Primal Leadership
Scientific research proves that leaders’ emotional styles are capable of determining the emotional outcome of other workers or subordinates in an organization or entity. The transfer of emotional styles from the leader to the subordinates takes place in a neurological process known as mood contagion. Depressed leaders or micromanagers contribute greatly to the creation of a toxic organization with apathetic workers.
On the other hand, upbeat leaders promote the growth of highly motivated employees. Emotional leadership can be cultivated and strengthened through systematic steps. They include self-awareness, self-management, social awareness, and relationship management. Emotional intelligence is a significant factor to leaders who are looking forward to growing their organizations.
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Self-awareness helps leaders monitor their behaviors and moods. Proper self-management helps the leaders to positively change their emotional outcome by coming to terms with the effects of their emotional styles on others. As such, through empathy and relationship management they would be able to adopt behaviors and moods that positively alter the moods of their subordinates (Goleman, Boyatzis & McKee 1998). Any leader who wishes to positively impact others using his or her moods and behaviors must consider the following facts. Firstly, they must know who they are at present. Secondly, they ought to be willing to see their behaviors as everybody else see them. Thirdly, they must consider the necessary steps they have to take to change the negative emotional perception that others have on them. Fourthly, leaders have to invent ways through which they can make their newly acquired good moods and behaviors stick and effect positive influence on others. Fifth, the leaders should identify people or close allies that are willing to support them through the process of self-discovery and reinvention. All in all, Primal Leadership is dependent on the moods of leaders and their subordinates, and it is the spark that ignites organization or company success (Goleman, Boyatzis & McKee 1998). Also, leaders should also note that it is not the only mood that matter; their actions should conform to present reality.
Why Diverse Teams are Smarter
Research shows that promoting workplace diversity fosters business growth. A 2015 McKinsey report compiled from 366 public companies indicates that creating diversity, especially on the basis of ethnicity, race or gender yielded significant company growth (Rock & Grant 2016). People working with people who are different from them can challenge one another’s’ intellectual capabilities; as such, they can overcome rigid schools of thought and sharpen the team’s performance (Rock and Grant 2016). There are three key reasons why non-homogenous teams are considered smarter. They include a greater focus on facts, careful processing of the facts, and increased innovativeness.
Firstly, a team of people with diverse ethnic or gender backgrounds registers more accurate thinking than homogenous teams. Studies published in peer-reviewed journals were reviewed to determine the role of diversity in a team’s focus on facts. Two teams were selected to participate. While one was homogenous, the other was diversified. When both teams were tested with a fact-finding experiment, the diversified team yielded a more positive result. They gathered more facts from the experiment case with minimal errors. The different researches proved that diverse teams were able to remain objective and focus on the available facts in a case (Rock & Grant 2016). Moreover, workplace diversity reduces potential bias and encourages vigilance among the team members over each other’s actions that may lead to poor decision-making process.
Secondly, the more a team is diverse, the more likely it can scrutinize and digest information at hand then arrive at the best conclusions or decisions. The diverse group are quite careful when analyzing information with certain facts hidden in them. That keenness is what sets them apart from the homogenous groups. Different people from varying backgrounds provide counterintuitive opinions whose results can enhance the growth of a company if they are properly implemented.
Thirdly, in the present world innovation is one of the key factors that help a business stay competitive and promoting workplace diversity ignites innovativeness in a team. Research suggests that including women and people from a differing cultural background in a team can help the transformation of company goods and services (Rock & Grant 2016). The comfort found while working in a homogenous group is not rewarding. Diversity brings inclusivity in a company leading to ultimate success. In addition, it keeps team member’s assumptions and bias in check.
Working with Emotional Intelligence
According to Daniel Goleman, emotional intelligence plays a major role in excellence but not technical expertise, intelligent quotient or book learning. There are numerous stories from reputable business professionals validating the effectiveness of emotional intelligence. Contrary to the common notion that IQ is the major success determinant, it comes second after emotional intelligence (Goleman 1998). Numerous researches carried out by both government and non-governmental organizations support the claim above.
Current employers no longer want to hire intelligent book employees but rather emotionally intelligent workers. The latter is more useful and effective for the company than the former. When current employers list some of the qualities of their prospective employees, IQ barely makes it to the list; perhaps because of its numerous limits. For example, it is limited to the kinds of jobs or situations that it can be applied to. On the other hand, emotional intelligence has at least five proven strengths which make it better than IQ. They are as follows; independent, interdependent, hierarchical, necessary but not sufficient, and generic.
Emotional intelligence has different areas, and each of them is independent. For that reason, they function by themselves and are therefore able to make a unique contribution to an individual’s job performance. Another area of emotional intelligence that that makes it remarkably effective is its interdependence. Apparently, the different areas can as well function interdependently thus drawing support from one another. The ability of the different areas to interact enhances emotional intelligence dynamism. Emotional intelligence is hierarchical. The different areas build upon one another in sequential capacities. Fourthly, emotional intelligence capacity can be necessary but not sufficient. Some factors such as the work atmosphere play a vital role in ensuring that an employee’s competence manifests itself. Lastly, there is no limit to where emotional intelligence can be applied. However, it should be noted that certain jobs demand varying levels of competence.
Surviving Change
In the business world, change is inevitable. Some businesses have had stunted growth because the managers are reluctant to change accordingly. Daniel Goleman says that people who lack adaptability are ruled by fear, anxiety, and deep personal discomfort with change (Goleman 1998). Sometimes change precedes progress in organizations. It is quite unfortunate that some managers charged with the duty of leading an organization would have a problem with the diffusion of decision-making powers and responsibilities. Such a habit is retrogressive and only slows down the growth and expansion of a business.
Adaptability allows a person to have multiple viewpoints when faced with a certain situation. Emotional stamina determines how well an individual can adapt to new and unfamiliar situations. Human instincts kick in when an individual is faced with ambiguous circumstances. Without the support of self-confidence and other elements of emotional intelligence unfamiliar events can instill fear and anxiety in a person.
Managers or employees who dread change and lack enthusiasm in adaptability are most likely people who like doing things the old fashion way and by the book. The type of rigidity they express greatly inhibits business growth. It is often a tall order for someone to with no emotional intelligence to remain calm through events that have no certain eventualities. When change is made, the outcome can be positive or negative. People ruled by fear and anxiety are often pessimistic and are usually of the view that the outcome will be negative. Such people are poorly motivated and take ages to grow or progress a business. From time to time an organization needs to reevaluate itself and make changes where necessary to ready itself for future opportunities.
References
Goleman, D., Boyatzis, R., & McKee, A. (2001). Primal leadership: The hidden driver of great performance. Harvard business review , 79 (11), 1-12.
Rock, D., & Grant, H. (2016). Why diverse teams are smarter. Harvard Business Review , 4 (4), 2-5.
