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In the organisational environment, the leader
plays the role of the decision maker. Taking advantage of the competencies of
emotional intelligence, the possibilities for making an effective decision are
increased. The individuals’ skills i.e. self awareness and self management
enable the leader (decision maker) to acknowledge his/her weaknesses, recognise
the possible influence that can have on the followers and boost his/her confidence.
Why is this so important? Because, it helps the leader to foresee the different
aspects of followers’ vision as well as their reactions and communicate
effectively the decision (Goleman, Boyatzis, & McKee, 2002). Tannenbaum and
Schmidt (1958) claimed that leaders and followers share control during the
decision making process that is based on the assumptions they have formed for
the amount of control they possess (Hess & Bacigalupo, 2011). A strongly
efficient leader is supposed to achieve balance during the decision making
process; he/she should guide the discussion appropriately, act as a consultant
encouraging the information exchange and the increase of comprehension as well.
At this stage, emotional intelligence competencies can be applied, so that the
leader can regulate the allocation of control among the parties creating a
climate of cohesion. Though, emotional intelligence application is as important
as in the case of sharing responsibility for inappropriate decisions. An
emotional intelligent leader not only welcomes the commendations of good
decisions but also holds responsible for bad decisions (Hess & Bacigalupo,
2011). This reinforces leader’s integrity and reliability, necessary elements
for establishing a climate of trust and honesty in an organisation. Moreover,
through the self control the leader can develop the skill of controlling
emotions and impulses i.e. stress tolerance, which derive from time pressure
and unexpected changes in the organisational environment. The ability to manage
time pressure and suppress negative emotions is considered of utmost
importance, as it enables leaders to establish the appropriate climate for
making decisions and avoid misjudgments that can have an adverse impact on
organisational effectiveness (Hess & Bacigalupo, 2011; Goleman,Boyatzis et
al, 2002).

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