Publish at January 30 2024 Updated January 30 2024
"The most beautiful emotions are those you can't explain."
Charles Baudelaire
As the figure of the "rational leader" wears out, emotional skills are now well identified, and form part of the injunction movement towards soft-skills (Kotsou et al; 2022) .
Dejoux et al (2006 ) discovered that managers learn by developing their emotional skills. They distinguish between managers and executives, and according to their study, "the more the executive develops his emotional skills, the more he develops his learning abilities. This result suggests that emotional competencies will contribute to the acquisition and transformation of knowledge via learning abilities".
There are several methods for measuring a manager's emotional competence. A study by Chader et al; (2020) examined the relationship between emotional competence and adherence to the leader's vision. The authors used the work of Mikolajczak et al; (2014) on emotional competence and that of George (2000) on leadership effectiveness to better understand this relationship. They conducted 30 semi-structured interviews with business leaders to answer their research question. The results of their research highlighted the major role played by leaders' emotional competencies not only in the process of building their vision, but also in disseminating it and mobilizing employees around it. In this study, leaders and executives are synonymous.
Éditions du Centre de Psychologie Appliquée (ECPA) has developed a tool for detecting and assessing emotional potential, based on Bar-On's (EQ-i) work on emotional competencies. This tool can be used to assess managers' emotional competencies and emotional potential.
Finally, it was also possible to measure the emotional competencies of managers through interviews conducted with Swiss executives in different sectors.
There are many ways to develop emotional competencies. According to a study by Joran Farnier, there are 10 emotional competencies to develop, including emotional self-awareness, self-esteem, assertiveness, empathy, impulse control and optimism.
Emotional skills can also be developed by recognizing and understanding one's own emotions, explaining and understanding the emotional state of others, dealing constructively with strong emotions, balancing one's own behavior, developing the ability to empathize with others, and establishing and maintaining lasting relationships.
Emotional skills enable managers to maintain healthy relationships with their staff, deal constructively with conflict and stay the course in difficult situations.
Emotional skills are also linked to employee satisfaction, loyalty and business performance. Leaders with high emotional competencies are more resilient, able to keep calm in all circumstances, quickly overcome anger and move on. They are also more likely to be seen as effective and charismatic leaders.
A study of 20 startup leaders (Chader al 2019) shows the role of leaders' emotional skills in developing organizational creativity, capturing employees' emotional states and recognizing them in creative processes.
In conclusion, a link between emotion and entrepreneurship is identified by Gabay-Marianiet al 2023
"Finally, a high degree of emotional intelligence is considered a success factor, enabling entrepreneurs to cope with the uncertainty and intensity of the entrepreneurial process."
All the more reason for training providers to take a close look at the emotional dimension of their programs.
Sources
Chader, A. & Ovono Beyeme, D. (2019). Emotional competencies of leaders in the service of organizational creativity. A study in startups in the Occitanie Region. RIMHE: Revue Interdisciplinaire Management, Homme & Entreprise, 37,8, 53-78. https://www.cairn.info/revue-rimhe-2019-4-page-53.htm.
Chader, A., Pijoan, N. & Plane, J. (2021). Leadership and emotions: the power of emotional skills. Question(s) de management, 34, 19-33. https://doi.org/10.3917/qdm.214.0019
Compétences émotionnelles Measurer les sentiments - University of Geneva.
https://www.unige.ch/cisa/files/4914/6893/2695/PSC_6-15_gefuehle_vermessen_fr_Psychoscope.pdf.
Dejoux, C., Ansiau, D. & Wechtler, H. (2006). Emotional competencies and learning capacities of managers: Le cas d'une entreprise française de service. Revue internationale de psychosociologie, XII, 165-189. h ttps:// doi.org/10.3917/rips.028.0165
Kotsou, I., Farnier, J., Shankland, R., Mikolajczak, M., Quoidbach, J., Leys, C. (2022). Développer les compétences émotionnelles: en 8 séances. Dunod. https://www.cairn.info/developper-les-competences-emotionnelles--9782100823260.htm.
Gabay-Mariani, L., Le Pontois, S., Aly, M., & Audretsch, D. (2023). Place and role of emotions in coaching and training entrepreneurs: what we now know, what we have yet to discover.... Entreprendre & innover, (3), 5-13. https://www.researchgate.net/profile/Laetitia-Gabay-Mariani/publication/373564005_Place_et_role_des_emotions_dans_l'accompagnement_et_la_formation_des_entrepreneurs_ce_que_nous_savons_desormais_ ce_nous_reste_a_decouvrir/links/650198058d6da36cc87743a2/Place-et-role-des-emotions-dans-laccompagnement-et-la-formation-des-entrepreneurs-ce-que_we-savons-desormais-ce-quil-nous-reste-a-decouvrir.pdf
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