Developing Emotionally Intelligent Leadership

Abstract

In Chapter 6 we outlined the way in which our thinking about the nature of effective leadership has developed. We argue that, in today’s volatile, uncertain, complex and ambiguous environment, we need to think about leadership as a relational process that engages people and facilitates them in realising their potential and contributing to the goals of the organisation. Furthermore, we suggested that within this framework leaders require strong levels of EI. We presented evidence to support this assertion, based on a range of empirical studies.¹ Based on the developments in leadership thinking and a review of the leadership context (see Chapter 6) an engaging and facilitating approach to leadership requires a combination of emotional intelligence (EQ), cognitive competencies (IQ) and managerial competencies (MQ). Thus we proposed that: