By Jonathan H. Westover, PhD
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Abstract: This article examines the importance of emotional intelligence for effective 21st century leadership. It defines emotional intelligence as having four key components - self-awareness, self-management, social awareness, and relationship management - which allow leaders to connect with others, navigate social situations effectively, and make well-rounded decisions. A review of research finds strong correlations between higher emotional intelligence and stronger leadership abilities across industries, as emotionally intelligent leaders inspire higher employee engagement, make strategic choices considering both logic and emotions, and effectively develop talent through understanding others' perspectives. The article provides practical strategies for leaders to develop their emotional skills and illustrates real-world examples, arguing that focusing on emotional intelligence through self-reflection, active listening, role-playing, and soliciting regular feedback is crucial for leaders seeking to reach their full leadership potential and positively transform their organizations.
In today's fast-paced, constantly changing business environment, leadership looks very different than it did just a few decades ago. Leadership is no longer about commanding authority from the top-down; it is about empowering, inspiring and guiding talent throughout all levels of an organization. Effective 21st century leaders understand that their most important role is supporting the well-being, growth and success of their people. To truly support others, leaders must not only understand business strategies and trends - they must understand human nature. They must have high emotional intelligence.
Today we will explore the research behind emotional intelligence and its importance for leadership effectiveness.
Defining Emotional Intelligence
Before delving into how emotional intelligence relates to leadership, it is important to first define what emotional intelligence is. Early research on the concept of emotional intelligence began in the 1990s through the work of psychologist Peter Salovey and professor John Mayer. They defined emotional intelligence as "the ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth." Subsequent researchers Drs. Daniel Goleman and Richard Boyatzis further expanded the concept and defined it as a set of skills that influence how one understands themselves and others, and how to deal with challenging emotions and relationships. Some key components of emotional intelligence include:
Self-awareness - The ability to recognize one's own emotions and how they impact behaviors, thoughts and decisions.
Self-management - The ability to use awareness of emotions to stay flexible and positively direct behaviors. This includes controlling impulses and managing stress.
Social awareness - The ability to understand emotions, needs and concerns of others, including those different from oneself.
Relationship management - The ability to use emotional awareness to manage interactions, communicate effectively, inspire and influence others.
Together these components allow one to connect with others, navigate complex social situations successfully and make informed decisions that account for how emotions impact outcomes. Research shows these "soft skills" are as important as IQ for leadership success.
The Research Foundation for Emotional Intelligence and Leadership
A substantial body of research has found strong correlations between high emotional intelligence and strong leadership abilities across various industries and organizational levels. Some key findings from this research include:
Emotional Intelligence Predicts Effectiveness: Studies have shown emotional intelligence competencies can predict leadership performance better than IQ or technical skills alone. In one study of Fortune 500 executives, emotional intelligence was found to be the strongest predictor of performance for senior leadership roles. When assessing leadership derailment factors, low emotional intelligence was the strongest predictor.
Emotionally Intelligent Leaders Inspire Engagement: Leaders high in emotional intelligence are better able to inspire enthusiasm and win the trust of their people. One study found organizations with emotionally intelligent leaders had higher employee engagement levels and lower levels of burnout. People want to work for and follow leaders who care about them on a human level.
Emotional Intelligence Drives Decision Making: Leaders with high emotional intelligence make decisions considering both logic and emotions. They gather perspectives from all areas and can understand different emotional reactions to possible choices and outcomes. This leads to well-rounded, inclusive decisions that consider all angles and are more likely to be embraced by teams.
Developing Others Effectively Relies on Emotional Skills: Coaching and developing talent requires understanding others' strengths, weaknesses, development needs and how to motivate them. Leaders need strong relationship management and awareness skills to do this successfully long-term. Research shows developing emotional intelligence can help leaders strengthen these coaching abilities.
Overall, emotional intelligence provides essential competencies for any leadership role looking to inspire teams, build trust, drive engagement and make strategic choices that uplift organizations sustainably over time. The research establishes a clear case that focusing on developing emotional skills is crucial for leaders seeking to reach their full potential.
Practical Application: Developing and Using Emotional Intelligence as a Leader
Now that the foundation has been laid for why emotional intelligence matters greatly for leadership effectiveness, the remainder of this essay will discuss practical ways for leaders to develop and apply their emotional skills. Doing so allows a leader to truly "lead with heart" in a way that positively transforms cultures and businesses.
