Emotional Intelligence

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An investigation of the employee perceptions on the relationship between employee job satisfaction and the leader’s emotional intelligence among the workers of Eskom in Alice Town 1INTRODUCTION
For organisations to survive in today’s changing world they should maintain their competitive advantage through the use of the whole workforce. In order for the change to take place, the employees, and the leaders should be adaptive to the environment, effective working and the continuous improvement of the processes and systems they use to achieve the objectives. Being able to get the results within the set time frames and those that are considered proper in their industries will make up an effective leader (Goleman, 2000). Great leaders are the ones that are able to direct their subordinates and they are able to make the best of us be visible and ignite our passion. When we simply explain why leaders are so effective we talk of the ideas they bring to the organisation, their vision and the strategy they apply in achieving objectives. But according to Goleman; Boyatzis and McKee (2000) great leaders are the ones that work through their emotions. Emotional intelligence has been identified as the most important element that leads to effective leadership; this was recognised through some researchers. Goleman (1998) has said that, “the most effective leaders are alike in one crucial way; they all have a high degree of what has come to be known as emotional intelligence”. He further says that “sine qua non” of leadership is the emotional intelligence (1998). Until recently, many organisations are beginning to acknowledge the importance of emotional intelligence, it is said to be important as an individual’s IQ to his/her effectiveness (Druskat & Wolff, 2001). Although the concept of Emotional Intelligence (EI) has been identified as an important element in an organisation but still it is under-researched (Ashkanasy & Daus, 2002). EI can be defined as the abilities to be able to recognise and regulate the emotions one has and those in others, and with that information be in a position to make use of the emotions to direct one’s thinking and actions (Mayer, Salovey and Caruso, 2008). According to research that has been conducted, it shows that emotionally intelligent leaders are able to attain effectiveness from the employees. Those leaders who are effective manage their own feelings and direct them towards the objectives of the organisation, furthermore, they are able to accept the feelings of others (Cherniss, & Goleman; 2001). Nevertheless, according to Palmer, Walls, Burgess and Stough (2001), the contribution that emotional intelligence has given to leadership is still relatively unknown regardless of much interest in this relationship. The craving that the world of organisations is having is to have a leader who is compelling and inspired to do their work (Burns, 1978). Until the twentieth century that is when leadership was studied scientifically. What determines leadership was the main focus of the study (Yukul, 1998). Sources of power of the leaders, behaviour that is exhibited by the leaders, traits that make up good leaders and also the abilities they have as leaders were the areas that were focused on in social sciences. A new base of the influence of leadership was established during the beginning of the 1980’s, and it was said to be emotional intelligence (Yukul, 1998). The achievements of organisations are believed to be influenced by the emotional intelligence of the leaders. With the utilisation of the link between emotions and leadership, Sosik and Megerian (1999) studied the relationship between transformational leadership performance, emotional intelligence and leader effectiveness. This study elaborated the influence of quite a few aspects of emotional intelligence on leader effectiveness. Goleman’s book titled Emotional Intelligence which was published in 1995 helped in the growing of the concept of emotional...
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