Research reveals that as much as 30% of business results emanates from the organizational climate created by a leader. Organizational climate here is defined as the extent to which the perception of employees contributes to their ability to perform creditably.
In fact the competencies and skill sets of the leader significantly impact the organizational climate. These competencies can be characterized in a skills set christened emotional intelligence (EI).
To quote Daniel Goleman, best selling author of Working with Emotional Intelligence, EI is defined as “the capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.” Some of the specific competencies that configure EI are explained in the following paragraphs.
Awareness/Empathy.
Leaders decode the signals that originate from the inner crevices of their sense of awareness and leverage them for effective job performance. This disposition finds application in charting the right course to tread in complex decision-making scenarios.
Such leaders readily vent their convictions and the circumstances that impact their decisions, irrespective of the attendant subjective characteristic of that decision.
The relevance of strong guiding principles and values, lend authenticity to such perspectives. Empathetic leaders pay close attention to the perspectives of other people thereby fostering an environment of trust and confidence among people from diverse backgrounds.
Assessment.
Leaders appreciate their strengths and limitations and express them unequivocally. They are not fazed by identified weaknesses. They are willing to genuinely commit the resources necessary to improve their circumstances.
They readily embrace constructive criticisms and ensure that an open feedback mechanism is maintained. These realizations translate favorably to the eventual cultivation of innovative leadership skills.
Such leaders stimulate political astuteness, identify social networks, and recognize strategic power relationships. The underlying currents driving political alignments are also successfully managed.
Confidence.
A precise understanding of ingrained abilities assists a leader in drawing inspiration from his strengths. A confident leader has the capacity to measure up to complex challenges. An evocative sense of presence and self-esteem propel her to assume a position of prime importance in a group.
Control.
Uncontrolled emotions can easily distort a clear picture if not properly managed. Good leaders demonstrate an outstanding and uncanny capacity to channel such sentiments to highly productive exploits.
These are some of the attributes that gain prominence in periods of highly stressful conditions or in circumstances of crisis management.
Transparency.
Transparent leaders are directed and guided by their sense of values. They show an authentic disposition towards an environment of openness and straightforwardness.
They freely express their feelings, beliefs and assumptions. They readily challenge unethical behaviors and are willing to make significant personal sacrifices to uphold integrity and honesty.
Adaptability.
Despite the immense ambiguities and complexities inherent in organizational development, adaptable leaders can manage diverse and multiple demands without losing concentration, focus or energy.
The flexibility they demonstrate in imbibing new challenges and the nimbleness they display in adjusting to the imperatives of a dynamic environment, always stand them in good stead.
Achievement.
Leaders who are achievers devise very high performance standards that drive them to constantly seek positive results for both themselves and their followers.
They are pragmatic in establishing challenging and measurable goals. They are not reluctant to deploy relevant resources and introduce the necessary learning environment to facilitate goal realization.