The role emotional intelligence plays in leadership<\/h2>\n\n\n\n
Let\u2019s face it, we all have times when it can be harder for us to come across as upbeat, positive, and supportive. It\u2019s very likely that what sets this leader apart is their emotional intelligence (EI)<\/a>. People with high levels of EI display behaviours such as empathy and have an increased awareness of themselves and others. <\/p>\n\n\n\n Most researchers agree that having leaders with higher levels of EI is a catalyst to positive business outcomes such as increased team productivity and engagement. In one case, the research indicated that emotional intelligence is one of the leading indicators of job performance<\/a>. Another study indicated how significantly EI is intertwined with job satisfaction<\/a> and that those with high levels of EI also tended to have a high commitment to the organisation and less inclination to turnover. <\/p>\n\n\n\n Taking a positive view and looking to help leaders enhance their EI, such as developing one\u2019s self-regard and regard for others, can clearly be beneficial to help leaders grow and develop. <\/p>\n\n\n\n In addition to leaders dedicating time to exploring their EI in a positive context and thinking about how they can enhance EI to set a great example for their team members, it can also be really useful for leaders to explore those times when the chips are down and they just aren\u2019t able to muster that immediate positive response to their team. When these situations arise, if a leader is lacking emotional intelligence, they can often lead to counterproductive behaviours and defensiveness.<\/p>\n\n\n\n We all face difficult and demanding situations at work from time to time, and when under pressure we may revert to defensiveness or rigid attitudes. These types of defensive behaviours are used to protect ourselves from more difficult feelings, such as when we are outside our comfort zone or feeling under threat. <\/p>\n\n\n\n For example, a leader with a tendency towards avoidant defensive behaviours may protect themselves from being excluded by others by being so overly self-sufficient that they end up alienating team members and failing to give them sufficient support. <\/p>\n\n\n\n Of course, we all demonstrate certain negative attributes from time to time when we are not managing the impression we are creating. There comes a point, however, when defensive behaviours are no longer helpful and they start to undermine performance, and as a leader can negatively impact the team. <\/p>\n\n\n\n When a leader better understands their defensive characteristics and they build their self-awareness, they can then recognise these habits in the future and more quickly mitigate them. Identifying what might trigger their defensiveness from kicking in can be as simple as pausing and hopefully choosing a different, more useful approach. <\/p>\n\n\n\n That\u2019s not to say they can do this all the time, and of course there will always be times when the leader\u2019s mask slips, showing a more vulnerable and less emotionally intelligent side. However, enhanced awareness and understanding of these more negative aspects of their style can be very useful for a leaders\u2019 development. <\/p>\n\n\n\nUncovering defensive behaviours in leadership<\/h2>\n\n\n\n
Examples of defensive leadership behaviours<\/h2>\n\n\n\n
![\"\"](\"http:\/\/talogy.com\/wp-content\/uploads\/2024\/01\/InView-CTA-Image.jpg\")
<\/figure>