Interacting and communicating effectively with people around is an essential ingredient for a successful career. With the passage of time and with the increasing importance of clear communication, new concepts and propositions have come into existence. One such contemporary notion that caught my attention and which I have begun to realise is important to understand and develop is ‘Emotional Intelligence’. After a short hiatus, I thought it would be appropriate to re-start blogging for ACCA with a short write-up expressing my views on this area.
Emotional Intelligence has been defined by many authors as the capacity or skill to identify, assess and manage the emotions of one’s own self, of others and of groups. It is nothing but the art of deciphering/perceiving the emotions inherent in communication, attaching meaning to these emotions and adapting one’s behaviour to suit the situation.
Being a developing field of knowledge there are quite a few disagreements as to the definition and meaning of emotional intelligence. However quite a few writers have made significant contributions in this regard to bring out some clarity on the meaning, applicability and measurability of Emotional Intelligence.
In daily life and at work place, being emotionally intelligent can pay huge dividends. A successful manager is often able to identify the social needs, fears, and apprehensions of those around. This understanding is then used to direct one’s behaviour so as to support the needs and underlying aspirations of others. This helps build strong and long-standing relationships, which further help in better work-flow and in enhancing individual and group productivity.
Conflicts and misunderstandings are often a result of impersonal and emotionally detached communication. There are times when one is irritated, de-motivated and disturbed and at such times even the slightest of disagreements may be blown out of proportion. It is in such circumstances that the ability to perceive, take on board, consider and control emotions plays a vital role. There is perhaps now an increasing understanding of the fact that the best of managers neither adopt a purely rational approach to decision taking; nor do they make emotionally driven decisions (which can be dangerous!). It is rationality combined with emotional intelligence that results in the best of decisions.
In leading a team/group, managers play a critical role in seeking, disseminating information and motivating people to perform. In fulfilling such a role, the ability to perceive, understand and control the emotions of oneself and those around is what distinguishes a transformational leader from a transactional leader. It is my earnest desire that all of us as students, affiliates or members of ACCA strive to enhance our emotional intelligence and thereby become better leaders.
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