Self-efficacy, the confidence in a personal capacity to accomplish goals, is impacted by internal and external factors such as prior successes and failures, social models, resiliency, and reinforced behaviors (Bandura, 1994). Confidence is a subjective feeling that propels a person to select particular behaviors and actions. This is a beneficial attribute for leaders as they make decisions, set an example for others, and endeavor to accomplish organizational goals.
Emotional Intelligence
Cultural Intelligence for Leaders (2012) reveals that emotional intelligence can be assessed by the level of competence in Goleman’s five skills:
· Knowing your emotions
· Managing your emotions
· Change based on your emotions
· Recognizing emotions in others
· Handling relationship
The ability to identify your emotions, acknowledge your present state, understand the emotions of others, and then cognitively deciding how to proceed with particular behaviors to develop the desired outcome, builds self-efficacy as well as enhances observable leadership traits that followers will seek.
Mindfulness
Experiencing the present moment in a non-judgmental observation heightens awareness of the self and surroundings (Cultural Intelligence for Leaders, 2012). Mindfulness is a process of observation, acceptance, and reflection, particularly helpful in leadership self-efficacy to diminish bias, judgment, disagreement, and prejudice. Mindfulness accepts desirable and undesirable experiences, at an emotional distance. Improving the ability to disconnect improves confidence in calmly assessing situations, as leaders, before reacting.
Mindlessness
Contrary to mindfulness is mindlessness, which is a committed narrow vision based only on our perception of reality which can be developed from habits, repetition, or experiences (Cultural Intelligence for Leaders, 2012). Mindlessness limits self-efficacy by diminishing the consideration of alternate possibilities, creativity, and belief in the ability to overcome, thereby decreasing confidence. The impact for someone in a leadership role is that they may not take reasonable risks, encourage their team, or believe the goal is attainable.
Ovans (2015) reports that functional magnetic resonance imaging, allowing observation of brain activity, facilitated research on emotional aspects that suggests rational and emotional thinking are integrated, leading to consideration that while logical strategies may lead to success, interacting on an emotional level is more likely to foster relationships that are necessary to meet objectives. Emotions are catalysts for action. Uncontrolled emotions can create ineffective or obtrusive leadership behavior. However, managed emotional responses are powerful for leaders to spark them to take calculated risks, integrate culturally diverse teams, exhibit enthusiasm for tasks, and build relationships. Succinctly, emotions are motivators to get things done.
How Learning To Develop An Optimistic Perspective Of Emotions Benefits A Leader
Humphrey (2012) describes emotional labor as a means for leaders to direct their own emotions and select advantageous responses to others’ emotions. The objective of managing emotions is to produce a positive outcome. Humphrey also encourages that effective leaders who develop emotional labor skills build trusting relations with others, meet or exceed objectives, and portray enthusiasm. Leaders who have a positive attitude about emotions can adapt skills to enhance positive emotions, assuage negative emotions, and be more comfortable with emotions in general, resulting in a leadership style that others can depend on for consistency, strength, and guidance to stay focused on goals.
Leaders with mindfulness skills to observe and experience another person’s emotional state, might guide that person’s response in a way that is beneficial to accomplishing a task. Awareness of others’ emotions and the ability to affect an emotional state is seen in Peter Salovey’s example of his meeting with former President Clinton, who exhibited empathy to create a relaxed atmosphere (Yale University, 2010). Additionally, mindfulness involves identifying your own emotions, not necessarily reacting to them. Adler emphasizes the importance of understanding our emotions because they manifest faster than we are cognitively aware of them (UC Davis Extension, 2017). Leaders who are not only cognizant of this, but influence responses to emotional states, increase the probability of effectively managing a team that brings a variety of background factors that impact emotions.
Repetitive thoughts focused on limitations, which are characteristic of mindlessness, creates barriers to creativity, innovation, and confidence. Negative outside or internal influences can become engrained internal thoughts of inability, or helplessness. The repetition and belief in the negative thought can turn the message into an unconscious attribute (Cultural Intelligence for Leaders, 2012).
Believing that one cannot do or achieve something, leads to dependence on others rather than leading others. Learned helplessness detracts from a leader’s confidence and self-efficacy, yet leaders are in a position where others observe and may even mimic their behavior. While transactional leaders respond with positive and negative feedback, transformational leaders effect changes in values, behaviors and aspirations (McColl-Kennedy & Anderson, 2002). Leaders with a high preponderance of learned helplessness are likely to have lower self-efficacy and fail to portray optimal transformation leadership attributes.
