–

“Analyzing the Role of Emotional Intelligence in Effective Leadership”

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR

Master of Management Studies (University of Mumbai)

2022-2024 Batch

ROLL Number: - C01

SUBMITTED TO:
DR. V. N. BEDEKAR INSTITUTE OF MANAGEMENT STUDIES,
THANE.

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 DECLARATION BY THE CANDIDATE

This is to certify project report entitled “Analyzing the role of emotional intelligence in
effective leadership” which is submitted by me in partial fulfillment of the requirement for
the award of Master of Management Studies, (University of Mumbai) Dr. V.N. Bedekar
Institute of Management Studies, comprises of my original work and due acknowledgment
has been made in the text to all other material used.

Wherever references have been made to intellectual properties of any individual /

Institution / Government / Private / Public Bodies / Universities, research paper, text books,
reference books, research monographs, archives of newspapers, corporate, individuals,
business / Government and any other source of intellectual properties viz., speeches,
quotations, conference proceedings, extracts from the website, working paper, seminal work
et al, they have been clearly indicated, duly acknowledged and included in the
Bibliography.

____________________________________
Date & Signature of Candidate

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 CERTIFICATE BY THE GUIDE

This is to certify that project report entitled “Analyzing the role of emotional intelligence in
effective leadership” which is submitted by MR. ANKIT VISHWAKARMA in partial
fulfillment of the requirement for the award of Master of Management Studies, (University of
Mumbai) Dr. V.N. Bedekar Institute of Management Studies, is a record of the candidate's
own work carried out by him under my guidance. The matter embodied in this report is
original and due acknowledgment has been made in the text to all other material used.

Guide's Name:

Authorized Signatory:

Date:

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Table of Contents

1. INTRODUCTION

2. OBJECTIVE

3. LITERATURE REVIEW

4. LIMITATIONS

5. RESEARCH METHODOLOGY

- RESEARCH DESIGN

- SAMPLING TECHNIQUE AND SAMPLE SIZE

- DATA ANALYSIS

6. FINDINGS

7. CONCLUSION

8. SUGGESTIONS

9. BIBLIOGRAPHY

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1. INTRODUCTION

Emotional intelligence is a crucial component of effective leadership in the modern

workplace. Leaders with high emotional intelligence are better able to comprehend and
control their own emotions as well as the emotions of their team members, resulting in
greater decision-making, team collaboration, and employee motivation. However, the
function of emotional intelligence in effective leadership remains unknown, and additional
research is needed to investigate this relationship. The purpose of this research is to
examine the impact of emotional intelligence in effective leadership across various
industries. The research will look into how emotional intelligence affects leadership
effectiveness, team dynamics, decision-making, and employee retention, as well as the
efficacy of emotional intelligence training for leaders. The study's findings will have an
impact on leadership development programmes and practises, ultimately helping to build
more effective and successful leaders.

The capacity to identify and affect the emotions of others around you, as well as
grasp and regulate your own emotions, is characterised as emotional intelligence. The
notion was developed by researchers John Mayer and Peter Salovey in 1990, but it was
popularised subsequently by psychologist Daniel Goleman. Goleman emphasised the

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 significance of emotional intelligence in leadership more than a decade ago, telling the
Harvard Business Review, "The most effective leaders are all alike in one crucial way:
they all have a high level of what has come to be known as emotional intelligence." It's not
that intelligence and technical abilities are unimportant. They are important, but only as
entry-level criteria for executive roles." Emotional intelligence is commonly divided into
four main competencies:

• Self-awareness;

• Self-regulation;

• Social awareness; and

• Relationship management

To increase your emotional intelligence, you must first grasp what each component
comprises. Here's a deeper look at the four groups:

a. Self-awareness

Everything revolves on self-awareness. It highlights your capacity to recognise your emotions

and their impact on your and your team's performance, in addition to understanding your own
strengths and shortcomings.

According to Tasha Eurich's research, 95 percent of individuals believe they are self-aware,
but only 10 to 15 percent are, which might cause difficulties for your staff. Working with
colleagues who aren't self-aware may reduce a team's success in half and lead to higher stress
and lower motivation, according to Eurich's research.

