Emotional Intelligence and Leadership

Authors

  • Tinatin Charkhalashvili
  • Tamar Kapanadze

DOI:

https://doi.org/10.52340/bal/2023.16.02.09

Keywords:

Leadership, Emotional intelligence, Social skills, Manager

Abstract

Social groups in modern society are governed by leaders. This confirms the fact that the leader is the person who, compared to other members of the group, has the strongest ability to manage crisis situations and cope with existing challenges. Managing these complexities requires an outstanding leader, not just a good leader. What is the difference between an outstanding leader and a good leader? Emotional intelligence researcher Daniel Goleman argues that it's not just about IQ or technical skills. It's emotional intelligence: a set of five skills that enable the best leaders to maximize the performance of themselves and others. When the sum of the emotional intelligence (EI) abilities of a company's top managers exceeds a critical threshold, their departments exceed their goals by 20% annually.

            According to the most common definition, emotional intelligence is the ability to perceive, understand, express, manage and regulate emotions. It can be said that, in fact, this definition combines the main components of all the models that exist today. The components of emotional intelligence are: self-awareness, self-regulation, motivation, empathy, social skills. Emotional intelligence researchers argue that each of us is born with certain emotional intelligence skills, and these skills can be strengthened through constant practice and feedback from colleagues or coaches.

            Accordingly, this paper focuses on the importance of emotional intelligence as one of the most important and necessary skills that an outstanding leader needs.

            While working on the article, both Georgian and foreign sources - scientific papers, individual publications - were processed. The analysis of the literature processed by us allowed us to create a vision for the issue.

Author Biographies

Tinatin Charkhalashvili

Doctor of Social Sciences

Technical University of Georgia, Assistant Professor

Tamar Kapanadze

PhD in Public Administration

Grigol Robakidze University

References

HBR’s 10 Must Reads on Emotional Intelligence. 2011 Harvard Business School Publishing Corporation, Published by arrangement with Harvard Business Review Press;

Thorndike E. L. Intelligence and its uses // Harper's Magazine. 1920;

Hunt, N., and Evans. D. (2004) Predicting traumatic stress using emotional intelligence. Behavior Research and Therapy;

Goleman, D. (1998). Working with emotional intelligence. New York: Bantam Books;

Mayer J.D., Salovey P., Caruso D.R., Sitarenios G. Emotional intelligence as a standard intelligence // Emotion. 2001;

Caruso D.R., Mayer J.D., Salovey P. (2002). Relation of an ability measure of emotional intelligence to personality // Journal of Personality Assessment. 2002;

Goleman, D. (1998). Working with emotional intelligence. New York: Bantam Books

Caruso D.R., Mayer J.D., Salovey P. (2002). Relation of an ability measure of emotional intelligence to personality // Journal of Personality Assessment. 2002;

Mayer J.D., Caruso D.R., Salovey P. Emotional Intelligence meets traditional standards for an intelligence // Intelligence. 1999;

Bar-On, R. (2000). Emotional and social intelligence: Insights from the Emotion Quotient Inventory. In R. Bar-On & J. Parker (Ed's.), The Handbook of Emotional Intelligence. San Francisco: Jossey-Bass;

Goleman, D. (1998). Working with emotional intelligence. New York: Bantam Books;

Careerbulider Survey, Seventy-One Percent of Employers Say They Value Emotional Intelligence over IQ, According to CareerBuilder Survey, Press Room, 2011.

Published

2023-10-03

How to Cite

Charkhalashvili თ., & Kapanadze თ. (2023). Emotional Intelligence and Leadership. Business and Legislation, 16(2), 75–78. https://doi.org/10.52340/bal/2023.16.02.09