To attain success in life, there are diverse factors that often come into play. In fact, no single good factor can be said to lead to success. For instance, desirable and otherwise noble factors such as skills, knowledge cannot solely lead to automatic success. In view of this, sustainable success in life is actually dependent upon ones emotional intelligence whose main role focuses on the ease with which an individual connects with other people around him/her and the immediate world at large. Emotional intelligence is drawn from the intelligence possessed by an individual as well as ones emotional astute. Intelligence connotes the appropriate application of knowledge while emotional astute focuses on appropriate application of emotions. Human resource development professionals need to gain an in-depth understanding of several factors in their attempt to apply instruments of emotional intelligence towards the development of organizational leadership (Sims, 2006). In deed, the appropriate consideration of salient factors associated with related to the organization in general and employees in particular in the process of applying emotional intelligence yields highly effective results in organizational leadership.
Application of instruments and tools of emotional intelligence by human resource development professionals requires the consideration of individual profiles. In particular, the individual profiles so considered focus on the underlying intelligence as well as emotion level portrayed in different situations. HRD professionals should therefore understand an individual’s profile in order to carefully develop leadership tools centered on emotional intelligence. HRD professionals also need to consider the implications of each leadership style applied and the impacts associated with them (Brown, 2005). Human resource development professionals should firstly emphasize on emotional intelligence to the organizational leaders. It should be the responsibility of human resource development professionals to educate the management of the relevance of emotional intelligence and actually consider ways in which the organizational leaders can effectively apply it.
Additionally, human resource development professionals need to consider and reflect on the ways through which emotional intelligence competencies can be integrated into the other models of competency within the organization (Operant 2005). In most cases, there are diverse core capabilities set aside by companies and all employees are required to portray and observe them at all times. Actually, the adherence to these models of competencies is emphasized irrespective of the nature of job performed by the employees. Most importantly, HRD professionals should ensure that the diverse competencies such as social, relational and emotional are integrated into the leadership instruments developed based on emotional intelligence (Bliss, 2000). It is imperative for human resource development professionals to consider the relationship between performances of employees considered to possess high potential with their emotional intelligence.
Similarly, it is important that human resource development professionals put into consideration ways through which language depicting emotional intelligence can be integrated into the management performance systems (Muyia, 2009). As such, there is need to consider emotional intelligence language which encompasses organizational savvy, self-awareness, partnering in an interdependent manner and how the language can be applied in the process of reviewing performance, planning for succession as well as other metrics of performance applied in description and assessment of performance. It is actually imperative for human resource professionals to put in mind understand in a precise manner the behaviors expectation from each and every competency (Swanson & Holton, 2008). For instance, it may be necessary fro human resource professionals to consider the level of familiarity with organizational informal networks.
In spite of the various positive application of emotional intelligence in human resource development, a number of opposing perspectives have been put across in an attempt to water down the relevance of emotional intelligence. Firstly, it opponents of the application of emotional intelligence by human resource development professionals have argued that the development and assessment of emotional intelligence among employees is highly dependent upon concise understanding of the rules of work (Venkatesh & Balaji, 2011). Secondly, emotional intelligence of an employee is useful in the process of understanding and perceiving rules on display within different areas of the organization. Thirdly, it is impossible for emotion work to be performed in the absence of proper processing on emotional intelligence foundation. Consequently, it is imperative for human resource development professionals to come up with measures and means through which employees can develop their cognitive abilities as well as enhancement of their knowledge of the rules pertaining to contextual emotion. It is therefore evident that emotional intelligence is devoid of any major positive results in the absence of other disciplines (Nafukho, 2009). In fact, human resource development professionals should focus more on the disciplines that enhance emotional intelligence rather than stressing on it entirely. Thus work performance is greatly enhanced through development of contextual and cognitive abilities as well as knowledge of emotional contexts.
The topic on emotional intelligence is fraught with intense debate in human resource development contexts such that diverse views have been brought across. While many HRD professionals consider various aspects of emotional intelligence vital in the development of leadership instruments, others completely disagree with the association of such aspects. The opponents find fault with emphasis on emotional intelligence in favor of ample knowledge and understanding of practical work contexts. Nevertheless, the topic is important as it creates a medium through which employees and the management can interact.
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