You must first bring out the best in yourself in order to bring out the best in others, which is
where self-awareness comes into play. One simple approach to gauge your self-awareness is
to complete 360-degree feedback, which involves evaluating your performance and then
comparing it to the opinions of your employer, colleagues, and direct reports. You'll receive
insights into your own behaviour and learn how you're seen in the organisation as a result of
this approach.

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 b. Self-Control

The capacity to regulate your emotions, particularly in difficult situations, and have a positive
view despite setbacks is referred to as self-management. Leaders who lack self-management
tend to react and have difficulty controlling their impulses.

The reaction is usually automatic. The more in tune you are with your emotional intelligence,
the easier it is for you to move from reaction to reaction. It's important to remember to stop,
breathe, collect yourself, and do whatever you can to manage your emotions—whether it's
taking a walk or calling a friend—so you can respond more appropriately and purposefully to
stress and adversity.

c. Social awareness

While it's important to understand and manage your emotions, you also need to know how to
read the space. Social awareness describes your ability to recognize the emotions and
dynamics of other people in your organization.

Leaders who excel in social awareness practice empathy. They try to understand the feelings
and perspectives of their colleagues, which enables them to communicate and collaborate
more effectively with colleagues.

DDI, a global leadership development company, recognizes empathy as a key leadership skill
and reports that empathetic leaders perform more than 40 percent better at coaching,
involving others, and making decisions. In a separate study (pdf) by the Centre for Creative
Leadership, researchers found that managers who show more empathy for their direct reports
are rated by their superiors as better. By communicating with empathy, you can better support
your team and improve individual performance at the same time.

d. Relationship management

Relationship management refers to your ability to influence, lead and lead others and resolve
conflicts effectively.

Some people prefer to avoid conflict, but it is important to deal with problems when they
arise. Research shows that each unresolved conflict can waste about eight hours of company

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time through gossip and other counterproductive activities, draining resources and morale. If
you want to keep your team happy, you need to have these tough conversations: In a recent
survey by the Society for Human Resource Management, 72 percent of employees ranked
"treating all employees with respect at all levels" as the most important factor. jobs
satisfaction

The tone of an organisation is set by its leaders. If they lack emotional intelligence, the
ramifications might be far-reaching, resulting in decreased employee engagement and a
greater turnover rate. While you may be technically excellent at your profession, if you are
unable to successfully communicate with your team or interact with others, your technical
abilities will be neglected. You may develop your career and organisation by understanding
emotional intelligence.

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2. OBJECTIVE

1. To examine the correlation between emotional intelligence and leadership effectiveness.

2. To identify the specific components of emotional intelligence that contributes to
effective leadership.
3. To analyse the role of emotional intelligence in effective leadership.

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 3. LITERATURE REVIEW

Leaders who have higher levels of emotional intelligence perform better in their
positions, according to research. Higher levels of worker engagement, motivation, and
productivity are the result of their improved ability to control their own emotions as well as
those of their team members. Additionally, emotionally intelligent leaders are better able to
handle complex and difficult circumstances, make wise choices, and develop close bonds
with their staff.

One study by Goleman and Boyatzis (2008) found that leaders with high emotional
intelligence are more likely to create a positive work environment and foster a culture of trust
and cooperation. They were also better able to resolve conflicts and communicate effectively
with their teams.

Another study by Higgs and Dulewicz (2016) found that emotional intelligence was
positively correlated with transformational leadership characterized by inspiring, motivating
and empowering followers. This type of leadership has been associated with greater
employee engagement, commitment, and job satisfaction.

International Journal on Leadership (2019)

Leaders have got a significant role to play in all spheres of life. An organization can attain
remarkable achievements under a strong leadership; whereas, the presence of unsuccessful
leaders can prove to be quite detrimental. The notion that a vital part is played by emotional
intelligence (EI) in the effectiveness of leaders has been introduced recently. An emotionally
stable professional is able to cope up with imperfection and uncertainty, since he is not very
critical and believes in win-win situation. He has the ability to handle every sort of situation
whether it is a demanding job, an atrocious boss, or undisciplined subordinates. At present,
the definition of leadership has become more people-focused.

