This document discusses developing emotional leadership. It begins by defining emotional leadership as the continuous development of one's emotional intelligence competencies. It describes qualities of a developed emotional domain, including emotional awareness, literacy, and control. The document argues that the emotional domain can be developed, and lists benefits such as improved relationships and decision-making. It proposes a strategy from the Personal and Professional Leadership perspective to develop emotional leadership. This involves performing a reality check on problems caused by limited emotional development, determining qualities to cultivate, and choosing techniques like the HeartFreeze method to strengthen positive emotions. The goal is to enrich one's own life and empower leading others through interpersonal skills.

1. MaRi Eagar M Phil (HRM) (PPL)
M Phil Personal and Professional Leadership (cum laude) Emotional Leadership
May 2004
M Phil (HRM) (PPL)
Emotional Leadership module
May 2004
This report contains 18 pages
Report for RAU
Emotional Intelligence and Leadership

2. MaRi Eagar M Phil (HRM) (PPL)
M Phil Personal and Professional Leadership (cum laude) Emotional Leadership
May 2004
Contents
1 Emotional leadership 1
1.1 What is emotional leadership? 1
1.2 What are the qualities of developed emotional domain? 1
1.3 The potential for developing emotional competence 3
1.4 Benefits and importance of developing emotional leadership? 4
2 The functional strategies and techniques to develop
emotional leadership 7
2.1 The PPL perspective on developing emotional leadership 7
2.2 Functional strategy from the PPL perspective 8
2.3 Reality awareness of current areas for development in the
emotional domain (problems experienced due to stuntedness in
development in emotional domain) 9
2.4 The specific abilities to cultivate (adapted from Mayer-Salovey-
Caruso Emotional Intelligence Test) 11
2.5 Techniques for developing emotional leadership 12
3 References 15
Emotional Intelligence and Leadership

3. MaRi Eagar M Phil (HRM) (PPL)
M Phil Personal and Professional Leadership (cum laude) Emotional Leadership
May 2004
1 Emotional leadership
1.1 What is emotional leadership?
For this purpose of this report, emotional intelligence relates to your potential
capability in the emotional domain. Emotional leadership is the inside-out
development of the emotional capability and potential of a person to improve
influence over self. In other words, the continuous development of the
behaviour you are capable of. Thus the emotional leader continues to
develop his/her emotional intelligence competencies.
Hein, S quoting Mayer & Salovey (2004) summarises emotional competence
as knowing how to separate healthy form unhealthy feelings, and how to turn
negative feelings into positive.
Research on emotions indicate that there are various aspects of emotions
that can be developed, and that emotional response can become a
conscious choice.
1.2 What are the qualities of developed emotional domain?
Below are the qualities of the developed emotional domain, as proposed by
some authors in the field.
Emotional awareness (Le Roux and De Klerk :2001:10)
 The ability to perceive, recognise, understand and react to the feelings
of yourself and those of others.
Emotional literacy (Le Roux and De Klerk :2001:10)
Emotional Intelligence and Leadership 1

4. MaRi Eagar M Phil (HRM) (PPL)
M Phil Personal and Professional Leadership (cum laude) Emotional Leadership
May 2004
 The ability to distinguish between various feelings and to name them.
Emotional control (Le Roux and De Klerk :2001:10)
 The ability to express and control your emotions appropriately.
 The ability to listen to others, to have empathy with them and to
communicate effectively in terms of emotions and thoughts.
 To use the information in directing your thoughts and actions so that
you live effectively, are motivated and have a goal in mind (relation
between thoughts, feelings and behaviour.
Self-awareness (Le Roux and De Klerk :2001:10)
 Observing yourself and recognising a feeling as it happens.
Managing emotions (Salovey & Mayer:1990)
 Handling feelings so that they are appropriate, realising what is behind
a feeling, finding ways to handle fears and anxieties, anger and
sadness.
Motivating oneself (Salovey & Mayer:1990)
 Channeling emotions in the service of a goal, emotional self-control,
delaying gratification and stifling impulses.
Empathy (Salovey & Mayer:1990)
Emotional Intelligence and Leadership 2