Developing Self-Awareness
To strengthen self-awareness, leaders should:
Assess themselves using emotional intelligence tests to highlight strengths/weaknesses
Maintaining a self-reflection journal tracking reactions, stress triggers, triggers for negative emotions
Solicit 360-degree feedback from reports highlighting blindspots
Use mindfulness meditation to increase attention on inner experiences
Improving Self-Management
To strengthen self-management skills:
Create a personal development plan focusing on top priorities like stress management
Set small, measurable goals like pausing before reacting to difficult situations
Participate in role-playing scenarios to practice controlling impulses
Evaluate triggers making goals difficult and adjust approach accordingly
Enhancing Social Awareness
To build stronger social awareness:
Observe team members closely, asking questions to understand their experiences
Shadow team members' roles for a day to gain new perspectives
Conduct informal interviews to learn about employees' emotional needs
Actively solicit feedback on a regular basis to stay attuned
Maximizing Relationship Management
To maximize relationships:
Inspire optimism in challenging times through genuine, empathetic communication
Recognize efforts of employees, celebrating successes to win loyalty
Resolve conflicts by addressing underlying emotions respectfully
Model desired behaviors like compassion to build an emotionally intelligent culture
Example Application in Industries
Technology Companies
At Apple, CEO Tim Cook makes time each week to walk around meeting employees, learning about their lives personally and professionally. This maintains connection and awareness that fuels Apple's innovative culture and empowers workers. Similarly, LinkedIn founder Reid Hoffman teaches managers to have caring, two-way conversations that affirm shared humanity.
Healthcare Organizations
Cleveland Clinic CEO Dr. Tom Mihaljevic treats each employee, patient and family member with empathy, respect and care. He acknowledges emotionally challenging situations and offers counsel. This reduces burnout across 50,000+ staff while improving patient satisfaction. Mayo Clinic leaders also solicit regular employee well-being feedback and take initiative to address needs.
Manufacturing Companies
Toyota president Akio Toyoda leads with a philosophy of "respect for people" through active listening. On tours, he asks thoughtful questions to understand each person's role. Toyota also provides extensive coaching for leaders emphasizing emotional skills. This fosters their record quality and safety through engaged, empathetic leaders at all levels.
Conclusion
Effective leaders are those who develop strong self-awareness, self-management, social awareness and relationship management skills through intentional effort and practices. They lead with heart by applying these skills every day to understand others' perspectives, solve problems collaboratively, build trusting relationships and inspire teams. When leaders make emotional intelligence a priority through focused development and demonstration of caring behaviors, they positively transform cultures, empower talent and achieve sustainable business results. In summary, in order to truly implement 21st century leadership that uplifts both people and companies, leading with heart through emotional intelligence is absolutely critical.
References
Salovey, P., & Mayer, J. D. (1990). Emotional intelligence. Imagination, cognition and personality, 9(3), 185-211.
Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ. New York: Bantam Books.
Boyatzis, R. E., Goleman, D., & Rhee, K. (2000). Clustering competence in emotional intelligence: Insights from the Emotional Competence Inventory (ECI). In R. Bar-On & J.D.A. Parker (Eds.), Handbook of emotional intelligence (pp. 343–362). San Francisco: Jossey-Bass.
Riggio, R. E., & Reichard, R. J. (2008). The emotional and social intelligences of effective leadership: An emotional and social skill approach. Journal of Managerial Psychology, 23(2), 169–185. https://doi.org/10.1108/02683940810850808
Cavallo, K., & Brienza, D. (2006). Emotional competence and leadership excellence at Johnson & Johnson: The emotional intelligence and leadership study. Retrieved from http://www.eiconsortium.org/pdf/JJ_ei_study.pdf
Lindebaum, D., & Cartwright, S. (2010). A critical examination of the relationship between emotional intelligence and transformational leadership. Journal of Management Studies, 47(7), 1317-1342. https://doi-org.proxy.library.upenn.edu/10.1111/j.1467-6486.2010.00933.x
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2024). Leading with Heart: The Importance of Emotional Intelligence for Effective 21st Century Leadership. Human Capital Leadership Review, 13(4). doi.org/10.70175/hclreview.2020.13.4.9
