Front Line Leaders Interpretations of Emotioinal Intelligence Skills

Transcription

1 Front Line Leaders Interpretations of Emotioinal Intelligence Skills Tanya O Neill

2 The International Journal of Transformative Emotional Intelligence: Research, Theory, and Practice Contact Information: Emotional Intelligence Training & Research Institute (EITRI) P.O. Box Corpus Christi, TX Editors: Richard Hammett Gary Low Darwin Nelson 2015 by the Emotional Intelligence Training & Research Institute. All rights reserved.

3 103"" ""The"International"Journal"of"Transformative"Emotional"Intelligence 8 8. Front-Line Leaders Leaders Interpretations Interpretations of Emotional of Intelligence Emotional Skills Intelligence Skills Tanya O Neill ABSTRACT The purpose of this interpretative phenomenological (IPA) study was to understand how front-line leaders made meaning or sense of their own emotional intelligence (EI) skills and how they perceived the efficacy of their use of EI skills within their own workgroups in time-sensitive and production driven work environments. Using the IPA, six phenomenological themes emerged in the findings: (a) EI was interpreted as the conscious knowledge of one s own and others emotions necessary in socialization as well as in professional development; (b) achievement of EI was identified as a continuous learning process based on strategic application experiences; (c) EI was recognized as an essential element of effective management in building relationships, establishing teamwork, and influencing employees positive work values; (d) leaders with high EI interact and tailor their actions and responses to their followers; (e) application of EI harmonizes working relationships, facilitates work efficiency, and enhances employees level of participation in the decision-making process; and (f) interactions at individual and group levels are opportunities that improve EI. The findings of the study of the sample of 10 participants indicated that EI is a skills-based model requiring learning and relearning traits and behaviors of subordinates to respond appropriately and tailor-make the necessary approach in managing the teams. This study contributes solutions to the problem of acquiring, understanding, and implementing EI skills by frontline leaders who manage teams, especially in time-sensitive and production-driven environments. THE FRONT-LINE LEADER AND EI The literature abounds with research that focuses on the relationship between emotional intelligence and leadership (Eason, 2009; Goulet, Jefferson, & Szed, 2012; Hassan, 2011), as well as how emotional intelligence (EI) influences the leadership of managers in specific groups (Hong, Catano, & Liao, 2011; Tang, Yin, & Nelson, 2010). There is, however, a limited amount of information on front-line leaders, their understanding of emotional intelligence, and the experiences that front-line leaders have with emotional intelligence within their workgroups. This interpretative phenomenology analysis research study identified and examined how front-line leaders interpreted their own emotional intelligence skills and their perceptions of the efficacy of the use of EI with their work teams. Although strategic initiatives and business goals have been envisioned and articulated by those at the highest levels of an organization s leadership structure (Hassan, 2011), based on observations from my professional roles and leadership experiences over the past 25 years within non-profit organizations, for-profit organizations, and the military, it is at the basic level of that leadership structure where the actual work is conducted. The people-leaders at the most basic levels of an organization, front-line leaders, are the managers and supervisors responsible for teams of people who are designing, producing, and serving. According to Eason (2009), workers tend to follow the direction of leaders that they trust and those with whom they have established a relationship (p. 184). Eason (2009) also stated that effective leadership can guide and transform any organization, and the leader s understanding of emotional intelligence (EI) is an important part of effective leader-ship (p. 185). I agree with Eason that when leaders model EI, their leadership is more effective. THE FRONT-LINE LEADER Regardless of whether the focus is at the CEO level or the front-line supervisory level, leadership involves the interactions and relationships between leaders and others (Goulet, Jefferson, & Szed,

4 """FrontaLine"Leaders "Interpretations"of"Emotional"Intelligence"" """110 ment and managerial skills of these leaders; which could be demonstrated through positive values and ethical work practices. Based on these findings, I also recommend the implementation of yearlong EI programs. This recommendation is founded in the clear finding that the acquisition of EI is a continuous learning process of interaction and application. An important initial program would be interpersonal relationships and communication training for novice leaders. Such training could improve relationship-building, establishment of teamwork, and instillment of positive work values. The program that establishes team work benefits the organization, as leaders with EI are able to find solutions based on interactions with their team members. This finding, however, requires frontline leaders to regularly interact with their direct reports in order to improve their EI skill set. In engaging their employees in regular interaction, the leaders may need to encourage the team members to participate in decision-making processes and allow the team members to offer solutions. EI, in its core meaning, centers on understanding the emotions of others and empathizing with their desire to actively participate in the achievement of shared goals. In this stance the findings of the present study could significantly enhance the camaraderie and engagement of the front-line teams by demonstrating and developing their EI skills. Author Note Tanya O Neill, Psy.D., is Learning & Onboarding Consultant at AmeriHealth. She specializes in organizational leadership, learning and development, team building, new leader assimilation, and associate and leader coaching. She coaches individuals, teams, and new leaders on emotional intelligence, individual development planning, goal setting, performance management, conflict resolution, and developing others. Her life experiences include being a registered nurse, military officer, leadership consultant, life coach, and inclusion and diversity consultant, as well as a mother, wife, and life-long student of the art and science of helping clients shift from being stuck in the idea and dream mode to activating their ideas and accomplishing their dreams. Correspondence regarding this article should be forwarded to tto2040@verizon.net. Tanya O Neill The purpose of this interpretative phenomenological study was to understand how front-line leaders made meaning of their own emotional intelligence (EI) skills and how they perceived the efficacy of their use of EI skills within their own workgroups. Findings indicated that EI is a skills-based construct requiring learning and relearning behaviors that facilitate appropriate, constructive responses when managing teams.

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