Leadership Styles And Emotional Intelligence - 1160 Words

Social Skills The final component to EI is social skills, which is based on communication (Rey Extremera, 2014; Sadri, 2012). Individuals with dynamic social skills are capable of hearing and dealing with unpleasant situations as well as pleasant. These leaders can garner support for new projects not only through words but actions as well; they set an example by their behaviors. To develop or advance social skills leaders can improve conflict resolution skills and offer sincere praise (Rey Extremera, 2014; Sadri, 2012). Part of developing effective social skills or intelligence is increasing organizational awareness (Boyatzis, 2011). Organizational awareness is the ability to recognize and comprehend the overt and covert emotional†¦show more content†¦These leaders seek to encourage compliance with existing organizational goals and performance expectations and often must operate under strict time and resource constraints and provide a system of rewards or punishments (Deichmann Stam, 2015; Weinberger, 2003). Although literature pertaining to transactional leadership and EI is limited because this type of leadership has not been identifying as having a foundation based on emotion, there is evidence to suggest that EI can facilitate transactional leadership (Weinberger, 2003). Because a subordinate’s perception of reward is the underlying foundation for compliance, a leader with EI is able to identify the appropriate reward for the desired outcomes and modify the reward system to c ompensate for changes in subordinates (Weinberger, 2003). Transformational Leadership Transformational leadership concentrates on growing employee motivation and engagement; these leaders endeavor to link employee and organizational values (Brown, 2014; Fà ¸llesdal Hagtvet, 2013). This suggests that EI is an important aspect of this type of leadership on two levels (Brown, 2014). First, leaders seek to engage and influence followers. To accomplish this object, leaders need self-awareness and self-regulation. Second, transformational leaders acknowledge that in order to motivate and influence the behaviors of