Emotional Intelligence and Leadership - Revision history

Felix Vinzenz Wütherich at 08:08, 15 May 2021

2021-05-15T08:08:46Z

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	''Felix ~~Vinzenz~~ Wütherich, Spring 2021''		''Felix Wütherich, Spring 2021''

	Emotional intelligence (EI) has received significant attention in both the scientific and broader community for its potential influence on professional and private success. Several models exist, however the dominant domains of EI in the popular literature are (1) self-awareness, (2) self-regulation, (3) motivation, (4) empathy, and (5) social skills <ref name="GolemanHBR"/>. This article aims at linking features of EI to distinct challenges in leadership, as well as deriving key insights for practitioners in the field of project, program and portfolio management. Acknowledging that the tasks of a leader are subject to a great variety, three distinct areas are addressed.		Emotional intelligence (EI) has received significant attention in both the scientific and broader community for its potential influence on professional and private success. Several models exist, however the dominant domains of EI in the popular literature are (1) self-awareness, (2) self-regulation, (3) motivation, (4) empathy, and (5) social skills <ref name="GolemanHBR"/>. This article aims at linking features of EI to distinct challenges in leadership, as well as deriving key insights for practitioners in the field of project, program and portfolio management. Acknowledging that the tasks of a leader are subject to a great variety, three distinct areas are addressed.

Felix Vinzenz Wütherich at 09:22, 2 March 2021

2021-03-02T09:22:07Z

Felix Vinzenz Wütherich at 16:27, 27 February 2021

2021-02-27T16:27:51Z

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	''Felix Vinzenz Wütherich, Spring 2021''		''Felix Vinzenz Wütherich, Spring 2021''

	Emotional ~~Intelligence~~ (EI) has received significant attention in both the scientific and broader community for its potential influence on professional and private success. Several models exist, however the dominant domains of EI in the popular literature are (1) self-awareness, (2) self-regulation, (3) motivation, (4) empathy, and (5) social skills <ref name="GolemanHBR"/>. This article aims at linking features of EI to distinct challenges in leadership, as well as deriving key insights for practitioners in the field of project, program and portfolio management. Acknowledging that the tasks of a leader are subject to a great variety, three distinct areas are addressed.		Emotional intelligence (EI) has received significant attention in both the scientific and broader community for its potential influence on professional and private success. Several models exist, however the dominant domains of EI in the popular literature are (1) self-awareness, (2) self-regulation, (3) motivation, (4) empathy, and (5) social skills <ref name="GolemanHBR"/>. This article aims at linking features of EI to distinct challenges in leadership, as well as deriving key insights for practitioners in the field of project, program and portfolio management. Acknowledging that the tasks of a leader are subject to a great variety, three distinct areas are addressed.

	Firstly, leaders must choose their own and their team’s priorities among a set of alternatives, which are often generated by large quantities of information coming in at fast speeds. It is discussed that emotions do not degrade decision making per se, as the popular opinion might suggest. Rather, the absence of emotions in decision making can substantially lower the quality of decisions. Further, the influence of positive and negative emotions on decision making is considered, as they can lead to very differing outcomes.		Firstly, leaders must choose their own and their team’s priorities among a set of alternatives, which are often generated by large quantities of information coming in at fast speeds. It is discussed that emotions do not degrade decision making per se, as the popular opinion might suggest. Rather, the absence of emotions in decision making can substantially lower the quality of decisions. Further, the influence of positive and negative emotions on decision making is considered, as they can lead to very differing outcomes.

Felix Vinzenz Wütherich at 16:23, 27 February 2021

2021-02-27T16:23:20Z

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	Secondly, leaders need to communicate appropriately to their followers to empower and mentor them. Giving and receiving feedback is an integral part of this. Emotionally intelligent leaders are aware of their followers’ emotions and manage them appropriately when giving feedback. Likewise, leaders are able to accept feedback gracefully through high levels of self-awareness and self-regulation.		Secondly, leaders need to communicate appropriately to their followers to empower and mentor them. Giving and receiving feedback is an integral part of this. Emotionally intelligent leaders are aware of their followers’ emotions and manage them appropriately when giving feedback. Likewise, leaders are able to accept feedback gracefully through high levels of self-awareness and self-regulation.

