Leadership Skills

Emotional intelligence is critical for a leader to succeed. According to Andrew (2009), Emotional Intelligence is the ability to recognize one’s emotion and feelings and also the emotions of others and use this information to guide behavior and thinking. Jillian is less of a leader and more of a manager and does not possess emotional intelligence. Jillian has some positive traits such as being tough but fair, a hard worker who has risen through the ranks over the years, and she is civil. Jillian is a typical manager who relies on control to manage instead of being a leader who inspires trust.  It is evident that Jillian lacks interpersonal and social skills because she is a loner to her fellow officers. Jillian does not engage others or promote participatory management with her juniors because she is remote with her dealings with others. Jillian fear losing control and respect therefore she does not delegate duties which lead her to micromanage all the employees under her. 

     Jillian needs emotional intelligence training. Jillian should be aware that technical expertise is not enough for one to become a leader but a combination of Intelligence Quotient (IQ), Emotional Quotient and the big five personality traits. Jillian can be said to exude conscientiousness she acts dutifully and displays self-discipline, but she should ease on the strictness so she can give room for flexibility (Lee, 2013). Jillian is solitary and reserved which is a trait not good for a leader; she should be more of an extrovert with sociability and seeking the company of colleagues in the organization. Jillian is detached from the members of the Ship which make her antagonistic; she should be compassionate which will make the employees more endeared to her. Jillian should not micromanage her employees but rather delegate the duties which develop a sense of responsibility and recognition to the employees.  

     Jillian should adapt the Mixed Model, which proposes that emotional intelligence is constituted by different competencies which are essential for improved leadership performance (Goleman, 2000). The first competency is self-awareness where one should be aware of their emotions and how they affect others. Self-awareness can help Jillian determine her strength and weakness. Jillian can improve on her self-awareness through keeping a journal and taking it slow. Jillian should be able to self-regulate herself; this involves avoiding rush decisions and knowing one’s values. Jillian should be aware when to compromise her values and when not to; she can remain tough but efficient. Thirdly Jillian should develop social skills which are an important aspect of participatory management and building relationship with employees. Jillian will be able to communicate better with the employees, motivate them and understand their needs. Fourthly, Jillian should develop empathy which is the ability to put oneself in another person’s position. Empathetic individuals can provide constructive feedback and respond positively to feelings of others (Webb et al., 2013). Lastly, Jillian should be motivated in achieving the set goals and high-quality job but not at the expense of the employees. In Kant’s categorical imperative model, he indicates that individual should not be a means to an end but an end themselves (Montefiore, 2003).   


Leave a Reply