EMOTIONAL INTELLIGENCE REPORT.

Running Head: EMOTIONAL INTELLIGENCE REPORT
Emotional Intelligence Report
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EMOTIONAL INTELLIGENCE REPORT 2
Introduction
Over the past decades, organizations work teams have been diverse with different
emotional stability causing the need for leaders to have the emotional intelligence skills.
Emotional intelligence refers to the ability of one to read, understand and manage own emotions
as well as others to have cordial co-existence (Panait, 2017). The skill is significant among
today’s leaders since the success of an organization is dependent on the efficiency of the
workforce and the entire organization since it focuses on how to asses people, how to create a
good relationship, how to integrate beliefs and experience, how to reduce change resistance and
conflict management. Thus the current paper is a report to the executive meeting entailing factors
of emotional intelligence and how each factor contributes to the leadership effectiveness.
Additionally, the report contains how to develop EI and measurement strategies.
Leadership is conceptualized as the process of leading team members in a particular
direction. Thus every leader is required to understand his/her pulse as well as those of the
employees. This is achievable through having emotional intelligence capability to create open
communication, trust, and empathy among other emotional aspects. Emotional intelligence has
different factors that influence a leader’s capability to efficiently managing the business with
varied stakeholders (Encarnação, Soares & Faria, 2018). These factors are self-awareness, self-
regulation, self-motivation, empathy, and social skills.
Self-awareness refers to an individual introspection capability to evaluate strengths,
weakness, emotions, as well as separate people from the environment. The skills allow people to
understand other people’s attitudes towards you. In the current business world, employees look
upon the leaders for motivation towards the achievement of the goals (Sengupta, 2018). Thus

EMOTIONAL INTELLIGENCE REPORT 3
successful leaders tend to have strong emotional-awareness that allows them to identify the
existing gaps in the management skills, make concretive decisions and create a good business
culture through learning the employees’ emotions.
The second factor is self-regulation that refers to the ability to respond and manage
emotions by applying the self-regulation theory. Through this, one can decide on what to think,
say, feel and do, thus control any emotional situation that might worsen (Xie, Hensley, Law &
Sun, 2017). The skill is essential to leaders since allows them to harness and direct emotional
power towards trust building among the employees which in turn enhance moral and satisfaction
and organizational effectiveness. Effective self-regulation takes place within two contexts: Bad
and good pressure. The bad pressure happens when leaders fail to self-regulate the emotions thus
building up stress in the working environment, while the good pressure happens leaders identify
the source of stress and manage to create a good working environment.
The third factor is self-motivation that refers to the ability to accomplish a particular task
without other people influence. Thus such people tend to accomplish a particular task even when
they are challenging. The skill also allows people to continue learning things that are supposed to
be learned to enhance the probability of achieving a particular goal (Gilbert & Kelloway, E.
2018). Self-motivation is an essential element in the current leadership since leaders achieve
through the example, thus must be motivated first before motivating the employee to achieve a
particular goal. Gilbert and Kelloway (2018), state that a leader is responsible for building as
well as motivating the team members.
The fourth factor is empathy that refers to the ability to feel and understand other people
experience from their frame of reference. Oplatka, (2017) identifies three types of empathy that