	Thirdly, leaders are responsible for building a high-performance atmosphere in their teams. They can do so by managing their followers’ emotional reactions to unforeseen circumstances. In addition, leaders should be aware of the influence of their own emotional display on their surroundings. Emotions can be subconsciously passed on to one another (= emotional contagion), and this can be used to actively shape a team's work environment.		Thirdly, leaders are responsible for building a high-performance atmosphere within their teams. They can do so by managing their followers’ emotional reactions to unforeseen circumstances. In addition, leaders should be aware of the influence of their own emotional display on their surroundings. Emotions can be subconsciously passed on to one another (= emotional contagion), and this can be used to actively shape a team's work environment.

	Critique regarding the young research area of EI stems from the fact that in an early stage, some inflated claims have been made in the popular literature that could not always be backed up empirically. Further, it is imperative to mention that “leadership” per se does not exist, but rather a variety of different leadership styles. There appears to be a relationship especially between EI and transformational leadership, of which the strength is however not agreed upon. In conclusion, while the importance of handling emotions in leadership is widely acknowledged, one should be careful about regarding EI as the “magic bullet” for successful leadership.		Critique regarding the young research area of EI stems from the fact that in an early stage, some inflated claims have been made in the popular literature that could not always be backed up empirically. Further, it is imperative to mention that “leadership” per se does not exist, but rather a variety of different leadership styles. There appears to be a relationship especially between EI and transformational leadership, of which the strength is however not agreed upon. In conclusion, while the importance of handling emotions in leadership is widely acknowledged, one should be careful about regarding EI as the “magic bullet” for successful leadership.

Felix Vinzenz Wütherich at 16:16, 27 February 2021

2021-02-27T16:16:36Z

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	Secondly, leaders need to communicate appropriately to their followers to empower and mentor them. Giving and receiving feedback is an integral part of this. Emotionally intelligent leaders are aware of their followers’ emotions and manage them appropriately when giving feedback. Likewise, leaders are able to accept feedback gracefully through high levels of self-awareness and self-regulation.		Secondly, leaders need to communicate appropriately to their followers to empower and mentor them. Giving and receiving feedback is an integral part of this. Emotionally intelligent leaders are aware of their followers’ emotions and manage them appropriately when giving feedback. Likewise, leaders are able to accept feedback gracefully through high levels of self-awareness and self-regulation.

	Thirdly, leaders are responsible for building a high-~~performing~~ atmosphere in their teams. They can do so by managing their followers’ emotional reactions to unforeseen circumstances. In addition, leaders should be aware of the influence of their own emotional display on their surroundings. Emotions can be subconsciously passed on to one another (= emotional contagion), and this can be used to actively shape a team's work environment.		Thirdly, leaders are responsible for building a high-performance atmosphere in their teams. They can do so by managing their followers’ emotional reactions to unforeseen circumstances. In addition, leaders should be aware of the influence of their own emotional display on their surroundings. Emotions can be subconsciously passed on to one another (= emotional contagion), and this can be used to actively shape a team's work environment.

	Critique regarding the young research area of EI stems from the fact that in an early stage, some inflated claims have been made in the popular literature that could not always be backed up empirically. Further, it is imperative to mention that “leadership” per se does not exist, but rather a variety of different leadership styles. There appears to be a relationship especially between EI and transformational leadership, of which the strength is however not agreed upon. In conclusion, while the importance of handling emotions in leadership is widely acknowledged, one should be careful about regarding EI as the “magic bullet” for successful leadership.		Critique regarding the young research area of EI stems from the fact that in an early stage, some inflated claims have been made in the popular literature that could not always be backed up empirically. Further, it is imperative to mention that “leadership” per se does not exist, but rather a variety of different leadership styles. There appears to be a relationship especially between EI and transformational leadership, of which the strength is however not agreed upon. In conclusion, while the importance of handling emotions in leadership is widely acknowledged, one should be careful about regarding EI as the “magic bullet” for successful leadership.

