Emotionally Intelligent Leadership: The Three Facets
Emotionally Intelligent Leadership: The Three Facets
Marcy Levy Shankman, PhD
Scott J. Allen, PhD
Over the last twenty years of working with young people, we have seen students, and those working with students, wonder how to make sense of what leadership means and how to improve one’s leadership style. Our model of emotionally intelligent leadership (EIL) provides a set of learnable and teachable capacities under the rubric of three facets: consciousness of context, consciousness of self, and consciousness of others. These three facets are “containers” for understanding a first step of effective leadership – awareness. Awareness is essential in effective leadership because it leads to intentionality. Intentionality means that one acts with purpose and focus, which is a key activity for leaders who want to intervene skillfully.
Developed through the methodology of integrative scholarship, EIL entails the intentional awareness and regulation of emotions in oneself and the understanding of others and the context in the effort to accomplish a group’s goal. This is where we see the facets come to life. EIL assumes that effective leadership is a relational process (Komives, Lucas & McMahon, 2007) and thus, a core awareness and regulation of the emotions in self/others is a foundational tenet of emotional intelligence and effective leadership (Goleman, 2000). Because of its roots and evolution, practitioners and leadership educators have found many points of intersection between EIL and the major theories and models of leadership, like transformational leadership, situational leadership, and the five practices of leadership.
Consciousness of context involves awareness of the larger environment in which leadership occurs and is a combination of the setting and situation. Often overlooked in models of leadership, EIL elevates the importance of context because of the role that it plays in increasing our intentionality – when we understand what is happening in the world around us, and how those factors impact individuals and group dynamics, then we become more effective leaders. As with all the other facets, it’s imperative for the emotionally intelligent leader to act on this awareness. To that end, two capacities capture the behavioral dimensions of consciousness of context – environmental awareness and group savvy.
Consciousness of self consists of the “inner work” required of leaders. This level of awareness implies that the emotionally intelligent leader engages in reflection, introspection, and demonstration of self-oriented capacities. In a general sense, consciousness of self represents and involves awareness of one’s abilities, limitations, and emotions. Specific EIL capacities housed in this facet are: emotional self-perception, honest self-understanding, healthy self-esteem, emotional self-control, authenticity, flexibility, achievement, optimism, and initiative. Taken together, these capacities emphasize the individual’s role in the leadership process.
EIL assumes a relational process; therefore, the third facet captures the interpersonal dynamics of leadership. Consciousness of others involves awareness of others and managing relationships, emphasizing the important role that group members/followers have in the leadership process (e.g., Burns, 1978; Bennis, 2000). Likewise, the model assumes that followers (others) are an active part of the process (Chaleff, 2003) and due to the fluid nature of leadership, individuals may switch between leadership and followership in a moment’s notice (Kelley, 1988). Effective leaders in any organization or sector of society ensure that their message resonates with the interests and desires of others (Goleman, Boyatzis, & McKee, 2002).
An emotionally intelligent leader’s ability to monitor all three facets with intentionality will aid in his or her ability to lead effectively. EIL does not presume a fixed formula for which the facets, and capacities, must be demonstrated; that would minimize the complexities and realities of leadership and of us as human beings. EIL also suggests that it is not effective or advisable to demonstrate any one of these facets, or capacities, to excess.
The bottom line of EIL is that leadership requires intentional awareness. Emotionally intelligent leadership is about diagnosing what is happening and determining the right intervention. This is difficult because managing the facets and capacities is a balancing act. The best leaders realize this, and they intentionally adjust their approaches based on their self-assessment, a consideration of the needs of others, and an assessment of the context. Leadership development is a long-term endeavor — a journey that all of us must consistently work on if we want to develop and grow. And as with any knowledge, skill, or ability, each of us must reflect on our successes and failures, observe others whom are admired and respected, and engage in trusting relationships with people who will provide open and honest feedback. Finally, and perhaps most important, to demonstrate emotionally intelligent leadership one must transfer this knowledge into action.
