Leadership Through Emotional

Intelligence Management Essay

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A leader who is leading a team should have a high level of self-awareness meaning
that he/she should have a deep understanding of my emotions, strengths,
weaknesses, needs and drives of the people whom they are leading. Leaders with
high level of self awareness are very honest with themselves and others. Selfawareness will help them to avoid the extremes of being overly ethical and
unrealistically. They should know how their feelings will affect them, others and their
job performance. In detail we will discuss the demand of team leadership in a law
enforcement agency and how it should be applied.

1.2 Definition
Leadership is the process of directly or indirectly influencing others to accomplish a
mission by providing purpose, direction and motivation.

1.3 Discussion
1.3.1 Leadership through Emotional Intelligence
Emotional intelligence is the ability to understand and manage both your own
emotions, and those of the people around you. Leaders with a high degree of
emotional intelligence usually know what they are feeling, what this means, and how
their emotions can affect other people.

Most important elements of emotional intelligence is self - awareness, self regulation, motivation, empathy and social skills.
In the environment of law enforcement the application of certain skill differs as it is
the industry were we are dealing with orders. Subordinate can't question a lawful
order, but rather to comply first and then question through existing procedures later.

That has mostly contribute to have bureaucratic style of leaders in my working

environment, but through continues training of first line and middle commanders
the situation is changing drastically.
1.3.2 The "I" and "We" paradigms
Employees is experiencing there organizations as an autocratic - led organization
which are normally characterized by low level of trust and trustworthiness and high
levels of uncertainty and fear.
Leadership is autocratic style where "I" paradigms are used and is normally imposed
from the top levels. It is an environment where risks are seldom taken and failure is
often punished and creativity is discouraged.
Changing to democratic leadership style will encourage employee involvement which
will influence effectiveness in the organization.
This style of leadership is common in my working environment as junior officers feel
that they must prove themselves and that they are only as good as their last
performance.
Orders are been given without any explanation and then it must be executed
precisely without any question been asked.
As junior officer you will only be allowed to speak if it is in line with the values and
priorities of the leader. Individual expression is discouraged as officers are afraid of
the authority of the commander.
That is leading to that the subordinates became completely dependent from the
commander.
Commanders are taking acknowledgement for the work done and are blaming
subordinates for any failure.
1.3.3 Building Relationship
A team leader who is building a sound relationship between the leader and the
workers should be proactive, by taking initiatives and became the circle of influence.
Leader should be able to determine the mood of others and try to build relationship
with individuals as well as with team members.

Such relationship will encourage collective responsibility and by that the leader will
not only lead by the virtue of who they are, but will also create value by the virtue of
their relationship.
I am very much inspired by one of my commanders who are standing out from all
others when it came to building a relationship. He introduces a culture of greeting
each other with a handshake in the morning.
He give any one a change to state his/her point and never interrupt or discourage his
subordinates and by that build up a good relationship with us.
He gives you a secure group environment which enhances individual contributions.
1.3.4 Balancing personal power with synergy power and contribution power.
Leaders are in some instances confronted with crucial challenger for most of them
are learning how to authentically influence in a manner that creates value.
Leaders are applying the skills but don't get the necessary results as it lacks value and
contribution. Some critical aspects are left unattended and that is affecting the end
result.
Crucial decisions are sometimes taken to advancing the organization or business, but
the organs which the people and the environment are left damaged.
This is getting results at the expense of the workers or the environment in which they
work.
Leaders need to make crucial development shift by balancing out personal power
with synergy power and contribution power. If leaders attempt to use our personal
power to achieve results while ignoring synergy power, a common dominant, driven
leadership style the real contribution and a people centered culture are sacrifice on
the altar of immediate achievement.
In my working environment the officers in the management cadres and who is
representing the top management of the force are fighting for additional benefits, but
can't address the issues affecting junior officers.
1.3.5 "720 Degree" feedback

Many organizations have embarked on some kind of leadership development with

mixed results and questionable impact on sustainable performance.
As a result leaders were only getting feedback from the people whom they work with
and don't reveal the full horizon. From a development perspective, it reveals only a
portion of the person, rather than a total picture

The 720 Degree concept is about getting feedback from people outside work such as
friends, family, spouses and children. Feedback from friends and family may well
have some value.
By doing that the leader will have a complete context to reconcile their inner and
outer realities.
This type of leaders you find them in democratic leadership style where a
commander can reconsider his decision after listening to his subordinates. It is really
rare to find those types of leaders in our force, but hear I will single out my
immediate commander.
He is a typical leader who is encouraging his subordinates to challenge him and by
that is also getting comments from those who are always quite. He is establishing
objectives together with his subordinates and that is mostly achieving his goals.
1.3.6 Amalgamated Teams
It is about transforming the organization to a new organization where the employees
will be given
1.3.7 Developing Team Performance
Objectives should be established together with the subordinates to develop team
performance by defining performance objectives with the team and make sure that
all team members understand the objectives and what actions will need to be taken
to achieve them.
Staff should be encourage suggesting ways to improve services and leaders should
listen to their ideas and acknowledge their points of view.

