively.
Good leaders have well-developed assertiveness skills.
Self-Regard
The ability to accept yourself just the way you are.
Benefit: In the workplace, employees who have high self-
regard have better work attitudes and behaviours. High
Self-Regard often leads to better self-confidence which, in
turn, leads to higher performance.
Self-Actualization
The ability to strive to lead a fulfilling life.
Benefit: In the workplace, high self-actualization is
connected with strong motivation and striving to optimize
both individual and team performance. A well-rounded
individual brings more life experience to the job.
Independence
The ability to be free from emotional dependency.
Benefit: In the workplace, the proper balance is for
leaders to ultimately “think for themselves” and yet still
listen to and incorporate ideas from others when
appropriate.
2 INTERPERSONAL
Interpersonal Relationship
The ability to have good quality relationships.
Benefit: In the workplace, good interpersonal
relationships translates into productive working
relationships of trust.
Empathy
The ability to pay attention to what others are feeling. The
ability to care what others are feeling.
Benefit: In the workplace, understanding the impact of
the duties and demands being placed on staff members
creates cohesive relationships of trust. Understanding
others’ experience will help lead others more effectively.
Social Responsibility
The ability to give back. The ability to make a contribution.
Benefit: In the workplace, social responsibility means
going the extra mile to help your colleagues. A good leader
is also a team player. It also means being aware of the
greater good you and how your group can contribute to
society as a whole.
3 ADAPTABILITY
Problem Solving
The ability to be a systematic and stepwise problem solver
and resist the temptation to come up with temporary
‘Band-Aid’ solutions.
Benefit: In the workplace, the method used for problem
solving is critical: viable alternative solutions must be
considered, including a cost/benefit analysis and long-term
implications.
Reality Testing
The ability to be present and to be mindful of what’s really
going on.
Benefit: In the workplace, the focus should be on
practicality and not unrealistic expectations.
Flexibility
The ability to ‘transition’ ones emotions to changing
situations and conditions.
Benefits: In the workplace, those high in flexibility
perform better in positions where tasks are dynamic and
changing.
Those low in flexibility may perform better at more well
defined tasks requiring reliability and consistency.
4 STRESS MANAGEMENT
Stress Tolerance
The ability to withstand adverse events and potentially
stressful situations.
Benefit: In the workplace, effective stress tolerance has
to do with managing reasonable workloads, establishing
clear priorities, and meeting realistic deadlines.
Impulse Control
The ability to resist or delay an impulse – urge-, drive, or
temptation - pull –to act.
Benefit: In the workplace, rash actions can be costly.
Mistakes can often be avoided by simply taking time to
stop and think.
5 GENERAL MOOD
Happiness
The ability to feel satisfied with one’s life, to enjoy oneself
and being with others, and to have fun.
Benefit: In the workplace, a positive atmosphere lifts
spirits and helps overall performance.
Optimism
The ability to see what’s good in each situation.
Benefit: In the workplace, there are such things as self-
fulfilling visions. When staff believe something is possible,
they will often make it happen. An optimistic attitude helps
ward off stress and is inspiring and motivating for others.
DEVELOPING EMOTIONAL INTELLIGENCE
How can leaders develop their emotional intelligence skills?

Let’s first look at how we as human beings develop our
emotional intelligence skills. It begins in infancy when our
significant care givers ‘teach’ us to be comforted and to
comfort ourselves, and later on, to comfort others
In the psychological literature this self-comfort is
called ‘self-soothing.’ This is the beginning of emotional
self- awareness. For example, as toddlers we learn
from significant others that we must control some of our
basic drives and so we learn impulse control. We
get all kinds of messages from our caregivers as we grow
and we incorporate those into our Self Regard,
Independence, etc. All of our experiences contribute to our
developing emotional intelligence skills.
The most interesting thing about this process is that it is
not systematic, nor is it fully intentional, or consistent,
therefore, some people have excellent teachers and learn
their lessons well and others do not.
How do we as adults develop our emotional intelligence
skills if we want to be better? The best way is to work one-
to-one with someone in a coaching or counselling
relationship. After coaching or counselling, group courses
and workshops are the next best way to develop emotional
intelligence skills. There are also a lot of resources
available such as books and websites for those who want
to learn more on their own (contact me for a complete list).
CONCLUSION
Leaders create the context within which we work. They can

create a productive, happy, healthy context where
employees feel valued, inspired, motivated, and where they
feel they can produce their best work. Likewise, leaders
can create the opposite environment where employees feel
dread as they think about entering the work environment
and, given the choice, they would leave the organization at
the first opportunity.
Good leadership is crucial to workers being effective,
hence, to organizations being productive. Leaders must,
therefore, understand how to inspire and ignite passion to
encourage employees to be happy, engaged, and healthy,
so they stay and contribute to their full potential for their
whole careers.
Therefore, managers need to learn how to become inspired
leaders who ignite worker passion and create healthy,
happy, fully engaged work environments. With this kind of
leadership, employees at all levels will feel compelled to
not only excel to their full potential, but keep it up for an
entire career because they feel not only that their hard
work is valued, but that they really belong.

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Garden City University

Faculty Of Business Administration

To lead with emotional intelligence is to inspire,

 Made me feel inspired to do my best

How can leaders develop their emotional intelligence skills?

Leaders create the context within which we work. They can

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