Felix Vinzenz Wütherich at 16:16, 27 February 2021

2021-02-27T16:16:18Z

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	Secondly, leaders need to communicate appropriately to their followers to empower and mentor them. Giving and receiving feedback is an integral part of this. Emotionally intelligent leaders are aware of their followers’ emotions and manage them appropriately when giving feedback. Likewise, leaders are able to accept feedback gracefully through high levels of self-awareness and self-regulation.		Secondly, leaders need to communicate appropriately to their followers to empower and mentor them. Giving and receiving feedback is an integral part of this. Emotionally intelligent leaders are aware of their followers’ emotions and manage them appropriately when giving feedback. Likewise, leaders are able to accept feedback gracefully through high levels of self-awareness and self-regulation.

	Thirdly, leaders are responsible for building a high-performing ~~atmoshere~~ in their teams. They can do so by managing their followers’ emotional reactions to unforeseen circumstances. In addition, leaders should be aware of the influence of their own emotional display on their surroundings. Emotions can be subconsciously passed on to one another (= emotional contagion), and this can be used to actively shape a team's work environment.		Thirdly, leaders are responsible for building a high-performing atmosphere in their teams. They can do so by managing their followers’ emotional reactions to unforeseen circumstances. In addition, leaders should be aware of the influence of their own emotional display on their surroundings. Emotions can be subconsciously passed on to one another (= emotional contagion), and this can be used to actively shape a team's work environment.

	Critique regarding the young research area of EI stems from the fact that in an early stage, some inflated claims have been made in the popular literature that could not always be backed up empirically. Further, it is imperative to mention that “leadership” per se does not exist, but rather a variety of different leadership styles. There appears to be a relationship especially between EI and transformational leadership, of which the strength is however not agreed upon. In conclusion, while the importance of handling emotions in leadership is widely acknowledged, one should be careful about regarding EI as the “magic bullet” for successful leadership.		Critique regarding the young research area of EI stems from the fact that in an early stage, some inflated claims have been made in the popular literature that could not always be backed up empirically. Further, it is imperative to mention that “leadership” per se does not exist, but rather a variety of different leadership styles. There appears to be a relationship especially between EI and transformational leadership, of which the strength is however not agreed upon. In conclusion, while the importance of handling emotions in leadership is widely acknowledged, one should be careful about regarding EI as the “magic bullet” for successful leadership.

Felix Vinzenz Wütherich at 16:15, 27 February 2021

2021-02-27T16:15:36Z

← Older revision		Revision as of 16:15, 27 February 2021
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	Secondly, leaders need to communicate appropriately to their followers to empower and mentor them. Giving and receiving feedback is an integral part of this. Emotionally intelligent leaders are aware of their followers’ emotions and manage them appropriately when giving feedback. Likewise, leaders are able to accept feedback gracefully through high levels of self-awareness and self-regulation.		Secondly, leaders need to communicate appropriately to their followers to empower and mentor them. Giving and receiving feedback is an integral part of this. Emotionally intelligent leaders are aware of their followers’ emotions and manage them appropriately when giving feedback. Likewise, leaders are able to accept feedback gracefully through high levels of self-awareness and self-regulation.

	Thirdly, leaders are responsible for building ~~effective~~ teams. They can do so by managing their followers’ emotional reactions to unforeseen circumstances. In addition, leaders should be aware of the influence of their own emotional display on their surroundings. Emotions can be subconsciously passed on to one another (= emotional contagion), and this can be used to ~~create~~ a ~~high-performing atmosphere~~.		Thirdly, leaders are responsible for building a high-performing atmoshere in their teams. They can do so by managing their followers’ emotional reactions to unforeseen circumstances. In addition, leaders should be aware of the influence of their own emotional display on their surroundings. Emotions can be subconsciously passed on to one another (= emotional contagion), and this can be used to actively shape a team's work environment.