Journal of Organisation & Human Behaviour (2017)

The present paper presents a critical and analytical discussion on emotional intelligence in the
workplace. The paper chronicles major scholastic attempts that have propagated academic

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consciousness on the study and intricacies of emotions at the workplace. It identifies
emotional intelligence as central to workplace harmony and proposes emotional capital
theorising to develop both individual and organisational emotional assets. The paper views
workplace emotions as occurring in the abstract or in the soul state of man therefore,
requiring dominantly life occurring data for its research.

Jim A McCleskey (2015)

Leadership is an important aspect of individual and organizational success. In short,

leadership matters; however, the organizational environment encountered by leaders is
undergoing dynamic changes. New leaders will require skills that allow them to deal with the
issues of increased diversity, heterogeneous work teams, high levels of ambiguity, and the
need for more personalized approaches. The skills that modern leaders require may be exactly
those related to emotional intelligence (EI). The purpose of this quantitative non-
experimental, research study was to examine the relationship between the EI and leadership
practices in a sample of 302 organizational leaders.

Victor Nwaoseh

This research work was on emotional intelligence and entrepreneurial success. The purpose
of the study is to determine whether emotional intelligence is vital to entrepreneurial success.
Questionnaires to gauge the emotional intelligence of owner-managers was distributed,
collated, and analysed. The study realized that emotional intelligence is vital to
entrepreneurial success. This is especially true for a country whose majority of its workforce
is found in the small medium enterprises. Inclusive in the recommendation is that owner-
managers, as well as other business leaders should be trained in the practice of emotional
intelligence.

Oshunbiyi Idowu (2019)

This study examined the predictive influence of emotional intelligence and gender difference
on student leadership practices, relationship between emotional intelligence and leadership
styles, and impact of leadership experience on leadership practices. Two hundred (200)

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student leaders and one hundred (100) observers were selected across randomly selected
faculties in the University of Lagos, Nigeria for the study. Four research hypotheses were
analysed. Sampling method used were judgmental or purposive sampling and accidental
sampling methods.

Nik Nikoui (2015)

The Effect of Nationality Differences on the Emotional Intelligence of Leaders by Hossein

Reza Nikoui MSBA, Madonna University, 1998 MEng, University of Toronto, and 1983
Dissertation Submitted in Partial Fulfilment of the Requirements for the Degree of Doctor of
Philosophy Management

Lucy Karimi (2012)

Introduction Background of the Study Historically, leaders in most organizations have

neglected emotions in the workplace. Today we realize that emotions are very much a part of
workplace success. How individuals respond to real situations each and every day and what
organizations do to foster productive emotional responses can make the difference between
the organization that stumbles and the organization that thrives. Many companies today are
teetering on the edge of disaster. Excessive downsizing has created employees who find
themselves overworked, underappreciated and constantly seesawing between exhaustion and
fear.

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4. Limitations

1. Subjective self-assessment: One limitation is that the measurement of emotional

intelligence and leadership effectiveness often relies on self-assessment or self-report
measures. These subjective measures may be influenced by biases or inaccurate self-
perceptions, leading to potential discrepancies between self-perceived emotional
intelligence and actual leadership effectiveness.

2. Contextual variability: Emotional intelligence and leadership effectiveness can be

influenced by various contextual factors, such as organizational culture, industry, and
team dynamics. These contextual variations make it challenging to generalize findings
across different settings, as the impact of emotional intelligence on leadership
effectiveness may differ based on the specific context.

3. Causality and directionality: Establishing a causal relationship between emotional

intelligence and leadership effectiveness can be complex. While there may be
correlations between emotional intelligence and effective leadership, it is challenging
to determine whether emotional intelligence leads to effective leadership or if
effective leadership enhances emotional intelligence. Longitudinal studies and
experimental designs can help address this limitation.

4. Lack of objective measures: Emotional intelligence is a complex construct that

encompasses multiple dimensions. However, the absence of widely accepted
objective measures can pose a limitation in accurately assessing emotional
intelligence and its specific components. Reliance on self-report measures may
introduce biases and limitations in capturing the true essence of emotional
intelligence.

5. Limited generalizability: Studies on emotional intelligence and leadership

effectiveness often focus on specific industries, organizational levels, or cultural
contexts, which may limit the generalizability of findings to other settings. This
restricts the ability to draw broad conclusions about the universal impact of emotional
intelligence on effective leadership across diverse populations.

