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I had to read chapters 1 – 3 in the Authentic Leadership HBR (Harvard Business Review) series for this assignment. This book makes a case for the dominance of Emotional Intelligence (EI) in leadership and management. I heard of the importance of EI before, and these readings offered me an opportunity to investigate the matter up close. The first three chapters focused on self-awareness and its application to work (Harvard Business Review, 2019). I found the examples given very convincing and the logic behind the arguments solid and straightforward to follow. If a person does not know how one’s flaws affect them, they allow themselves to be led by emotions rather than logic and rational thinking. As described in chapter 3, knowing why one is successful is also valuable, as it prevents a person from overestimating their capacity, talent, and contributions.
However, I have several questions and disagreements with the text’s ideas and evidence. The chapter I had the most issues with was chapter 2. It postulated that experience was more detrimental than helpful to leadership. The evidence argued that higher-ups overvalued their skills and capabilities in 19 competencies out of 20 (Harvard Business Review, 2019). I do not think that leadership is an easy phenomenon to measure. At the same time, I disagree that overvaluing one’s skills is connected to experience. If anything, it demonstrates the value of cognitive ability in relation to acquiring emotional intelligence. An individual with a mediocre capacity for learning cannot benefit from the experience. This invites a more extensive discussion on the relationship between emotional intelligence and cognition. I think that cognitive ability is more important, as it allows a manager to learn skills and acquire qualities quicker, including EI.
Reference
Harvard Business Review. (2019). Emotional intelligence: Self-awareness. Harvard Business Review Press.
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