	Critique regarding the young research area of EI stems from the fact that in an early stage, some inflated claims have been made in the popular literature that could not always be backed up empirically. Further, it is imperative to mention that “leadership” per se does not exist, but rather a variety of different leadership styles. There appears to be a relationship especially between EI and transformational leadership, of which the strength is however not agreed upon. In conclusion, while the importance of handling emotions in leadership is widely acknowledged, one should be careful about regarding EI as the “magic bullet” for successful leadership.		Critique regarding the young research area of EI stems from the fact that in an early stage, some inflated claims have been made in the popular literature that could not always be backed up empirically. Further, it is imperative to mention that “leadership” per se does not exist, but rather a variety of different leadership styles. There appears to be a relationship especially between EI and transformational leadership, of which the strength is however not agreed upon. In conclusion, while the importance of handling emotions in leadership is widely acknowledged, one should be careful about regarding EI as the “magic bullet” for successful leadership.

Felix Vinzenz Wütherich at 16:07, 27 February 2021

2021-02-27T16:07:29Z

← Older revision		Revision as of 16:07, 27 February 2021
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	Secondly, leaders need to communicate appropriately to their followers to empower and mentor them. Giving and receiving feedback is an integral part of this. Emotionally intelligent leaders are aware of their followers’ emotions and manage them appropriately when giving feedback. Likewise, leaders are able to accept feedback gracefully through high levels of self-awareness and self-regulation.		Secondly, leaders need to communicate appropriately to their followers to empower and mentor them. Giving and receiving feedback is an integral part of this. Emotionally intelligent leaders are aware of their followers’ emotions and manage them appropriately when giving feedback. Likewise, leaders are able to accept feedback gracefully through high levels of self-awareness and self-regulation.

	Thirdly, leaders are responsible for building ~~a high-performance atmosphere in their~~ teams. They can do so by managing their followers’ emotional reactions to unforeseen circumstances. In addition, leaders should be aware of the influence of their own emotional display on their surroundings. Emotions can be subconsciously passed on to one another (= emotional contagion), and this can be used to create a high-performing atmosphere.		Thirdly, leaders are responsible for building effective teams. They can do so by managing their followers’ emotional reactions to unforeseen circumstances. In addition, leaders should be aware of the influence of their own emotional display on their surroundings. Emotions can be subconsciously passed on to one another (= emotional contagion), and this can be used to create a high-performing atmosphere.

	Critique regarding the young research area of EI stems from the fact that in an early stage, some inflated claims have been made in the popular literature that could not always be backed up empirically. Further, it is imperative to mention that “leadership” per se does not exist, but rather a variety of different leadership styles. There appears to be a relationship especially between EI and transformational leadership, of which the strength is however not agreed upon. In conclusion, while the importance of handling emotions in leadership is widely acknowledged, one should be careful about regarding EI as the “magic bullet” for successful leadership.		Critique regarding the young research area of EI stems from the fact that in an early stage, some inflated claims have been made in the popular literature that could not always be backed up empirically. Further, it is imperative to mention that “leadership” per se does not exist, but rather a variety of different leadership styles. There appears to be a relationship especially between EI and transformational leadership, of which the strength is however not agreed upon. In conclusion, while the importance of handling emotions in leadership is widely acknowledged, one should be careful about regarding EI as the “magic bullet” for successful leadership.

Felix Vinzenz Wütherich: /* Applied Emotional Intelligence for Leaders in Project, Program and Portfolio Management */

2021-02-27T16:06:24Z

Applied Emotional Intelligence for Leaders in Project, Program and Portfolio Management

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	*Communication: Motivating and mentoring team members, relating to giving and receiving feedback		*Communication: Motivating and mentoring team members, relating to giving and receiving feedback

	*~~Building effective teams, relating to creating~~ a work environment that promotes high performance		*Creating a work environment that promotes high performance

	=== Setting the Right Priorities ===		=== Setting the Right Priorities ===

Felix Vinzenz Wütherich at 16:04, 27 February 2021

2021-02-27T16:04:31Z

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	Secondly, leaders need to communicate appropriately to their followers to empower and mentor them. Giving and receiving feedback is an integral part of this. Emotionally intelligent leaders are aware of their followers’ emotions and manage them appropriately when giving feedback. Likewise, leaders are able to accept feedback gracefully through high levels of self-awareness and self-regulation.		Secondly, leaders need to communicate appropriately to their followers to empower and mentor them. Giving and receiving feedback is an integral part of this. Emotionally intelligent leaders are aware of their followers’ emotions and manage them appropriately when giving feedback. Likewise, leaders are able to accept feedback gracefully through high levels of self-awareness and self-regulation.