6. Potential for social desirability bias: Participants may provide responses that they
believe are socially desirable rather than reflecting their actual emotional intelligence

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 or leadership effectiveness. This can impact the validity and reliability of the collected
data.

It is essential to consider these limitations when interpreting research findings on the role of
emotional intelligence in effective leadership to ensure a comprehensive understanding of the
topic.

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5. RESEARCH METHODOLOGY

 Research Design
An empirical quantitative research design will be used to carry out the study. A random
sampling survey will be used to obtain data from participants in various businesses for the
study.

 Sampling technique and sample size

A convenience sampling strategy will be used in the investigation. Social media and
professional networks will be used to attract participants. Participants from various areas,
such as finance, education, etc. will be included in the sample. Total sample size is 50.

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 Data Analysis

 The majority of the respondents are within the 35-45 age range, followed by the 15-25
age range. The remaining age groups have smaller representation in the data.

 The data indicates that a considerable majority of the respondents, 76%, believe that
emotional intelligence is important for effective leadership, with the highest
percentage (40%) giving it the highest rating of 5 out of 5.

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 The data suggests that a significant portion of the respondents (70%) perceive
themselves to have above-average emotional intelligence, with the highest percentage
(42%) giving themselves the highest rating of 5 out of 5.

 The data suggests that the majority of the respondents (64%) perceive themselves to
be relatively effective leaders, with a significant percentage (36%) giving themselves
a rating of 4 out of 5.
 Another 28% of respondents rated themselves as highly effective leaders with a rating
of 5 out of 5.

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 The data suggests that a significant portion of the respondents (66%) believe they
demonstrate empathy towards their team members, with the highest percentage (32%)
indicating they frequently do so by giving a rating of 5 out of 5.

 The data suggests that a significant majority of the respondents (80%) have a high
level of confidence in their ability to influence and motivate their team members, with
the highest percentage (46%) giving themselves the highest rating of 5 out of 5.

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 The data suggests that there is variation in the self-perceived emotional intelligence
across the different components.
 Respondents generally rated their self-awareness, self-regulation, motivation,
empathy, and social skills as average to below average, with the highest ratings given
for social skills (32% rated it as 5 out of 5).

a. Self-awareness:

 10% of respondents rated their self-awareness as 5 out of 5.

 12% of respondents rated it as 4 out of 5.

 20% of respondents rated it as 3 out of 5.

 26% of respondents rated it as 2 out of 5.

 The majority, 32% of respondents, rated their self-awareness as 1 out of 5.

b. Self-regulation:

 12% of respondents rated their self-regulation as 5 out of 5.

 20% of respondents rated it as 4 out of 5.

 26% of respondents rated it as 3 out of 5.

 32% of respondents rated it as 2 out of 5.

 Additionally, 10% of respondents rated their self-regulation as 1 out of 5.

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c. Motivation:

 20% of respondents rated their motivation as 5 out of 5.

 26% of respondents rated it as 4 out of 5.

 32% of respondents rated it as 3 out of 5.

 12% of respondents rated it as 2 out of 5.

 Additionally, 10% of respondents rated their motivation as 1 out of 5.

d. Empathy:

 26% of respondents rated their empathy as 5 out of 5.

 32% of respondents rated it as 4 out of 5.

 12% of respondents rated it as 3 out of 5.

 10% of respondents rated it as 2 out of 5.

 Additionally, 20% of respondents rated their empathy as 1 out of 5.

e. Social skills:

 32% of respondents rated their social skills as 5 out of 5.

 The majority, 26% of respondents, rated it as 4 out of 5.

 12% of respondents rated it as 3 out of 5.

 10% of respondents rated it as 2 out of 5.

 Additionally, 20% of respondents rated their social skills as 1 out of 5.

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 The data suggests that opinions are divided among the respondents regarding which
emotional intelligence component is most important for effective leadership.
 The highest percentage of respondents (30%) believes that self-regulation is the most
important, followed by social skills (22%).

 The data suggests that a significant majority of the respondents (78%) perceive self-
awareness to have a positive contribution to their effectiveness as leaders.
 The highest percentage (42%) strongly believes in the significant contribution of self-
awareness, while another 36% also recognize its importance by giving it the highest
rating of 5 out of 5.

