As the world of work evolves, so does the role of HR leaders. Gone are the days when HR was solely focused on administrative tasks. Today, HR leaders are strategic partners who play a critical role in shaping organizational culture, managing talent, and driving employee engagement. In this rapidly changing landscape, one key trait stands out as a game-changer for HR leaders: emotional intelligence.
Emotional intelligence or EQ, first coined in 1990 by researchers John Mayer and Peter Salovey and later popularized by psychologist Daniel Goleman, is the ability to understand and manage your own emotions, as well as recognize and influence the emotions of those around you.
Research by EQ provider TalentSmart shows that emotional intelligence is the strongest predictor of performance and hiring managers have taken notice: 71 per cent of employers surveyed by CareerBuilder said they value EQ over IQ, reporting that employees with high emotional intelligence are more likely to stay calm under pressure, resolve conflict effectively, and respond to co-workers with empathy.
So, what exactly does emotional intelligence look like in HR leadership?
The four core competencies: Self-awareness, Self-management, Social awareness and Relationship management.
Let’s take a closer look at the four categories:
1. Self-awareness is at the core of everything. It describes your ability to not only understand your strengths and weaknesses but to recognize your emotions and the effect they have on you and your team’s performance.
According to research by organizational psychologist Tasha Eurich, 95 per cent of people think they’re self-aware, but only 10 to 15 per cent are, and that can pose problems for your employees. Working with colleagues who aren’t self-aware can cut a team’s success in half and, according to Eurich’s research, lead to increased stress and decreased motivation.
2. Self-management refers to the ability to manage your emotions, particularly in stressful situations, and maintain a positive outlook despite setbacks. Leaders who lack self-management tend to react and have a harder time keeping their impulses in check.
A reaction tends to be automatic. The more in tune, you are with your emotional intelligence, however, the easier you can make the transition from reaction to response. It's important to remember to pause, breathe, collect yourself, and do whatever it takes to manage your emotions—whether that means taking a walk or calling a friend—so that you can more appropriately and intentionally respond to stress and adversity.
3. Social Awareness describes your ability to recognize others’ emotions and the dynamics in play within your organization. Leaders who excel in social awareness practice empathy. They strive to understand their colleagues’ feelings and perspectives, which enables them to communicate and collaborate more effectively with their peers.
Global leadership development firm DDI ranks empathy as the number one leadership skill, reporting that leaders who master empathy perform more than 40 per cent higher in coaching, engaging others, and decision-making. In a separate study by the Centre for Creative Leadership, researchers found that managers who show more empathy toward their direct reports are viewed as better performers by their bosses.
4. Relationship Management refers to your ability to influence, coach, and mentor others, and resolve conflict effectively.
Some prefer to avoid conflict, but it’s important to properly address issues as they arise. Research shows that every unaddressed conflict can waste about eight hours of company time in gossip and other unproductive activities, putting a drain on resources and morale.
With the understanding of these core components, HR leaders can infuse a healthy dose of EQ into the workplace by incorporating some constructive practices.
· Leading by example- All leaders contribute to the tone in the workplace; their vibe impacts colleagues, lower-level managers, and employees. Through exemplifying EQ, HR leaders can help inspire others, letting self-awareness, regulation of emotions, and positive social skills become guiding forces in the work community.
· Training workplace leaders to hone their EQ- HR can implement training sessions to help leaders to practice active listening, problem-solving, conflict resolution, self-respect, and resilience. Empowering team leaders and managers with these skills enables them to turn challenging and potentially stressful situations into opportunities for growth.
· Some positions demand more EQ than others, and each offers unique talents and skills to fulfil their duties and benefit their company. Some employees may exemplify admirable EQ qualities, while others may only demonstrate specific aspects of it. HR leaders can encourage employees to develop their EQ without forcing it.
· Furthermore, emotional intelligence equips HR leaders with cultural sensitivity, an essential skill in today's diverse workplaces. HR leaders with high EQ understand and appreciate different cultures, backgrounds, and perspectives. They create inclusive environments where diversity is respected and celebrated, and where employees feel included and valued regardless of their differences.
In a nutshell, emotional intelligence is a critical asset for HR leaders in today's dynamic and complex work environment. So, HR leaders, it's time to tap into the power of emotional intelligence and unleash your true leadership potential. Mastering the human element through EQ will undoubtedly elevate your effectiveness as an HR leader and help you create a workplace where employees thrive and organizations thrive.
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