	Thirdly, leaders are responsible for building a high-performance atmosphere in their teams. They can do so by ~~using empathy and further~~ managing their followers’ emotional reactions to unforeseen circumstances. In addition, leaders should be aware of the influence of their own emotional display on their surroundings. Emotions can be subconsciously passed on to one another (= emotional contagion), and this can be used to create a high-performing atmosphere.		Thirdly, leaders are responsible for building a high-performance atmosphere in their teams. They can do so by managing their followers’ emotional reactions to unforeseen circumstances. In addition, leaders should be aware of the influence of their own emotional display on their surroundings. Emotions can be subconsciously passed on to one another (= emotional contagion), and this can be used to create a high-performing atmosphere.

	Critique regarding the young research area of EI stems from the fact that in an early stage, some inflated claims have been made in the popular literature that could not always be backed up empirically. Further, it is imperative to mention that “leadership” per se does not exist, but rather a variety of different leadership styles. There appears to be a relationship especially between EI and transformational leadership, of which the strength is however not agreed upon. In conclusion, while the importance of handling emotions in leadership is widely acknowledged, one should be careful about regarding EI as the “magic bullet” for successful leadership.		Critique regarding the young research area of EI stems from the fact that in an early stage, some inflated claims have been made in the popular literature that could not always be backed up empirically. Further, it is imperative to mention that “leadership” per se does not exist, but rather a variety of different leadership styles. There appears to be a relationship especially between EI and transformational leadership, of which the strength is however not agreed upon. In conclusion, while the importance of handling emotions in leadership is widely acknowledged, one should be careful about regarding EI as the “magic bullet” for successful leadership.

← Older revision		Revision as of 09:22, 2 March 2021
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	Effective leaders need to concentrate "''on the important things''", and must therefore permanently prioritize their own, as well as their team's working activities <ref name="Proj_M"/> (p. 62). This task ultimately comes down to making good decisions when faced with a (large) set of alternatives.		Effective leaders need to concentrate "''on the important things''", and must therefore permanently prioritize their own, as well as their team's working activities <ref name="Proj_M"/> (p. 62). This task ultimately comes down to making good decisions when faced with a (large) set of alternatives.

	==== Importance of Feelings in Decision Making ====		===== Importance of Feelings in Decision Making =====

	“Don’t let your emotions guide you” is a phrase that decision makers hear often. It is acknowledged (and likely a part of the reader’s own experience) that moods and emotions indeed have an influence on the quality of decision making <ref name="George"/>.		“Don’t let your emotions guide you” is a phrase that decision makers hear often. It is acknowledged (and likely a part of the reader’s own experience) that moods and emotions indeed have an influence on the quality of decision making <ref name="George"/>.
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	Ultimately, the patient could not be trusted to “''perform an appropriate action when it was expected''” <ref name="Damasio"/> (p. 37).		Ultimately, the patient could not be trusted to “''perform an appropriate action when it was expected''” <ref name="Damasio"/> (p. 37).

	==== Possible Drawbacks of Feelings in Decision Making ====		===== Possible Drawbacks of Feelings in Decision Making =====

