Week 4 Emotional Intelligence
Student 1 Robert
Good day Class,
Leadership provides a model for emotional intelligence when leaders treat dialogue as a disciplined practice of self-awareness, self-management, empathy, and relationship building rather than merely a way to issue direction. In this sense, people do not develop emotional intelligence only through formal training. They also develop it by observing how leaders speak, listen, regulate their emotions, and respond under pressure. Research has shown that emotional intelligence is associated with effective leadership and with more collaborative approaches to conflict, which means followers often interpret leadership behavior as an example of what is acceptable and worth imitating (Sharma & Sehrawat, 2014).
During dialogue, emotionally intelligent leadership is exercised when a leader slows the interaction down, manages tone, and stays aware of how words affect others. Instead of reacting defensively, the leader demonstrates restraint, names concerns respectfully, and keeps the discussion focused on shared outcomes. That example matters because it shows that conflict does not have to become hostility. It can become a space for understanding, problem solving, and trust building. The emotional intelligence material also emphasizes that empathy is not weakness. It is a practical leadership skill that helps uncover the human concerns beneath resistance, frustration, or disagreement, allowing leaders to guide conversations more productively (McGrath, 2013; Sharma & Sehrawat, 2014).
Leadership also becomes a model to emulate when dialogue makes others feel heard. When leaders listen reflectively, invite participation, and acknowledge emotions without losing accountability, they create a climate where people are more likely to regulate themselves in similar ways. Over time, that repeated example shapes culture. Employees begin to mirror the leader’s patience, composure, and respect because those qualities are being rewarded in everyday interaction. In this way, leadership increases emotional intelligence not only by teaching concepts, but by embodying them. The strongest lesson is behavioral. People follow what leaders consistently do in difficult conversations far more than what leaders merely say about communication, respect, or teamwork. Such modeling turns dialogue into informal coaching, where observation, repetition, and reflection strengthen emotionally intelligent habits across the organization.
References
Lewicki, R. J. (2014). Negotiation: Readings, exercises, and cases (7th ed.). McGraw-Hill Higher Education.
McGrath, F. (2013). Emotional intelligence and conflict resolution. Fred McGrath & Associates.
Sharma, T., & Sehrawat, A. (2014). Emotional intelligence, leadership and conflict management. LAP Lambert Academic Publishing
Discussion Four
Contains unread posts
Ryan Student 2
There are two popular styles of leadership that can be used to help teach emotional intelligence to those that work for you. One is the symbolic style, a model that uses verbal and non-verbal symbols and teachings in hope of those following it (Vickrey, 1995). One prominent example of this style is religion. They use the Bible or the Quran as verbal communication, while symbols like the Holy Cross or the Star of David as non-verbal ones. We can see this in organizations such as the military. Half of your training is learning the myths and legends of former members. The number of times I had to say Archibald Henderson and his accomplishments as “the grand old man of the Marine Corps” is too many to count. The reason they do this is so that the young marines have something ro strive to be. “If they can do it, so can I,” mentality. It is effective in its goals. Businesses use the myths of the founders, “How hard they work” or “How ethical they are,” to guide the work culture. Revising these teachings or sharing new stories of “company legends” can help guide the newer employees.
The leadership style I believe to be more effective in teaching emotional intelligence would be transformational leadership. Transformational leadership is a style that focuses on helping inspire those that work for you through your actions and words (Deng, 2022). It follows a more human resource method compared to some others, building up empathy and trust with those that work for you. Transformational leadership and emotional intelligence have been linked together, showing that the leadership style can positively impact the attitudes and emotional management of those that follow the leader (Gorgens-Ekermans, 2021). In the most basic of terms, it isn’t a “monkey see monkey do” situation but is more inline of treating others how you would like to be treated.
Citations:
Vickrey, J. (1995). Symbolic leadership: The symbolic nature of leadership. Concepts for Air Force leadership: AU, 24.
Deng, C., Gulseren, D., Isola, C., Grocutt, K., & Turner, N. (2023). Transformational leadership effectiveness: an evidence-based primer. Human Resource Development International, 26(5), 627-641
Görgens-Ekermans, G., & Roux, C. (2021). Revisiting the emotional intelligence and transformational leadership debate:(How) does emotional intelligence matter to effective leadership?. SA Journal of Human Resource Management, 19, 1279