There are two crucial areas in which leaders must concentrate to accelerate team
performance and those are trust and constructive conflict.
Members must trust each other to have courage and relationship to engage openly
and honestly.
1.3.8 Closing the loop on the team
Authenticity is the core of relationship around which synergy and trust grow. It's the
life force of relationship and the true voice of the leader.
To be authentically the leader should know him/her, what the strength and the
weaknesses. Should be able to set aside his/her concerns completely and be there for
his subordinates.
Be able to influence his/her subordinates through integrity and appreciated what
others are doing for you
Share stories authentically with others and by that motivating and connecting them
personally.
Leader should be of the service of others and by that earn value and contribution
from others
4.1 Conclusion
Organizational effectiveness depends from the value the team, but the team
effectiveness also depends from the type of leader which is leading the team and the
leadership style which he/she will apply.
Team effectiveness is imperative for the enhancement of service delivery in the
Namibian Police Force and by selecting the right leader we will be able to achieve
goals and objectives.

Question 2
2.1 Introduction
Leadership style is about the manner and approach of providing direction,
implementing plans, and motivating people. How well the group accomplishes its
goals and maintain itself will be determined by leadership style. Personal leadership

is a valuable platform for the process of effectively leading others while

organizational leadership is a blending of the art and the science in order to give a
company direction. In detail we will discuss the differences between personal and
organizational leadership.
2.2 Definitions

Personal leadership
Leadership is a process whereby and individual influences a group of individuals to
achieve a common goal.

Organizational leadership
Organizational leadership has to do with the way in which leadership affect and has
an impact on an organization.
2.3 Discussion
2.3.1 Personal leadership
Personal leadership is about authenticity which is the core of relationship around
which synergy and trust grow. It's the life force of relationship and the true voice of
the leader.
To be authentically the leader should know him/her, what the strength and the
weaknesses. Should be able to set aside his/her concerns completely and be there for
his subordinates.
It is about controlling and subjugating personal experience and keeping private true
feelings in order to conform to group norms and better serve the whole
Be able to influence his/her subordinates through integrity and appreciated what
others are doing for you
Share stories authentically with others and by that motivating and connecting them
personally.
Personal leadership offers those who have strong commitment to group relations a
tangible practice through which to consider their behaviours in the context of group
development.

Character is the essence or core of the leader which is the deeper and broader than
any action or achievement, it spring from the essential nature of the person

Character works to transform and open up possibilities and potential, and when an
individual are leading from character, we exude qualities of authenticity, purpose,
openness, trust, courage, congruence and compassion
Coping protect us and help us to get through challenging circumstances. It has value
and if used sparingly and appropriately, will serve our need.
Coping leader may get results, but also exhibit defensiveness, fear, withdrawal, or a
desire to win at all cost.
Personal Leadership means sustaining a commitment to deepen our personal and
professional capacities. It asks us to disentangle internal experience from external
circumstance, recognizing that we are the creators of the former and not the victims
of the latter.
Practicing personal leadership will encourage an organization to recognize that every
situation - every new experience, every challenging encounter, every joy and every
sorrow - can serve us in both exploring and fulfilling the purpose of our lives.
Leadership is the ability to control your thought life, know the direction of your life,
and commit yourself to accomplish whatever is the goal for your life. It involves
developing a positive self-image that gives you courage to make choices that will
follow your path.
Anything you can visualize is yours when you confront obstacles with confidence and
demonstrate true personal leadership. It is having the knowledge of what to do and
having the confidence to do it.
Personal Leadership is not created by situations but by the response to them.
Nothing holds us back except what we consider a limitation we have placed in our
own mind.
Success in personal leadership will be to tap into your potential by learning and
doing. Experience will make you stronger and raise your self-confidence to an even
higher level.

2.3.2 Organizational leader

Leadership is art of coaching others. Helping to foster the growth of those around us
gives sustainability to our leadership and perpetuates optimal, ongoing value
creation
Coaching is the art of drawing forth potential onto the canvas of high performance.
The gentle yet firm hand of leadership guiding the way like caring friend, helping the
coachee to steer clear of danger or set a more positive course.
A leader of a group of any size sets the tone for all the members of the group as every
one of them is looking to you and depends on you.
Leaders hold lives and destinies in their hands, and this is why leadership can be a
sacred calling
That calling is best honoured when the leader sets the highest example of personal
and professional behaviour, then enlisted others to take this challenging path as well.
Effective coaching is to bring out the strengths and talents of all the people in the
group or organization, served a dual role.
Coaching is a generous contribution to each individual's growth and fulfillment and
at the same time, it is the most practical strategies for maximizing the effectiveness
and success of the group.
Organizational leadership is the ability of management to understand its employees
and company goals enough to bring everyone together. Frequently, an organization
with excellent leadership will have employees who feel that their opinions are valued
and that their work is highly important to the shared success of the whole
organization. There is no single technique to ensure that this happens.
Leadership is of mentoring subordinates by passing experience through to them and
focusing on career and personal developments.
Is about utilizing team building exercises to instill leadership development on all
levels of the organization and fostering positive communication.
Organizational leader has responsibility for the followers as well as the society and
those who are disadvantaged.

Effective leader develop a clear vision and mission for the organization.
2.4 Conclusion
By comparing the competencies of the individual leader as well as the organizational
leader, may benefit the individual as well as the organization, if one posses both the
competencies.