	While feelings may facilitate effective decision making by attaching emotional value to the options <ref name="Goleman1995"/> (p.58), they can equally "''skew''" decisions <ref name="SeoBarrett"/>. Goleman <ref name="Goleman1995"/> (pp. 96–97) illustrates that positive moods can enable an individual to think more broadly and complex - making a person laugh may actually help them if they are stuck with their thoughts. However, they also induce a bias: When in a state of positive moods, the brain tends to weight incoming information more positively.		While feelings may facilitate effective decision making by attaching emotional value to the options <ref name="Goleman1995"/> (p.58), they can equally "''skew''" decisions <ref name="SeoBarrett"/>. Goleman <ref name="Goleman1995"/> (pp. 96–97) illustrates that positive moods can enable an individual to think more broadly and complex - making a person laugh may actually help them if they are stuck with their thoughts. However, they also induce a bias: When in a state of positive moods, the brain tends to weight incoming information more positively.
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	However, extreme negative emotions tend to have a disastrous effect on rational decision making. High anxiety for instance can essentially paralyze an individual’s rational thoughts, as it directs all attention to an alleged threat <ref name="Goleman1995"/> (p. 94) – any reader who has ever blacked out during an exam can likely relate. In similar fashion, high levels of anger can also undermine rational reasoning <ref name="Goleman1995"/> (p. 65).		However, extreme negative emotions tend to have a disastrous effect on rational decision making. High anxiety for instance can essentially paralyze an individual’s rational thoughts, as it directs all attention to an alleged threat <ref name="Goleman1995"/> (p. 94) – any reader who has ever blacked out during an exam can likely relate. In similar fashion, high levels of anger can also undermine rational reasoning <ref name="Goleman1995"/> (p. 65).

	==== Synthesis and Recommendations for Leaders ====		===== Synthesis and Recommendations for Leaders =====

	It has been found that people with a capability to identify their current feelings, as well as distinguish among them, can make better decisions than those who do not possess this trait. This can be explained by an “''enhanced ability to control the possible biases induced by those feelings''”. <ref name="SeoBarrett"/>		It has been found that people with a capability to identify their current feelings, as well as distinguish among them, can make better decisions than those who do not possess this trait. This can be explained by an “''enhanced ability to control the possible biases induced by those feelings''”. <ref name="SeoBarrett"/>
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	An important leadership skill for project, program and portfolio managers is to coach and motivate their followers <ref name="PMI_Comp"/> (pp. 21, 26, 30). In this regard, one communication task that leaders should be very proficient in is giving and accepting feedback <ref name="Proj_M"/> (p. 61). “''Without feedback people are in the dark''” <ref name="Goleman1995"/> (p. 172) – feedback is vital for letting employees and leaders know where they stand and what they can improve on. Ultimately, the effectiveness of whole organizations depends on how each distinct part may change each other for the better (or worse!) through feedback <ref name="Goleman1995"/> (p. 172).		An important leadership skill for project, program and portfolio managers is to coach and motivate their followers <ref name="PMI_Comp"/> (pp. 21, 26, 30). In this regard, one communication task that leaders should be very proficient in is giving and accepting feedback <ref name="Proj_M"/> (p. 61). “''Without feedback people are in the dark''” <ref name="Goleman1995"/> (p. 172) – feedback is vital for letting employees and leaders know where they stand and what they can improve on. Ultimately, the effectiveness of whole organizations depends on how each distinct part may change each other for the better (or worse!) through feedback <ref name="Goleman1995"/> (p. 172).

	==== Recommendations for Giving Feedback ====		===== Recommendations for Giving Feedback =====

	Giving feedback is to a large extent about managing emotions in others. It is therefore advised to be fully aware of the feelings that one's own statements can potentially trigger. This relates especially to the “Understanding emotions”-branch in the EI ability model, which emphasizes the importance of knowing causes, consequences and the development of emotions over time <ref name="Salovey2016"/>. A very simple piece of advice here is to put oneself in the position of the receiver, and to imagine the feelings one would have given the delivered feedback.		Giving feedback is to a large extent about managing emotions in others. It is therefore advised to be fully aware of the feelings that one's own statements can potentially trigger. This relates especially to the “Understanding emotions”-branch in the EI ability model, which emphasizes the importance of knowing causes, consequences and the development of emotions over time <ref name="Salovey2016"/>. A very simple piece of advice here is to put oneself in the position of the receiver, and to imagine the feelings one would have given the delivered feedback.
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	Goleman <ref name="Goleman1995"/> (p. 173) describes that the way criticism is delivered in the workplace can leave an employee empowered and optimistic, or completely demotivated. When feeling attacked, individuals tend to become defensive and in the worst case, they “stonewall”. This means they cut all contact with the overly harsh manager, and this can essentially kill a team’s performance.		Goleman <ref name="Goleman1995"/> (p. 173) describes that the way criticism is delivered in the workplace can leave an employee empowered and optimistic, or completely demotivated. When feeling attacked, individuals tend to become defensive and in the worst case, they “stonewall”. This means they cut all contact with the overly harsh manager, and this can essentially kill a team’s performance.

