Tutorial on Being a Green-Flag Superordinate!
Amidst the rapidly ever-changing era, effective leadership cannot rely solely on technical skills. A successful leader must have emotional intelligence (EI) to handle numerous challenges. In Indonesia, with its rich cultural diversity and complexities of workplace dynamics, applying EI in leadership has become increasingly crucial, particularly in managing human capital.
Businesses in Indonesia are now evolving fast, whether in terms of technological advancements, regulatory changes, or changing consumer preferences. Leaders should adapt to these dynamics, demanding more than just the ability to analyze and make logical decisions. EI is key to maintaining team stability, lifting morale, and creating a positive work environment amidst ongoing changes.
Research from TalentSmart shows that 90% of the best-performing employees in companies have high EI. This can be seen in how leaders successfully empower their team members during crises and in the dynamics of day-to-day work. Therefore, leaders who build strong interpersonal relationships with their team can maintain team spirit and morale, even under high pressure.
As the most valuable asset of a company, managing human capital is not limited to task delegation but also involves maximizing the potential of each individual. EI is a key skill that supports human capital management. Leaders with high EI can understand their employees’ emotional needs, help them manage stress, and enhance engagement and commitment within the team. This creates an environment of comfort and security in daily interactions.
A survey conducted by Korn Ferry reveals that employees in companies led by individuals with high EI tend to have higher levels of satisfaction and retention. This indicates that leaders with high EI do not only impact the achievement of short-term business goals but also employee career development and well-being, which will ultimately improve overall company performance.
Pillars of Emotional Intelligence in Leadership
According to psychologist Daniel Goleman, there are five core pillars of EI, which are particularly relevant in leadership in Indonesia:
- Self-awareness: Leaders must understand their own strengths and weaknesses to well manage their emotions
- Self-management: The ability to manage emotions and adapt to any unpredicted situation
- Motivation: Leaders with intrinsic motivation are often able to push their team to achieve shared goals.
- Empathy: Understanding employees’ feelings and perspectives and putting themselves in others’ situations
- Social skills: Creating good relationships, positively influencing others, and effectively resolving conflicts
These pillars are the foundation for becoming a “green flag” leader—one who is trusted, respected, and capable of creating a harmonious and productive work environment. \
Leaders with EI tend to be more adaptive and inclusive. In the long run, they are able to build a stronger and more innovative team. Moreover, they can better adapt to technological changes and global trends. With EI, leaders can create a positive work environment, ultimately boosting employee productivity and loyalty. This is especially important for companies in Indonesia aiming to thrive and grow amidst global and local competition.
EI now is not only an added value to a leader but a fundamental need for facing ever-changing challenges. Leaders with EI not only manage team performance effectively but also become figures that employees wish to work with and are able to foster a positive and sustainable work environment.
