Emotional intelligence has had time to come of age and find its place as an established leadership core. Despite the commonality, many leaders need to invest the time and work of self-reflection to increase their emotional quotient (EQ). The old axiom says ignorance is bliss, but emotional ignorance is an abyss of lost opportunity.
Leaders Must Learn
Leaders typically embrace the idea of ongoing professional development for employees, but their lifelong learning journey is just as important. Landry (2019) highlighted high turnover rates and lower employee engagement as significant consequences of leaders lacking emotional intelligence. The stakes of being static in personal development are too high for leaders to ignore. The importance may make sense, but it leaves leaders pondering the adage about old dogs and new tricks.
Leaders Can Stretch
What we know now about neuroplasticity shows everyone can continue learning as they age, but this is a necessity for leaders. Drawing on the advances in neuroscience and brain plasticity, Aldrich (2013) asserted that the previous conclusions of a fixed intelligence quotient were untrue and that the brain continues to develop over time. Lacking adaptability is a product of a limited mindset, not a limited mind. Goleman (2015) acknowledged what is still unknown regarding the intermix of nature and nurture in increasing our emotional intelligence but asserted, “research and practice clearly demonstrate that emotional intelligence can be learned (p. 8).” Constraints on stretching are self-imposed.
Leaders Can Feel
The caricature of the stuffy and stoic leader often becomes a self-fulfilling prophecy without warrant. Corlett, Ruane, and Mavin (2021) described the potential benefits of “dropping the mask of invulnerability.” Leaders were encouraged to make judgments in their contexts independently; however, vulnerability opened other doors of critical thinking, change, and courage that may have remained closed (Corlett, Ruane, and Mavin, 2021). A cold, indifferent, and data-driven leader can be more effective as an empathetic and data-informed leader.
The image of the business professional in a pressed suit, detached from employees, and carrying on the business traditions of days gone is an outdated paradigm that is increasingly counterproductive. Leaders can continue to learn, stretch and feel across their careers; failing to do so is a failure to lead well. Emotional ignorance is not an excuse for untapped leadership potential.
Works Cited
Aldrich, R. r. (2013). Neuroscience, education and the evolution of the human brain. History Of Education, 42(3), 396-410. doi:10.1080/0046760X.2012.749543
Corlett, S., Ruane, M., & Mavin, S. (2021). Learning (not) to be different: The value of vulnerability in trusted and safe identity work spaces. Management Learning, 52(4), 424–441. https://doi.org/10.1177/1350507621995816
Goleman, D., Boyatzis, R. E., McKee, A., & Finkelstein, S. (2015). HBR’s 10 Must Reads on Emotional Intelligence (with featured article “What Makes a Leader?” by Daniel Goleman)(HBR’s 10 Must Reads). Harvard Business Review Press.
Landry, L. (2019, April 3). Emotional Intelligence in Leadership: Why It’s Important. Business Insights Blog. https://online.hbs.edu/blog/post/emotional-intelligence-in-leadership