Leading from the heart

Abstract

The day they give you the title, you become a manager. But becoming a leader may take a lot longer. If being a manager is about what you do, becoming a leader is about learning and trusting in who you are -the personal qualities and skills that inspire people to work with you.Good leaders -however different they are -seem to share certain qualities. Some of these are about intelligence and competence. Some are more difficult to define, and have been grouped under the heading of emotional intelligence. The emotionally intelligent leaderSo what is it? Roger Gill of the Leadership Trust Foundation defines emotional intelligence as ''. . . our ability to recognize and control our own feelings and needs, recognize those of other people and respond to them constructively and skillfully.'' These are innate abilities -some people seem to be naturally gifted in this way, other less so. Does this mean that effective leaders have to be found rather than developed?Well, in our experience, no. What it does mean is that developing leadership requires different approaches. Leadership needs to be developed and nourished in the day-to-day workplace, where relationships are under test and where complex issues of integrity and trust have to be worked through.'' If being a manager is about what you do, becoming a leader is about learning and trusting in who you are -the personal qualities and skills that inspire people to work with you. ''

Exploring Heart Leadership Model: a Case Study Among Leo Dehon Catholic Education Foundation in Indonesia

“…The chairman builds emotional intelligence by giving members confidence in certain tasks that require preparedness so that they are involved in the foundation and build members' optimism. (Mackenzie & Welch, 2005) emphasize the importance of developing emotional intelligence by recognizing and controlling one's own feelings and needs and recognizing and responding to the feelings and needs of others in a constructive and skillful way. Therefore, (Harris et al, 2014) emphasizes the importance of creating optimal individual and organizational level emotional capacity to support organizational change and improvement by providing trust that allows members to develop themselves and respect each other.…”