Emotional Intelligence

Moving the Nonprofit Executive from Surviving to Thriving

Michael Hartsfield, Ph.D.
This article provided by the Engstrom Institute

A headline in the November 1, 2001 issue of The Chronicle of Philanthropy says, Many Nonprofit Leaders Don't Ever Want the Top Job Again, Survey Finds. Most of the 1,000 nonprofit executives who participated in this research were satisfied with their work, but they did not want to do it again. Leading an organization that is making the world a better place is highly satisfying, yet this sense of fulfillment is constantly tempered by the ever-present pressure to please the board, maintain competent staff, and of course generate the necessary funding to keep the organization viable.

The spiritual and emotional toll on the nonprofit leader can be immense as he or she is driven by a passion for the organization's mission but constrained by the realities of leading multiple constituencies in the organization. This is especially true in church and parachurch environments where leading is so deeply connected to a sense of calling and Christian service. The fires of passion that can ignite the organization's vision are the same fires that can cause emotional meltdown in the executive leader unequipped to deal with the day to day complexities of nonprofit leadership. It is this very scenario lived out in organizations of all types and sizes that has drawn much attention to the concept of emotional intelligence and its relationship to effective and sustainable leadership.

The Emotional Intelligence Edge

Why do leaders with high cognitive intelligence struggle in their leadership roles while others with less IQ find great success? Why do pastors with theological training and seminary degrees fail as pastors while others with no formal training lead thriving churches? Perhaps much of this can be attributed to what Daniel Goleman calls emotional intelligence. Goleman's bestselling book Emotional Intelligence: Why It Can Matter More Than IQ popularized the concept of emotional intelligence and the possibility that a different kind of intelligence could be a greater predictor of success than intellectual intelligence.

Emotional intelligence (EI) has been the focus of much research for over a decade. While opinions differ on whether emotional intelligence is a skill, an ability, or a competency, most who study EI agree that an emotionally intelligent person is able to understand and manage their own emotions, and they are able to use this information to manage their relationships with others. This puts emotional intelligence at the heart of social interactions and a key determinant in the way we relate to each other in various social situations. This is why it is proposed a person with high EI will likely be more successful leading people, especially during difficult times, than will a person with abundant cognitive skills but little EI.

Leading With Emotional Intelligence

Considerable research has focused on the relationship between EI and leader effectiveness. This relationship can be seen by examining each of the four components of EI identified by Goleman; self-awareness, self-regulation, motivation, and empathy. "Self-awareness means having a deep understanding of one's emotions, strengths, weaknesses, needs, and drives" (Goleman, 1998, p. 95). People with a high degree of self-awareness not only recognize their feelings but also understand how their feelings affect other people. Self-awareness extends to a person's understanding of his or her values and goals, which means a leader who is self-aware may possess a greater sense of purpose and meaning (Sosik & Megerian, 1999).

The second component of emotional intelligence is self-regulation, which is also referred to as managing emotions. A self-regulating individual can shake off anxiety, gloom, or irritability and effectively deal with negative consequences or failures. Self-regulation allows a leader to be sensitive and understanding of subordinates without succumbing to the vulnerability of criticism and the need to defend self-esteem (Riggio, Murphy, & Pirozzolo, 2002).

Goleman's (1995) third component of emotional intelligence is motivation, which brings achievement by harnessing feelings of enthusiasm, zeal, and confidence. "If there is one trait that virtually all effective leaders have, it is motivation" (Goleman, 1998, p. 101). An individual who exhibits the emotional traits of enthusiasm and persistence can, in the face of setbacks, perform above expectations and inspire others to do the same. Achievement motivation combined with self-regulation allows an individual to remain optimistic even in the face of setback or failure (Goleman).

The fourth component of emotional intelligence discussed by Goleman (1995) is empathy. "People who are empathic are more attuned to the subtle social signals that indicate what others need or want" (Goleman, p. 43). Empathy allows an individual to recognize and respond to the changing emotional state of other people resulting in sensitivity and social self-confidence (Sosik & Megerian, 1999). The first three components of emotional intelligence—self-awareness, self-regulation, and motivation—determine how well people manage themselves. Empathy, however, is the emotional intelligence component that determines how individuals relate to other people (Smigla & Pastoria, 2000).