5. MaRi Eagar M Phil (HRM) (PPL)
M Phil Personal and Professional Leadership (cum laude) Emotional Leadership
May 2004
 Sensitivity to other’s feelings and concerns, and taking their
perspective; appreciating the differences in how people feel about
things.
Handling relationships (Salovey & Mayer:1990)
 Managing emotions in others, social competence and social skills.
Emotional resilience (Salovey & Mayer:1990)
 The ability to perform well and consistently in a range of situations and
when under pressure.
Interpersonal sensitivity (Higgs and Dulviwicz :2000)
 The ability to be aware of the needs and feelings of others and to use
this awareness effectively in interacting with them and arriving at
decisions impacting on them.
1.3 The potential for developing emotional competence
The PPL perspective on emotional leadership is that it is possible to develop
the emotional domain. This is based on various arguments, some of which
are listed below:
From the anthropological view, man is an emotional being and has the
potential to become emotionally intelligenct. People can learn how to
optimise this dimension in their lives, and have the potential for managing
and regulating emotions in self and others. (Smith, D) (2004)
Research from the Institute of HeartMath indicates that the heart affects our
emotions through the Heart Rate Variance pattern. The heart rate variance
Emotional Intelligence and Leadership 3

6. MaRi Eagar M Phil (HRM) (PPL)
M Phil Personal and Professional Leadership (cum laude) Emotional Leadership
May 2004
pattern can be influenced through particular heart based techniques to
regulate the pattern and entrain positive heart rate patterns that can
establish new control pathways, which improve our ability to self-manage our
emotions and regulate our physiological state McCraty, R (2003).
The way you interpret (think about) information you receive determines to a
large extend your feelings about it. Because you can change the way you
interpret information you will be able to change your emotions
(neuroplasticity) Le Roux and De Klerk (2001:19).
The internal and external environment impact on your emotions.
Understanding how your internal and external environment influence your
emotions, mean that you can influence where possible those external
influences by changing them.
Internal aspects that can be controlled are, for example, ensuring learning
to cultivate positive thoughts and change some of your beliefs and values to
promote more constructive emotions. External aspects that can be controlled
are, for example, your physical environment through surrounding yourself
with colours, sounds and smells that promote positive emotions.
1.4 Benefits and importance of developing emotional leadership?
To answer the reason why it is important to develop one’s emotional domain,
the list below will provide some reasons as to the benefit and importance of
focusing on emotional development as part of a personal, interpersonal and
professional leadership development program:
Geal Lindenfield (2000)
 Increased self-respect
Emotional Intelligence and Leadership 4

7. MaRi Eagar M Phil (HRM) (PPL)
M Phil Personal and Professional Leadership (cum laude) Emotional Leadership
May 2004
 Firmer sense of personal identity) as you act more authentically and
consistently
 Ability to improve the way you use your brain
 Saving time through improved decision making and acting more
rapidly
 A better team player
 Able to take more risks
 Be a better parent
 Improved physical health
 Increase happiness and long-lasting success
 Have the type of friendships and relationships you want
Le Roux and De Klerk (2001:10)
 Increased self-knowledge to recognise your own emotions and
behavior, and know the difference between the two
 When to express your emotions at the right time in the right way with
the right people
 Able to respond more constructively to your emotions
 Improved assertiveness
Emotional Intelligence and Leadership 5

8. MaRi Eagar M Phil (HRM) (PPL)
M Phil Personal and Professional Leadership (cum laude) Emotional Leadership
May 2004
 Improved relationships as you can moderate negative emotions in
yourself and others, as well as enhance positive emotions in yourself
and others.
Goleman, D (2003)
 Ability to come to peaceful state of being more rapidly after being
startled or traumatised
 Ability to motive through contagious positive emotions
Hein, S quoting Mayer & Salovey (2004)
 Reduced extreme mood swings and able cultivate constructive moods
which will ultimately become optimistic temperament, changing you
from a skeptical person to a more open and creative person.
 Able to prioritise thinking through using emotions effectively.
Emotional Intelligence and Leadership 6

9. MaRi Eagar M Phil (HRM) (PPL)
M Phil Personal and Professional Leadership (cum laude) Emotional Leadership
May 2004
2 The functional strategies and techniques to develop emotional
leadership
Emotional leadership can be developed, and some authors propose various
strategies, including neuro-linguisting programming to change internal filters
and beliefs, hypnotherapy to strengthen thoughts and visualise potential
negative situations, and psycho-analysis to attempt to find the root cause of
distressing emotions, or emotional numbness.
One approach is proposed by Gael LIndenfield (2000) who proposes a three
step process to achieve emotional leadership, namely
 obtaining understanding of emotions and skills to manage them,
 starting a program of emotional healing, and
 harnessing habits to curb run-away emotions
2.1 The PPL perspective on developing emotional leadership
From the PPL perspective, an emotional leadership strategy will focus on the
most important starting point, which is reality awareness. This will include
viewing a person’s existence problems (internal and external) and utilising
the PPL perspective to assist in enhancing their meaning of life.
Using PPL, the strategy for emotional leadership will focus on change from
the inside out, with the objective to enrich not only the person’s live, but also
empower the individual to enrich the lives of other people through
interpersonal leadership.
Emotional Intelligence and Leadership 7

