Building the Emotional Intelligence of Groups
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Building the Emotional Intelligence of Groups
The article Building the Emotional Intelligence of Groups by Druskat and Wolff (2001) provides detailed information on how managers can establish cooperative and efficient teams. Accordingly, this article offers essential managerial insight that can be used by leaders at all levels in an organization. Druskat and Wolff (2001) opine that for leaders to establish emotional intelligent groups, they must create a team atmosphere where members can build their emotional capacity and influence constructively. To create such an environment, the member must be empathetic and able to view issues from the perspective of other team members. Additionally, group members should control their emotions. Usually, an interpersonal understanding of other members of the group and also perspective taking can help individuals develop their ability of controlling their emotions.
Usually, a lack of emotional knowledge fails a group. Accordingly, groups must develop their self-awareness, which can help them to evaluate their emotional states and in turn improve their efficacy. Additionally, teams can have insight about themselves by assessing themselves or requesting for feedback from other members of the organization. Importantly, this information enables the group to identify its weaknesses and improve on them.
Druskat and Wolff (2001) also note that leaders should regulate their group’s emotions by establishing norms. Importantly, the management of a group’s emotions enhances its ability to respond to various issues. Accordingly, leaders should encourage proactive problem solving, foster a positive environment, and allow members to articulate matters so that they can develop a group that can regulate its emotions. Finally, since teams are always part of an organization, they must consider that their actions also affect the operations of other departments.
Druskat and Wolff (2001) article Building the Emotional Intelligence of Groups, provides essential information on team management that can be used by leaders at all levels of an organization. Importantly, this article acknowledges that there are various departments and groups in an organization, and how they are managed inevitably affects the performance of the other teams. In particular, Druskat and Wolff (2001) opine that emotional intelligence is as good as intellectual intelligence in determining the success of a team. Accordingly, in the current dynamic and competitive business environment, an individual must possess high levels of these attributes for him/her to be successful.
According to Druskat and Wolff (2001), leaders must create an environment where group members can establish their emotional capacity constructively. Further, the authors support this view with the assertion that an organization’s culture significantly influences the type of norms formed in its departments. Since a person’s environment affects his/her behavior, the Druskat and Wolff (2001) opinion are reasonable. Moreover, their suggestion that the leader should be affirmative for him/her to set the tone for the group is also correct. Usually, a leader also acts as a role model. Therefore, his/her character influences the behavior of his/her followers.
With regards to working with group’s emotion, Druskat and Wolff (2001) note that a lack of knowledge on how to deal with this issue fails teams. In this regard, they note that groups must be self-aware of their emotional states and pending activities for them to be efficient. I support the authors’ views since they indicate that teams must remain objective on their duties. Further, they believe that groups should continuously monitor their performance through self-evaluation and by getting feedbacks. I also agree with Druskat and Wolff (2001) view that effective teams should consider the views of the entire organization. Since groups are usually part of a department, their actions inevitably affect the performance of the organization as a whole.
The ideas learned from Building the Emotional Intelligence of Groups by Druskat and Wolff (2001) article will be important in my operations as a team leader. In particular, they will enable me to establish emotionally intelligent groups, which will, in turn, allow my organization to excel in all its activities. From what I have learned from the article, I will be a more affirmative leader. In this case, I will establish the tone in my groups and ensure that all individuals are cooperative. Importantly, I will always encourage members to give their views on the issues being discussed. Additionally, I will require all members to be polite, respectful, and empathetic to each other. Finally, I will be caring and acknowledge excellent performances of members. This character will enable the group to be united and efficient in its operations.
In addition to ensuring that the team members are cooperative with each other, the group at large will cooperate with other departments and groups. In this case, the group’s decisions and agendas will consider their effect on the overall management and performance of the organization or other groups. As a leader, I will always liaise with heads of different groups and departments so that I can understand if the team’s plans will negatively interfere with their performance. Further, the group will also partner with other departments in promoting the core agenda of the organization. Finally, I will regularly ask for feedback about the group’s performance from its members and also from non-members. This information will be valuable in self-evaluation and in identifying how the team can improve its performance.
Druskat, V., & Wolff, S. (2001). Building the Emotional Intelligence of Groups. Harvard Business Review, 80-92.