A lack of emotional intelligence can derail a career. The emotional resonance Goleman discusses in Primal Leadership can revolutionize an organization, while the lack of this emotional resonance can result in toxic leadership that depends on power and coercion. It is this pervasive influence a leader operating with EI can have across entire organizations that has generated interest in the relationship between spirituality and EI.

Spirituality and Emotional Intelligence

Parallel with the growing body of literature on EI and leadership is an increased interest in spirituality and leadership. This is not surprising, since concepts related to spirituality and EI are often linked. The interest in spirituality at work has focused on the fact that people bring more than just their heads and hands to work. They also bring their hearts and a need to be connected with others beyond simply sharing tasks. This deeper connection with others is also evidence a leader operates with EI. Tischler, Biberman, and McKeage (2002) say, "being spiritual has been equated with being open, giving, compassionate, or what we imagine as 'holy' in one's behavior, and usually with being more unflappable and buoyant than others" (p. 206). These skills and this level of personal awareness have also been attributed to people operating with EI.

This way of thinking should be easier for the Christian leader to grasp, since it is consistent with biblical instruction on the way we should live and love. The Bible says the fruit of the Spirit listed in Galatians 5:22-23 is the evidence of the Spirit of Christ at work in a person's life. The parallels between the characteristics of EI and the fruit of the Spirit are too many to ignore. This is not to suggest EI is the fruit of the Spirit, or even the evidence of that fruit. It is suggesting the results of abundant research showing the transforming nature of leadership marked by strong EI skills is actually evidence the scriptural mandate to relate to one another in love with patience, self-control, and kindness is not a myth but the key to successful human interaction.

Perhaps this is why Goleman, in his book Primal Leadership, says the emotional task of the leader is the original and most important task of leadership. He speaks of the resonance that moves through entire organizations when the leader creates a positive emotional environment, as opposed to the dissonance that permeates an environment ruled by the power strategies of a command and control leader. The intuitive relationships between EI and fruit of the Spirit are shown in table table 1. This connection could help explain what has been seen as the catalytic nature of EI in organizations.

Why is Emotional Intelligence Important?

So why is EI important to leaders in the nonprofit sector? Realizing the mission of a nonprofit can be a daunting task for the leader. The pressure to meet ambitious mission goals is compounded by the constant scrutiny of fiscal policies and resource management. Working with outside governing boards, often composed of high status people who each have their own power to influence the mission of the organization, puts the nonprofit executive in a precarious position. The ability to understand, manage, and engage in the emotional tasks inherent with leading in this environment becomes more than simply a coping mechanism for the leader. It can be the decisive factor determining success or failure.

Table 1

Conceptual Relationship Between EI and the Fruit of the Spirit

EI is not the solution to all relational problems. It does not address all the social awareness and social adaptability challenges leaders face. EI is a skill building process that begins with one's willingness to accept the innate emotional activity going on in each of us. EI skills can be learned and they grow over time. For the nonprofit executive who has never considered this dimension of leading, now may be the time to give EI focused attention. See if EI creates the resonant energy that propels your organization toward its stated goals with renewed energy and focus.

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Dr. Michael Hartsfield comes from an extensive background in ministry and Christian media leadership. He writes, speaks, consults and teaches extensively in the fields of Christian leadership and is a leading researcher in the links between spirituality and emotional intelligence. He has the Ph.D. in Organizational Leadership from Regent University. He can be reached at michha4@regent.edu or by phone 757-352-4609

Key Words: emotional intelligence, empathy, self-awareness, self-regulation, motivation, spirituality, leadership.

References

Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ. New York: Bantam.

Goleman, D. (1998). Working with emotional intelligence. New York: Bantam.

Goleman, D. (2002). Primal Leadership: Realizing the power of emotional intelligence. Boston, MA: Harvard Business School Press.

Riggio, R. E., Murphy, S.E., & Pirozzolo, F. J. (Eds.). (2002). Multiple intelligences and leadership. Mahwah, NJ: Lawrence Erlbaum Associates.

Smigla, J.E. & Pastoria, G. (2000). Emotional intelligence: some have it, others can learn. The CPA Journal, 70I(6), 60

Sosik, J. J., & Megerian, L. E. (1999). Understanding leader emotional intelligence and performance: The role of self-other agreement on transformational leadership perceptions. Group & Organization Management, 24(3), 367-390.

Tischler, L., Biberman, J., & McKeage, R. (2002). Linking emotional intelligence, spirituality and workplace performance: Definitions, models and ideas for research. Journal of Managerial Psychology, 17(3) 203-218.