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 The data suggests that a significant majority of the respondents (74%) have a strong
belief in the contribution of self-awareness to their effectiveness as leaders.
 The highest percentage (44%) strongly believes in the significant contribution of self-
awareness, while another 30% also have a strong belief by giving it the highest rating
of 5 out of 5.

 The data suggests that a significant majority of the respondents (64%) have a strong
belief in the contribution of empathy to their effectiveness as leaders.
 The highest percentage (40%) strongly believes in the significant contribution of
empathy, while another 24% have a strong belief by giving it a rating of 4 out of 5.

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6. Findings

1. Age Distribution:

The majority of respondents fall within the 35-45 age range, which suggests that
this group is more actively engaged in expressing their opinions on the subject
matter. The data indicates a diverse representation across different age groups,
providing insights from individuals with varied levels of experience and
perspectives.

2. Importance of Emotional Intelligence for Effective Leadership:

The findings demonstrate that a significant majority of respondents (76%) believe

that emotional intelligence is crucial for effective leadership. This highlights a
growing awareness of the importance of emotional intelligence in leadership roles.
Social skills received the highest percentage of support (40%), indicating the
recognition of its significance in building and maintaining relationships.

3. Self-Rated Emotional Intelligence:

The respondents generally rated their emotional intelligence above average.

Motivation and empathy received the highest ratings, suggesting that individuals
perceive themselves to be motivated and capable of understanding others'
emotions. These findings indicate self-awareness of one's emotional state and the
ability to regulate and connect with others' emotions.

4. Self-Perceived Effectiveness as a Leader:

The data indicates that a majority of respondents (64%) perceive themselves as

relatively effective leaders, with a significant portion (36%) rating their
effectiveness as 4 out of 5. This suggests a positive self-perception of leadership
skills among the respondents.

5. Demonstrating Empathy towards Team Members:

A significant majority of respondents (66%) believe they demonstrate empathy

towards their team members, with 34% rating their demonstration of empathy as 5
out of 5. This indicates a general understanding and consideration of team
members' emotions, fostering positive relationships and team dynamics.

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6. Confidence in Ability to Influence and Motivate Team Members:

The data suggests that the majority of respondents (80%) have a high level of
confidence in their ability to influence and motivate team members. This
confidence is reflected in the 46% of respondents who rated their confidence as 5
out of 5. A strong belief in their motivational and influential abilities indicates a
self-perception of being effective leaders.

7. Self-Rated Emotional Intelligence Components:

The ratings of self-awareness, self-regulation, motivation, empathy, and social

skills varied across the different components. Social skills received the highest
ratings, indicating a perceived strength in building relationships and effective
communication. Self-awareness and self-regulation received relatively lower
ratings, suggesting potential areas for improvement in understanding one's
emotions and regulating behaviour.

8. Most Important Emotional Intelligence Component for Effective Leadership:

Opinions were divided among respondents regarding the most important emotional
intelligence component for effective leadership. Self-regulation and social skills
were considered important by 30% and 22% of respondents, respectively. This
suggests that different individuals prioritize different aspects of emotional
intelligence in leadership roles.

9. Contribution of Self-Awareness to Effectiveness as a Leader:

A significant majority of respondents (78%) perceive self-awareness to have a

positive contribution to their effectiveness as leaders. This indicates an
understanding of the importance of self-awareness in recognizing and managing
one's emotions, which can lead to improved decision-making and interpersonal
relationships.

10. Belief in the Contribution of Self-Awareness and Empathy to Effectiveness as a

Leader: The data suggests that a significant majority of respondents (74% for self-
awareness, 64% for empathy) have a strong belief in the contribution of these
components to their effectiveness as leaders. This highlights the perceived
significance of self-awareness and empathy in understanding oneself and others,
fostering effective leadership behaviours and outcomes.

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7. Conclusion

The data collected provides valuable insights into the perceptions and beliefs of respondents
regarding emotional intelligence and effective leadership. Overall, there is a strong
recognition of the importance of emotional intelligence in leadership roles, with a majority of
respondents considering it crucial for effective leadership.

