EMOTIONA

L
LEADERSH
P
 emotional leadership is concerned
with the feelings and motivations
of followers.
 it takes the focus completely to the other side
of the spectrum – demanding that leaders be
emotionally intelligent themselves and then
to motivate through the use of that emotional
intelligence.
“Emotional intelligence is 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. Qualities of EI include: self-
awareness, self-regulation, motivation, empathy and
social skills.” (Goleman 1998b, Hyatt, Hyatt & Hyatt,
2007)
 Five elements that
define emotional intelligence:
1. Self awareness
People with high EI understand their emotions
and they don’t let their feelings rule them. They
know their strengths and weaknesses, and they
work on these areas so they can perform better.
2. Self regulation
This is the ability to control emotions and
impulses. People who self regulate typically
don’t allow themselves to become too angry or
jealous, and they don’t make impulsive, careless
decisions. They think before they act.
3. Motivation
People with a high EI are willing to defer
immediate results for long-term success. They are
highly productive,love a challenge, and are
effective in whatever they do.
4. Empathy
This is the ability to identify with and understand
the wants, needs, and viewpoints of those around
you. Empathetic people avoid stereotyping and
judging too quickly, and they live their lives in an
open, honest way.
5. Social skills
People with strong social skills are typically team
players. Rather than focus on their own success, they
help others to develop and shine. They can manage
disputes, are excellent communicators, and are
masters at building and maintaining relationships.
 The Four Components
of Emotional Intelligence

Self-Awareness
• This is how aware you are and how accurately you can assess your
emotions.
• Most of us are so busy with the daily grind that we rarely take a step back
and think about how we’re responding to situations and how we come
across.
• The other source of self awareness is recognizing how others respond to
us. This is often challenging because we tend to see what we want to see.
And we tend to avoid the uncomfortable action of asking others for
feedback.
 To grow in your self awareness, consider building
time for reflection into your day. Also consider
getting into the routine of collecting specific
feedback from people who will be honest and whose
ideas you value. A large study that compiled
thousands of data points found that leaders who
sought out negative feedback were much more self-
aware and effective than those who sought out
positive feedback.
Self-Management
Self-management is your ability to control your emotions.
This component also includes your transparency, adaptability,
achievement, and optimism.  A key factor is whether you
react or respond to situations. Answer these questions:
•When you get an irritating email, do you write back right away?
•Do you sometimes find yourself regretting how you handled yourself,
wishing that you had been more calm and poised?
•Do you lose patience or rush others?
If you said yes to any of these questions, you may be in
the habit of reacting rather than responding. When you
react, you do what comes naturally, which is going with
the emotional part of your brain. When you respond,
you act against what is natural, which is why it is
difficult. You engage the rational part of your brain and
select the best response.
Social Awareness
Your organizational awareness, focus on service, and level of
empathy compose your social awareness. Improve your
organizational awareness by fine-tuning your radar for the
emotional climate in groups, and recognizing power dynamics.

Improve your service orientation by fine-tuning your radar

for your customers’ or clients’ needs. Do this by first and
foremost, always taking personal responsibility even when
things aren’t going well. Other strategies to enhance your
service orientation include being as available and responsive to
your customers as possible, and coming up with a system to
regularly gather feedback.
Relationship Management
Developing others, serving as an inspiring leader and catalyst
for change, collaborating with a high-performing team, and
managing conflict are part of relationship management.
You are high on this characteristic if others perceive you as
likeable and you’re able to work well with diverse groups, even
in the face of stress and conflict.

As you can imagine, to do this requires the 3 characteristics

we just discussed, plus finesse in dealing with others.If you can
create and communicate an inspiring vision and help them to do
difficult things, such as embrace change, you are definitely high
on this characteristic.
Why EI is important in Leadership?
 Working in social contexts is unavoidable – empathizing
with others and understanding their perspectives is a
critical component of effective working relationships

 Regardless of how intellectually gifted we might be,

sometimes our emotions overtake our intellect.
(Maulding, et.al, 2010)
 IQ today gets you hired, but EI gets you
promoted.(Goleman, 1998a, Stephens, 2009)

 Leaders with high emotional intelligence have

stronger relationships with their followers.
(Moore, 2009)
Changes in life are expected and
the process of change has
emotional implication

“In a culture of change,

emotions frequently
run high” (Moore,
2009).
Emotionally intelligent leaders can help manage the
emotions involved with change and help facilitate
desired outcomes in organizations (Maulding, et.al.
2010).

Loss and fear are emotions that typically manifest

themselves during periods of change (Moore, 2009).
Leaders must develop relationships with followers
so they (followers) feel safe making the desired
change that is needed in organizations (Arif &
Sohail, 2009).

Leaders with a high degree of emotional

intelligence and maturity are more capable of
effecting desired social change (Moore, 2009).
 EI in Educational Leadership
“Principal leadership may be the most important factor in
sustainable educational reform.” (Shouppe, 2010)

“Leaders have little direct effect on student outcomes, but

they do have a great indirect influence on student
achievement (Arif& Sohail, 2009; Shouppe, 2010)

 “Being aware of the emotions and moods of staff

members during school reform initiatives or while leading
change, will enable the principal to support and coach
teachers during the change process.” (Moore, 2009)
“A happy educator is a productive one
because there is a
readiness and enthusiasm to complete
tasks and to strive to the attainment of
goals.” (Singh & Manser, 2009)
“A school leader’s ability to control his or her emotions
inspires confidence and contentment in teachers.” (Singh &
Manser, 2008)

“Individuals who are strong in emotional intelligence skills

appear to achieve the positions that they strive for.” (Cliffe,
2011)

“School leader’s EI may be linked to variables conducive to

school improvement, turn-around actions, transformational
leadership and enhanced principal-teacher relationships.”
(Cai, 2011)
Conclusions and Recommendations

Many school leaders are not skilled

with how to deal with the negative
emotions associated with change -
professional development about EI
would be beneficial to all
educational leaders.
Educational leaders need to become aware of their
own emotions and be able to regulate them
appropriately -when leaders are secure with their own
emotionality they are better prepared to invest into
others’ lives and professional development.

Empowering and equipping teachers to assume

leadership roles and make decisions helps to
communicate trust, encourage growth, and promote a
desire to make positive change in schools.
Thank you! 