Research has identified five components of Emotional intelligence. These elements include:
Self-Awareness - the ability to recognize and understand your moods, emotions, and drives, as well as their effect on others
Self-Regulation - the ability to control or redirect disruptive impulses and moods: the propensity to suspend judgment - to think before acting
Intrinsic Motivation - a passion for working for reasons that go beyond money or status: a propensity to pursue goals with energy and persistence
Empathy - the ability to understand the emotional makeup of other people: skill in treating people according to their emotional reactions
Social Skill - proficiency in managing relationships and building networks: an ability to find common ground and build rapport
Social Skill is the ability to find common ground and build rapport with people from various backgrounds that ultimately coalesce to achieve a common purpose. Within an emotional intelligence framework, the first three elements, self-awareness, self-regulation, and intrinsic motivation, are self-management skills that an individual may enhance with coaching. The last two elements, empathy and social skill measure a Leader's ability to establish and manage relationships with others.
Social skill is more complicated than it sounds. Social skill is more than being cordial and friendly with others; it is the ability to establish relationships authentically and transparently while embracing an intended future purpose from the relationship. This is not a manipulative or mean-spirited intent but the desire to influence a person's direction to align with an intended outcome.
Social skill is the ability to establish social interaction with others according to the assumption that nothing important gets done alone. The principle of synergy is at play here. Leaders with a high degree of social skill are able to actively network to align a future common goal among others resulting in collective action. In this respect, social skill is the culmination of the other dimensions of emotional intelligence. People tend to be very effective at managing relationships when they can understand and control their own emotions and can empathize with the feelings of others.
Since social skill is a manifestation of the other elements of emotional intelligence, social skill is recognizable on the job in many ways that include the adept ability to manage a team and persuade others. The ability to inspire a team extends as a manifestation of self-awareness, self-regulation, and empathy combined. Intrinsic motivation provides the drive to achieve that tends to translate into a contagious passion that drives others the find solutions.
Additionally, socially skilled people tend to create a vast network of meaningful connections that potentially link to a potential future collective benefit. The ability to collaborate and align a group of people to achieve a common goal is the essence of leadership and management. Socially skilled executives intuitively know that leaders need to manage relationships effectively. A leader who cannot express empathy may as well not have it at all. In the same way, a leader's motivation will be useless if they cannot communicate their passion to the organization. Social skill allows leaders to put their emotional intelligence to work.
There is no question that raw intellectual horsepower and technical skills are included as a Leader's foundational capability. These skills joined with comprehensive emotional intelligence, create the complete leader who is likely to create exceptional performance, genuinely happy employees, and corporate profitability.
This information is from The Harvard Business Review that was written by Daniel Goleman called What Makes a Leader? You can find the full article here.
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About Dr. Schell:
Dr. Andy Schell, DBA (Ph.D.), MSML, MBA, CPA/CFF, CMB
Dr. Schell is CEO, Managing Partner, and Co-Founder of Mortgage Banking Solutions and the Founder of MBS Financial Services ("MBS"), based in Austin, Texas. Dr. Schell is known for his ability to turn "vision into reality" and "chaos into order" as he finds creative solutions to the challenges his clients face addressing Revenue Stability, Technology Enhancement, Financial Management, and Workflow Efficiency.
He has 4 decades of experience as a strategist directing the activity of both small and large groups of employees including mortgage lending activity at Bank of America. His leadership knowledge extends from his hands-on experience and his academic training in his MBA, his master's degree in leadership, and his doctoral work to examine employee dynamics given leader stimulus.
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