Emotional Leadership in Organizations: Theoretical and Applied Aspects

Abstract

The article deals with one of the most popular theories of leadership – the theory of emotional leadership by Daniel Goleman. It reveals the essence of the concepts: “emotional intelligence” and “emotional competence”; it indicates the presence of correlation between the level of managers’ emotional intelligence and their businesses performance. The article considers the specific features of emotional leadership of various styles (resonant, dissonant, demagogue, and ignorant). The article is based on the real-world examples, which confirm the fact that in modern organizations leaders can be strongly marked by the representation of one of the abovementioned styles of emotional leadership or have the features of, for example, a resonant, dissonant, and demagogue leader representing a mixed style of emotional leadership. It proves that emotional competence is an important competence for a modern leader. It also describes the dependence of corporate climate on the leader’s behavior and actions. The article as well points to the link between the systematic hostility of the corporate leader and the increase in emotional tension among employees, often resulting in the accumulation of negative emotions and deterioration in the employees’ psychological health, which in turn affect the results of their activities.