Conclusion
Emotions are valuable elements in leadership, as excitement generates interest and energy, fear invokes caution, anger stimulates boundaries and drive, while sadness reduces bias, according to Forgas (2014). Effective leaders acknowledge and manage emotions, in conjunction with rational thinking, to develop strategic plans and motivate employees. Emotions are often manifested as a response to stimuli and effective leaders take the opportunity to adapt their own responses as well as influence emotional responses in others.
References
Bandura, A. (1994). Self-efficacy. In V. S. Ramachaudran (Ed.), Encyclopedia of human
Behavior, 4, pp. 71-81. New York: Academic Press. (Reprinted in H. Friedman [Ed.], Encyclopedia of mental health. San Diego: Academic Press, 1998). Retrieved from https://www.uky.edu/~eushe2/Bandura/BanEncy.html
Cultural Intelligence for Leaders (2012). Saylor Academy. Creative Commons by-nc-sa 3.0.
Forgas, J.P. (2014, June 4). Four Ways Sadness May Be Good for You. Greater Good
Magazine. Retrieved from https://greatergood.berkeley.edu/article/item/four_ways_sadness_may_be_good_for_you
Humphrey, R. (2012). How do leaders use emotional labor? Journal of Organizational Behavior,
33(5), 740-744. Retrieved from http://www.jstor.org/stable/23250910
McColl-Kennedy, J.R. & Anderson, R.D. (2002). Impact of Leadership Style and Emotions on
Subordinate Performance. The Leadership Quarterly, 13, p.545-559. Retrieved from http://ayubsmaterial.weebly.com/uploads/8/8/2/7/8827385/leadershipstyleemotions.pdf
Ovans, A. (2015, April 28). How Emotional Intelligence Became a Key Leadership Skill.
Harvard Business Review. Retrieved from https://hbr.org/2015/04/how-emotional-intelligence-became-a-key-leadership-skill
Yale University (2010, Jul 27). Emotional Intelligence and Leadership. [Video File]. Retrieved
from: https://www.youtube.com/watch?v=0k8TcF-3ofY
UC Davis Extension (2017, Jan 2). Emotional Intelligence: How Good Leaders Become Great –
UC Davis Executive Leadership Program. [Video File]. Retrieved from: https://www.youtube.com/watch?v=HA15YZlF_kM
Emotional Intelligence
Cultural Intelligence for Leaders (2012) reveals that emotional intelligence can be assessed by the level of competence in Goleman’s five skills:
· Knowing your emotions
· Managing your emotions
· Change based on your emotions
· Recognizing emotions in others
· Handling relationship
The ability to identify your emotions, acknowledge your present state, understand the emotions of others, and then cognitively deciding how to proceed with particular behaviors to develop the desired outcome, builds self-efficacy as well as enhances observable leadership traits that followers will seek.
Mindfulness
Experiencing the present moment in a non-judgmental observation heightens awareness of the self and surroundings (Cultural Intelligence for Leaders, 2012). Mindfulness is a process of observation, acceptance, and reflection, particularly helpful in leadership self-efficacy to diminish bias, judgment, disagreement, and prejudice. Mindfulness accepts desirable and undesirable experiences, at an emotional distance. Improving the ability to disconnect improves confidence in calmly assessing situations, as leaders, before reacting.
Mindlessness
Contrary to mindfulness is mindlessness, which is a committed narrow vision based only on our perception of reality which can be developed from habits, repetition, or experiences (Cultural Intelligence for Leaders, 2012). Mindlessness limits self-efficacy by diminishing the consideration of alternate possibilities, creativity, and belief in the ability to overcome, thereby decreasing confidence. The impact for someone in a leadership role is that they may not take reasonable risks, encourage their team, or believe the goal is attainable.
Ovans (2015) reports that functional magnetic resonance imaging, allowing observation of brain activity, facilitated research on emotional aspects that suggests rational and emotional thinking are integrated, leading to consideration that while logical strategies may lead to success, interacting on an emotional level is more likely to foster relationships that are necessary to meet objectives. Emotions are catalysts for action. Uncontrolled emotions can create ineffective or obtrusive leadership behavior. However, managed emotional responses are powerful for leaders to spark them to take calculated risks, integrate culturally diverse teams, exhibit enthusiasm for tasks, and build relationships. Succinctly, emotions are motivators to get things done.
