Emotional management is vital for leadership development since it assists in coming up with the solutions to difficult scenarios in the business world (Ashkanasy & Daus 2002). This aspect is not only applicable to business leaders but all kind of leadership. Emotional intelligence affects the employee’s attitude and behavior at work.
The importance can be supported by the New York police department unit that has embraced training of the officers in matters to do with hostage negotiations. Using emotional intelligence helps neutralize situations that are rather extreme (Misino, 2002). Emotional intelligence requires that the leader be able to understand what that the other party needs, and following the rule of thumb, politeness in handling such matters also help to minimize losses and damage. It also would involve lying and make the other party believe a part of a story which will sway him or her to do the right.
Anyone can practice emotional intelligence, and in many instances, after one comes across several problems that need to be solved, one gains experience that inculcates good leadership ability (Misino, 2002). Some of the skills such as excellent listening skills are assets that a good leader should have but develop with time. Managers with emotional intelligence can understand the emotional climate among the employees and address matters accordingly. Emotional intelligence is essential training for the employees since it shall enhance their pro-activeness in the company (Ashkanasy & Daus 2002). Emotional intelligence acts as a motivation tool by the managers to the employees by offering rewards. It tends to create a friendly working environment and is also used to enhance change in company culture.
Emotional intelligence is essential in the working places to assist in choosing employees and helping to manage their activities (Ashkanasy & Daus 2002). Further, the skill enhances teamwork through leaders’ abilities to influence employees. An example of practical use of emotional intelligence is a case of a hostage negotiating team which collectively has many people working together to achieve a common objective.
- Ashkanasy, N. M., & Daus, C. S. (2002). Emotion in the workplace: The new challenge for managers. The Academy of Management Executive, 16(1), 76-86.
- Misino, D. J. (2002). Negotiating without a net. A conversation with the NYPD’s Dominick J. Misino. Harvard business review, 80(10), 49-52.