10. MaRi Eagar M Phil (HRM) (PPL)
M Phil Personal and Professional Leadership (cum laude) Emotional Leadership
May 2004
Although this approach would appear similar to that of other perspectives
above, the main difference would be the focus on value creation for other
people (transcendence of self) and not only the person involved.
2.2 Functional strategy from the PPL perspective
The report below provides an overview of a proposed functional strategy to
develop the emotional domain of a person. It basically addresses the
following objectives for an individual to:
 Increase your knowledge of emotions – the function, origin, physical
impact
 Perform a reality awareness on yourself (internal) and external in
terms of problems caused by limited development of the emotional
domain
 Determine what qualities you want to cultivate, and the future desired
behaviour to be achieved
 Determine which action/steps to take to achieve the desired future
state of behavior
The first part of the report is to provide information about the areas where
development needs to take place. This would be done through analysing
current problems experienced that are symptomatic of emotional stuntedness
(either totally cut-off from emotions or over-whelmed by emotions).
Then knowledge about the emotional domain would be provided to empower
the person and provide background about the importance of development of
this terrain, as well as the potential to develop.
Emotional Intelligence and Leadership 8

11. MaRi Eagar M Phil (HRM) (PPL)
M Phil Personal and Professional Leadership (cum laude) Emotional Leadership
May 2004
Included in this would be to find a motivation link to development by focusing
on the negative consequences of emotional stuntedness in areas especially
important for the person (what matters most). It would not serve any purpose
to force a development program on a person who is not committed or do not
see the value. Such meaning needs to be created uniquely by each
individual, especially when linked to governing values.
Once the person is convinced of the need for development, as well as
knowledge about the potential to heal and develop this domain, it would be
important to provide practical tools that will assist in emotional development.
2.3 Reality awareness of current areas for development in the
emotional domain (problems experienced due to stuntedness
in development in emotional domain)
Various problems (symptoms) would be manifesting in a person’s life that
would be indicative of development need in the emotional domain.
Physical symptoms (excellent source is EQMap) Cooper, R K and Sawaf, A (1996)
 Constant backpain
 Overweight or underweight
 Tension headaches
 Stomach problems
 Chest pain
 Unexpected aches and pains
 Frequent colds/flu
 Respiratory problems
 Chronic illness
Emotional Intelligence and Leadership 9

12. MaRi Eagar M Phil (HRM) (PPL)
M Phil Personal and Professional Leadership (cum laude) Emotional Leadership
May 2004
Behavioral symptoms (EQ Map) Cooper, R K and Sawaf, A (1996)
 Eating (loss of appetite or uncontrolled eating)
 Taking tranquilisers
 Frequent taking of alcoholic beverages
 Critizing, ridiculing or blaming others
 Feeling victimised or taken advantage of
 Playing video games, using the internet or watching TV more than 2
hours a day
 Resenting people that I encounter
 Accident prone
 Disaster prone (bad luck always follow you)
 Withdrawing from close relationships
Emotional symptoms (EQ Map) Cooper, R K and Sawaf, A (1996)
 Trouble concentrating
 Overwhelmed at work
 Being easily distracted
 Feeling depressed, dejected or hopeless
 Can’t get things off my mind/constant worrying or dwelling
 Feeling lonely
 Mind goes blank
 Feeling fatigues or overwhelmed
 Trouble making up mind or making decisions
Emotional Intelligence and Leadership 10

13. MaRi Eagar M Phil (HRM) (PPL)
M Phil Personal and Professional Leadership (cum laude) Emotional Leadership
May 2004
 Trouble getting myself going or trouble calming down
2.4 The specific abilities to cultivate (adapted from Mayer-Salovey-
Caruso Emotional Intelligence Test)
An important part in the development program, would be to identify which of
the emotional capabilities would assist in addressing some of the specific
problems experienced.
For example,
Problem:
 Constant emotional outbursts irrespective of the potential negative
impact on yourself and those around you.
Emotional ability which could assist in this problem:
 Emotional understanding – knowing the link between thoughts and
feelings,
 Emotional management – knowing how to control your emotions and
express them at the right time, and right place and right way
Problem:
 Constant flu, constant tension headaches, feeling tired and drained
Emotional ability which could assist in this problem:
Emotional Intelligence and Leadership 11

14. MaRi Eagar M Phil (HRM) (PPL)
M Phil Personal and Professional Leadership (cum laude) Emotional Leadership
May 2004
 The capacity for emotional self-awareness, being aware of emotions
as they are occurring
 Emotional literacy
 The ability to perceive and identify emotions in faces, tone of voice,
body language.
 The ability to solve emotional problems
2.5 Techniques for developing emotional leadership
There are many books and courses available in teaching specific techniques
for improving emotional leadership ability.
Based on the emotional qualities that would need to be developed,
techniques specifically developed to cultivate that particular quality need to
be identified and a specific, measurable, achievable action plan must be
developed which would be suitable for a person in terms of their time
constraints and current existence.
Below is a table showing an example of this approach:
Quality Technique
Cultivating of positive HeartFreeze Technique from the Institute of
emotions HeartMath (provide bio-feedback about
progress).
Emotional Intelligence and Leadership 12

