Self-Reflection Report: My Emotional Intelligence in Leadership

This report is a self-reflection on emotional intelligence (EI), evaluating the author's skills in self-awareness, self-regulation, motivation, empathy, and social skills. It provides an assessment of the author's strengths and weaknesses in each area, supported by behavioral evidence and life experiences. The report identifies areas for improvement, such as enhancing communication skills and paying attention to body language. It also acknowledges the potential downsides of high EI, such as the ability to manipulate others. The analysis draws on key EI concepts and relevant academic references to provide a comprehensive understanding of the author's emotional intelligence profile within the context of managing organizations and leading people. The report concludes with a discussion of how the author can further develop their emotional intelligence to improve their leadership capabilities.

Running head : Managing Organizations and Leading People
Managing Organizations and Leading People

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Self-Reflection regarding ‘My Emotional Intelligence’
Emotional Intelligence (EI) is the ability of the individuals to identify their own emotions and
those of other people while discriminating between various feelings and labeling them accordingly
(Goleman, Boyatzis & McKee, 2013). So in this article, I would evaluate my emotional intelligence along
with providing evidence based on my behavior and experiences of life. I would also suggest the possible
course of actions for improvements along with showing the dark side of having Emotional Intelligence.
My Emotional Intelligence would be assessed on the basis of its five elements i.e. self-regulation,
self-awareness, motivation, empathy and social skills. The skill of self-awareness can be assessed with
the help of evaluating my strengths and weaknesses and dealing with people accordingly. I believe that I
have a strong sense of self-awareness as I can deal with the people surrounding me.
Self-regulation means exercising control on anger and retraining myself from making rushed
emotional decisions and compromising my values (Brunetto, Teo, Shacklock & Farr‐Wharton, 2012). I
believe that I need to exercise more control over my anger and restrain myself from making rushed
emotional decisions and keeping calm.
Motivation is associated with my ability to work towards the accomplishing the goals and setting
high-quality standards for performing my duties. Upon evaluating my capabilities, it was found that I
have an average sense of motivation which can be boosted with the help of re-examining my passion for
my career.
Empathy is the ability for putting oneself in somebody else situation. In order to develop the
people in the team, one must challenge others who act unfairly, give constructive feedbacks and listen
to those who need it (Farh, Seo & Tesluk, 2012). So, based upon my analysis I believe I possess

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empathy to some extent. I can understand the feelings of the people who are close to me, but I find it
difficult to analyze the feelings of strangers.
Social Skill pertains to the ability to deal with sensitive issues. Based on my analysis, I possess
the social skills to a great extent as I can resolve the conflicts and involve myself in the work thereby
setting an example with my own behavior. On the basis of above discussion, I believe that I possess all
the qualities of emotional intelligence.
The possible scope of improvement in improving my emotional intelligence is to improve my
communication skills and paying attention to the body language of others. I should also learn to respond
to the feelings of others.
There is possibly a dark side of possessing high emotional intelligence. It has been researched
that people possessing higher emotional intelligence manipulate others. It implies that when somebody
is good at controlling their emotions, they master the art of hiding their true feelings (Grant, 2014).

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References
Brunetto, Y., Teo, S. T., Shacklock, K. & Farr‐Wharton, R. (2012). Emotional intelligence, job
satisfaction, well‐being and engagement: explaining organisational commitment and
turnover intentions in policing. Human Resource Management Journal, 22(4), 428-441.
Farh, C. I., Seo, M. G. & Tesluk, P. E. (2012). Emotional intelligence, teamwork effectiveness,
and job performance: The moderating role of job context. Journal of Applied
Psychology, 97(4), 890.
Goleman, D., Boyatzis, R. E. & McKee, A. (2013). Primal leadership: Unleashing the power of
emotional intelligence. United States: Harvard Business Press. 1-100.
Grant, A.(2014) . The Dark Side of Emotional Intelligence. Retrieved 20th November , 2018 from
https://www.theatlantic.com/health/archive/2014/01/the-dark-side-of-emotional-
intelligence/282720/