The findings suggest that respondents have a positive self-perception of their emotional
intelligence and effectiveness as leaders. They rated themselves above average in various
emotional intelligence components, particularly in motivation and empathy. This indicates a
level of self-awareness, the ability to regulate emotions, and an understanding of others'
emotions, which are all crucial for effective leadership.

The data also highlights the importance of self-awareness, empathy, and social skills in
leadership roles. Respondents perceive these components as significant contributors to their
effectiveness as leaders. Self-awareness allows leaders to understand their own emotions,
strengths, and weaknesses, leading to improved decision-making and self-regulation.
Empathy enables leaders to understand and connect with the emotions of others, fostering
positive relationships and effective teamwork. Social skills, including effective
communication and relationship-building, contribute to successful leadership in various
contexts.

It is important to note that opinions regarding the most important emotional intelligence
component for effective leadership were divided among the respondents. While self-
regulation and social skills received considerable support, indicating the diversity of
perspectives on this matter, the majority recognized the importance of multiple emotional
intelligence components in effective leadership.

Overall, the findings emphasize the significance of emotional intelligence, particularly self-
awareness, empathy, and social skills, in effective leadership. The data suggests that leaders
who possess and cultivate these emotional intelligence skills are more likely to be effective in
their roles, fostering positive relationships, influencing others, and achieving successful
outcomes.

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8. Suggestions

Some suggestions for individuals looking to enhance their emotional intelligence and
leadership effectiveness:

1. Develop self-awareness:
Invest time in self-reflection and self-assessment to gain a deeper understanding of your
emotions, strengths, and weaknesses. This awareness can help you make better decisions,
manage your emotions effectively, and identify areas for personal growth.
2. Cultivate empathy:
Practice active listening and put yourself in others' shoes to understand their perspectives
and emotions. Show genuine care and empathy towards your team members, fostering a
positive and supportive work environment.
3. Enhance self-regulation:
Learn to manage your emotions, especially in challenging situations. Develop techniques
for self-control, stress management, and resilience, allowing you to respond appropriately
and maintain composure even in high-pressure situations.
4. Foster motivation:
Find intrinsic motivation for your work and inspire others by setting clear goals,
providing meaningful feedback, and recognizing achievements. Foster a sense of purpose
and enthusiasm among your team members, promoting a positive and motivated work
atmosphere.
5. Develop social skills:
Improve your communication skills, both verbal and non-verbal, to effectively convey
your messages and build strong relationships. Work on active listening, conflict
resolution, and teamwork, as well as building rapport and influencing others positively.
6. Seek feedback and continuous learning:
Regularly seek feedback from peers, superiors, and team members to gain insights into
your leadership style and areas for improvement. Actively seek opportunities for learning
and development, such as attending workshops, reading books, or participating in
leadership training programs.
7. Practice mindfulness and self-care:

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 Take care of your own well-being, both physically and mentally. Practice mindfulness
techniques to stay present and focused, and ensure you prioritize self-care to maintain a
healthy work-life balance.
8. Seek mentorship or coaching:
Consider seeking guidance from experienced leaders or professional coaches who can
provide valuable insights and guidance in enhancing your emotional intelligence and
leadership skills.

Remember that emotional intelligence and leadership effectiveness are not static traits, but
skills that can be developed and improved over time with consistent effort and practice. By
focusing on these suggestions and actively working on your emotional intelligence, you can
become a more effective and impactful leader.

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9. Bibliography

https://online.hbs.edu/blog/post/emotional-intelligence-in-leaderships

https://online.hbs.edu/blog/post/emotional-intelligence-in-

leadership#:~:text=Emotional%20intelligence%20is%20defined%20as,popularized%20by%2
0psychologist%20Daniel%20Goleman.

www.googlescholar.com

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 DR. V. N. BRIMS

Winter Internship Progress Report

Name of the Student: Ankit Devchand Vishwakarma

Area of Specialization: Finance

Name of the Internal Guide (College): Prof. ADITI

Title of the project: “Analysing the Role of Emotional Intelligence in Effective Leadership”

Duration of the project:

Progress Report:

Sr. No Date Particulars/ Progress Guide Signature Student Signature

1.

Authorized Signatory Students Signature

29