Edited by Mitchell G. Rothstein and Ronald J. Burke
Chapter 6: Emotional Intelligence and Interpersonal Competencies
Ronald E. Riggio Daniel Goleman’s 1995 book, Emotional Intelligence, became a bestseller and a must-read for managers and leaders. As a result, the term ‘emotional intelligence’ (or EQ, as opposed to IQ) became part of the everyday language of management. While emotional intelligence is still a relatively new construct, there are historical roots and justification for the importance of emotions in effective leadership. For example, leader emotional expressiveness has long been viewed as a key component for charismatic leadership (Bass, 1990; Riggio and Riggio, 2008). More recently, ability to recognize emotions in others has also been related to charismatic/transformational leadership (Rubin et al., 2005). Perhaps more important than emotional skills/intelligence, however, is the impact of interpersonal skills and competencies in effective management. For instance, nearly every leadership scholar or practicing leader on the planet will stress the importance of ‘people skills’ in effective leadership. There are a number of terms used to describe these people skills, but they are most commonly referred to as: ‘interpersonal skills’ or ‘interpersonal competencies’. For leaders, interpersonal skills are used in interacting with followers, peers, clients and others, and they are very important in developing and maintaining relationships. In this chapter, we will look at the emotional and interpersonal skills that are so critical to leader success and focus on the development of these competencies. First, however, it is important to understand the constructs and the research behind them. EMOTIONAL INTELLIGENCE AND LEADERSHIP: THE EMOTIONAL COMPETENCIES OF LEADERS The concept of emotional intelligence was first...
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