How Learning To Develop An Optimistic Perspective Of Emotions Benefits A Leader
Humphrey (2012) describes emotional labor as a means for leaders to direct their own emotions and select advantageous responses to others’ emotions. The objective of managing emotions is to produce a positive outcome. Humphrey also encourages that effective leaders who develop emotional labor skills build trusting relations with others, meet or exceed objectives, and portray enthusiasm. Leaders who have a positive attitude about emotions can adapt skills to enhance positive emotions, assuage negative emotions, and be more comfortable with emotions in general, resulting in a leadership style that others can depend on for consistency, strength, and guidance to stay focused on goals.
Leaders with mindfulness skills to observe and experience another person’s emotional state, might guide that person’s response in a way that is beneficial to accomplishing a task. Awareness of others’ emotions and the ability to affect an emotional state is seen in Peter Salovey’s example of his meeting with former President Clinton, who exhibited empathy to create a relaxed atmosphere (Yale University, 2010). Additionally, mindfulness involves identifying your own emotions, not necessarily reacting to them. Adler emphasizes the importance of understanding our emotions because they manifest faster than we are cognitively aware of them (UC Davis Extension, 2017). Leaders who are not only cognizant of this, but influence responses to emotional states, increase the probability of effectively managing a team that brings a variety of background factors that impact emotions.
Repetitive thoughts focused on limitations, which are characteristic of mindlessness, creates barriers to creativity, innovation, and confidence. Negative outside or internal influences can become engrained internal thoughts of inability, or helplessness. The repetition and belief in the negative thought can turn the message into an unconscious attribute (Cultural Intelligence for Leaders, 2012).
Believing that one cannot do or achieve something, leads to dependence on others rather than leading others. Learned helplessness detracts from a leader’s confidence and self-efficacy, yet leaders are in a position where others observe and may even mimic their behavior. While transactional leaders respond with positive and negative feedback, transformational leaders effect changes in values, behaviors and aspirations (McColl-Kennedy & Anderson, 2002). Leaders with a high preponderance of learned helplessness are likely to have lower self-efficacy and fail to portray optimal transformation leadership attributes.
Conclusion
Emotions are valuable elements in leadership, as excitement generates interest and energy, fear invokes caution, anger stimulates boundaries and drive, while sadness reduces bias, according to Forgas (2014). Effective leaders acknowledge and manage emotions, in conjunction with rational thinking, to develop strategic plans and motivate employees. Emotions are often manifested as a response to stimuli and effective leaders take the opportunity to adapt their own responses as well as influence emotional responses in others.
References
Bandura, A. (1994). Self-efficacy. In V. S. Ramachaudran (Ed.), Encyclopedia of human
Behavior, 4, pp. 71-81. New York: Academic Press. (Reprinted in H. Friedman [Ed.], Encyclopedia of mental health. San Diego: Academic Press, 1998). Retrieved from https://www.uky.edu/~eushe2/Bandura/BanEncy.html
Cultural Intelligence for Leaders (2012). Saylor Academy. Creative Commons by-nc-sa 3.0.
Forgas, J.P. (2014, June 4). Four Ways Sadness May Be Good for You. Greater Good
Magazine. Retrieved from https://greatergood.berkeley.edu/article/item/four_ways_sadness_may_be_good_for_you
Humphrey, R. (2012). How do leaders use emotional labor? Journal of Organizational Behavior,
33(5), 740-744. Retrieved from http://www.jstor.org/stable/23250910
McColl-Kennedy, J.R. & Anderson, R.D. (2002). Impact of Leadership Style and Emotions on
Subordinate Performance. The Leadership Quarterly, 13, p.545-559. Retrieved from http://ayubsmaterial.weebly.com/uploads/8/8/2/7/8827385/leadershipstyleemotions.pdf
Ovans, A. (2015, April 28). How Emotional Intelligence Became a Key Leadership Skill.
Harvard Business Review. Retrieved from https://hbr.org/2015/04/how-emotional-intelligence-became-a-key-leadership-skill
Yale University (2010, Jul 27). Emotional Intelligence and Leadership. [Video File]. Retrieved
from: https://www.youtube.com/watch?v=0k8TcF-3ofY
UC Davis Extension (2017, Jan 2). Emotional Intelligence: How Good Leaders Become Great –
UC Davis Executive Leadership Program. [Video File]. Retrieved from: https://www.youtube.com/watch?v=HA15YZlF_kM
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