	==== Recommendations for Receiving Feedback ====		===== Recommendations for Receiving Feedback =====

	Receiving feedback on the other hand relates especially to self-awareness and self-regulation <ref name="GolemanHBR"/>. Recognizing and understanding one’s own feelings is an important ingredient in accepting criticism. A leader who is aware of the unease he feels when a concern about his performance is raised can separate this feeling from the facts and learn from the received feedback.		Receiving feedback on the other hand relates especially to self-awareness and self-regulation <ref name="GolemanHBR"/>. Recognizing and understanding one’s own feelings is an important ingredient in accepting criticism. A leader who is aware of the unease he feels when a concern about his performance is raised can separate this feeling from the facts and learn from the received feedback.
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	Project, program and portfolio managers should promote a high-performance atmosphere in their respective teams <ref name="PMI_Comp"/> (pp. 21, 26, 30). In more detail, a leader needs to install excitement and enthusiasm as well a sense of collaboration and trust, among other traits <ref name="George"/>. This requires emotional intelligence, as leaders not only have to correctly recognize their followers’ emotions using empathy, but also manage their emotions proactively.		Project, program and portfolio managers should promote a high-performance atmosphere in their respective teams <ref name="PMI_Comp"/> (pp. 21, 26, 30). In more detail, a leader needs to install excitement and enthusiasm as well a sense of collaboration and trust, among other traits <ref name="George"/>. This requires emotional intelligence, as leaders not only have to correctly recognize their followers’ emotions using empathy, but also manage their emotions proactively.
	[[File:TrueEmotions.png\|200px\|thumb\|right\|Figure 4: Displayed emotions may not always match reality - leaders high on EI are attuned to this (own illustration).]]		[[File:TrueEmotions.png\|200px\|thumb\|right\|Figure 4: Displayed emotions may not always match reality - leaders high on EI are attuned to this (own illustration).]]
	==== Distinguishing between Expressed and True Emotions ====		===== Distinguishing between Expressed and True Emotions =====

	In today’s dynamic world, changing circumstances and unexpected events are part of day-to-day business. While leaders certainly have to anticipate these changes and act as a buffer, they should equally be able to foresee and manage their followers’ emotional reaction to them <ref name="George"/>. This way, a level of overall excitement in the team can be maintained. It is therefore imperative that leaders possess the ability to distinguish between the emotions their followers are actually experiencing, as opposed to the emotions they are displaying <ref name="George"/>.		In today’s dynamic world, changing circumstances and unexpected events are part of day-to-day business. While leaders certainly have to anticipate these changes and act as a buffer, they should equally be able to foresee and manage their followers’ emotional reaction to them <ref name="George"/>. This way, a level of overall excitement in the team can be maintained. It is therefore imperative that leaders possess the ability to distinguish between the emotions their followers are actually experiencing, as opposed to the emotions they are displaying <ref name="George"/>.
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	It is important to consider that effectively recognizing emotions becomes even more challenging in cross-cultural teams, as different social norms may apply for which feelings are shown under which circumstances <ref name="Goleman1995"/> (p. 129). These norms are also labelled “display rules” <ref name="EkmanDisplay"/>.		It is important to consider that effectively recognizing emotions becomes even more challenging in cross-cultural teams, as different social norms may apply for which feelings are shown under which circumstances <ref name="Goleman1995"/> (p. 129). These norms are also labelled “display rules” <ref name="EkmanDisplay"/>.

	==== Using Emotional Contagion ====		===== Using Emotional Contagion =====

	When aiming to create a work environment in which people feel at ease and collaborate, “emotional contagion” is a term that leaders should be familiar with. People tend to unconsciously mimic facial and vocal expressions as well as the body language of others <ref name="Hatfield"/> (p. 26).		When aiming to create a work environment in which people feel at ease and collaborate, “emotional contagion” is a term that leaders should be familiar with. People tend to unconsciously mimic facial and vocal expressions as well as the body language of others <ref name="Hatfield"/> (p. 26).