In the modern workplace, emotional intelligence has emerged as a highly sought-after interpersonal skill for leaders, surpassing the conventional intelligence quotient (IQ). According to a study conducted by the Center for Creative Leadership, 75% of career setbacks are due to emotional competencies, such as challenges in managing interpersonal issues, ineffective team leadership during periods of adversity or conflict, and difficulties in adapting to change or building trust. 

In this blog, we’ll look at how you can lead and manage your team by applying Daniel Goleman’s psychological theory of emotional intelligence. 

What is emotional intelligence? 

The term ‘emotional intelligence’ originated in 1990 when Peter Salavoy and John Mayer introduced it in their article titled ‘Emotional Intelligence’ 

It refers to ‘our capability to recognise, manage, and communicate emotions’ according to psychologist Daniel Goleman who popularised emotional intelligence through his book Emotional Intelligence: Why It Can Matter More Than IQ. 

Leadership gains strength through emotional intelligence, allowing us to circumnavigate interpersonal relationships with wisdom and empathy. 

Effectively leading by establishing emotional connections with team members is crucial for leadership success. This is largely due to the profound impact a leader’s emotional impact can have on employee engagement and productivity. 

Golman’s emotional intelligence model 

Daniel Goleman created a simple model with five important domains for emotional intelligence, along with skills that anyone can learn to boost their emotional intelligence. These domains are broken down into three personal skills and two social skills. It’s a handy guide for leaders to develop and use emotional intelligence in their leadership. 

Self-awareness 

Knowing and understanding your own emotions is the foundation of emotional intelligence. Daniel Goleman suggests practical ways to improve self-awareness, like keeping a journal, seeking feedback, and engaging in discussions.  

For example, if you’re a manager who isn’t very self-aware, it may be hard for you to recognise and understand your own emotions and thoughts. This can lead to difficulties in controlling your behaviour and making good decisions. 

On the other hand, if you’re a manager with high self-awareness, you can recognise and understand your own emotions and thoughts, and how they affect your behaviour and decision-making. 

2. Self-regulation 

The second personal skill is self-regulation, which means skillfully controlling emotions, especially in tough situations. While self-awareness is the foundation, self-regulation is about managing emotions and staying calm and composed. Leaders who are good at this can handle challenges calmly and make logical decisions, even when emotions are high. 

Practicing self-regulation is important, and it brings rewards. It makes you approachable, helps in handling conflict, creates a nurturing environment, and sets a reliable example in leadership. 

3. Motivation 

The third personal skill is motivation, which means having the determination to keep going despite challenges. Successful leaders not only understand and manage their emotions but also show resilience and drive to achieve goals even when faced with setbacks. Goleman highlights the importance of intrinsic motivation – finding purpose (your ‘why’) and passion within oneself – as a key element of effective leadership. 

4. Empathy 

Moving into the social aspects of emotional intelligence, the fourth domain is empathy. This means recognising and understanding the emotions of others – a skill that helps build strong connections with people. Leaders with empathy can understand the feelings of their team, clients, or collaborators, improving communication and creating a supportive workplace. Being empathic as a leader means you’re a good listener and interpreter, attuned to body language and facial expressions. You can put yourself in someone else’s shoes.

5. Social skills 

The fifth and final domain is social skills, which are the ability to navigate the social landscape smoothly. Leaders with strong social skills can read the emotional dynamics of a situation, anticipate reactions, and respond effectively. Being a ‘people person’ is particularly valuable in leadership roles where collaboration, negotiation, and teamwork are key.  

Building a strong rapport with your team is essential, not only for good leadership but also for boosting staff productivity and increasing loyalty. Solid social skills, including active listening, verbal and nonverbal communication, leadership, and persuasiveness, enable you to connect effectively with your team. 

The Chimp Paradox 

As leaders work on improving emotional intelligence, another helpful resource that follows Goleman’s principles is ‘The Chimp Paradox’.  

Developed by psychiatrist Dr Steve Peters, this idea delves into our emotional ‘chimp,’ symbolising our instinctive and emotional reactions. The Chimp Paradox highlights the significance of managing our emotional chimp to make logical decisions and nurture positive relationships, aligning well with emotional intelligence principles. 

Final thoughts on emotional intelligence 

In short, emotional intelligence in leadership isn’t a ‘soft option’. It helps leaders deal with modern work challenges, build good relationships, and encourage teamwork.  

If your emotional intelligence could do with a little boost, Cube Learning and Development offers customised training and development programs for teams, along with personal coaching for modern leadership and brand improvement. For a no-obligation discussion about this and our other training, contact Chris Burton at 07879 602002.