15. MaRi Eagar M Phil (HRM) (PPL)
M Phil Personal and Professional Leadership (cum laude) Emotional Leadership
May 2004
Contemplation and meditation on generating
positive emotions, such as care, compassion and
love.
Mindful attention and thoughts about positive
emotions, such as continuous thoughts of
gratitude, keeping a gratitude journal.
Emotional management Identification of situations where emotional
outbursts occur, and simulation of desired
behavior and emotions before such events occur
to start cultivating emotional management
Finding practical techniques to manage negative
emotions which will focus on activating the
rational brain function to overcome amygdale
attacks.
Self-awareness through techniques to assist the
person in stepping away from herself and the
situation, and in a detached manner observe
herself in the situation.
Increased awareness of Use music to become aware of emotions
own emotions and the
impact of emotions
(including yours) on
others
Study and learn about various emotion to
Emotional Intelligence and Leadership 13

16. MaRi Eagar M Phil (HRM) (PPL)
M Phil Personal and Professional Leadership (cum laude) Emotional Leadership
May 2004
increase you emotional vocabulary (set a target
to increase your current vocabulary with a certain
amount of new emotions)
Learn to validate your own and other people’s
emotions. Encourage others to talk about their
emotions and learn to distinguish between their
different emotions, as well as potentially the
cause thereof
Emotional Intelligence and Leadership 14

17. MaRi Eagar M Phil (HRM) (PPL)
M Phil Personal and Professional Leadership (cum laude) Emotional Leadership
May 2004
3 References
Cashman, K (2003) Awakening the Leader Within – A story of transformation
John Wiley & Sons Inc
Cooper, R K and Sawaf, A (1996) Executive EQ – Emotional intelligence in
leadership and organizations (EQ Map) Grosset/Putnam
Frankl, V (1946 – reprinted 1985) Man’s Search for Meaning – Revised and
updated Pocket Books
Goleman, D (2003) Destructive emotions and how we can overcome them –
A dialogue with the Dalai Lama narrated by Daniel Goleman Bloomsbury
Hein, S (2004) Website as at 3 January 2004: Steve Hein’s Emotional
Intelligence Webpage http://www.eqi.org/history.htm
Higgs, M (2003) Quoted in his article: How can we make sense of leadership
in the 21st century? An article from the Leadership and Organisation
Development Journal, Vol 24, Issue 5 MCB University Press
His Holiness the Dalai Lama (1998) The Art of Happiness – A handbook for
living Thorsons Publishers
His Holiness the Dalai Lama (2002 How to practice – The Way to a
Meaningfull Life as translated and edited by Jeffrey Hopkins Thorsons
Publishers
Holford, P and Cass, H (2001) Natural Highs: Increase your energy, sharpen
your mind, improve your mood, relax and beat stress with legal, natural and
healthy mind-altering substances Piatkus
Emotional Intelligence and Leadership 15

18. MaRi Eagar M Phil (HRM) (PPL)
M Phil Personal and Professional Leadership (cum laude) Emotional Leadership
May 2004
Janis, S (2000) Spirituality for Dummies – A reference for the rest of us
Prescott, S (2000) Realizing the Self Within – Expressing Your Spiritual Self
in Everyday Life Kima Global Publishers
Le Roux,R and De Klerk, R (2001) Emotional intelligence workbook – the all-
in-one-guide for optimal personal growth Human and Rousseau
Lindenfield, G (2000) Emotional Confidence – Simple steps to managing your
feelings Thorsons
McCraty, R (2003) Heart-brain neurodynamics: The making of emotions
Institute of HeartMath
McCraty, R and Childe, R (2003) The Appreciative Heart: The
psychophysiology of positive emotions and optimal functioning Institute of
HeartMath
McCraty, Atkinson, Toasino and Tiller (date unknown) The electricity of
touch: Detection and measurement of cardiac energy exchange between
people Institute of HeartMath
Smith, H W (1994) The 10 natural laws of successful time and lie
management – proven strategies for increased productivity and inner peace
Warnes Books
Smith, D (2004) M Phil (HRM) (PPL) (Class notes on Emotional Leadership)
www.emotion.salk.edu – Emotion Research: Cognitive and Experimental
Psychology (published on 1 March 2004)
Emotional Intelligence and Leadership 16