Why Self-Regulation Is Necessary To Increase Emotional Intelligence
The human body and mind exhibit emotions based on biological impulses. What keeps emotions under control is self-regulation. Leaders exhibit controlled behavior through superior emotional intelligence connected strongly with the ability to manage thoughts and changes devoid of uncertainty and hurried decisions.
From the moment leaders exhibit controlled emotions to the time they implement corrective measures, self-control and willingness to think beyond temporary setbacks are needed. Verbal corrections are kept to the minimum without compromising on values or the need to issue stereotype written communications making participants aware of the problem.
Five Essential Components Of Self-Regulation
Adaptability: The moment a leader believes in adapting to a situation, half the battle is won. Controlling oneself is an extension of adapting to difficult situations. The problem could be physical in nature, but similar emotions crop up leading to anxiety and depression. For example, a delayed process due to failure may hamper productivity leading to depression. Regulation of oneself helps in overcoming negative emotions. A leader quickly adapts other processes to complete the same task.
Self-Control: It’s a virtue that matters in any situation. For instance, players indulging in a rigorous sport like soccer tend to lose their temper more often due to shortness of breath. Self-control helps overcome negative emotions hampering the process of learning how to control the breathing cycle.
Innovation: The innovative leader is open to suggestions and never lets a failed decision stop the flow of new ideas. In this context, self-regulation prods the leader to seek fresh ideas from others. The process may involve trying out techniques like the 5-Whys Technique, which allows a leader to analyze all possible aspects of failure and arrive at positive results faster.
Conscientiousness: The manager always adopts a high performance scale, as compared to subordinates in the team. Self-reliance allows the manager to accept responsibility, first for self-performance and then for collective performance of the team. Increased awareness of the project at large is sustained through planned implementation of processes at every stage. The self-regulated manager is able to predict when the project is heading towards failure and prepares accordingly with a willingness to take responsibility, if something were to go wrong.
Trustworthiness: Team members look up to trustworthy leaders. A high level of integrity must be demonstrated. All decisions are made honestly and openly for the collective good. By constantly regulating self, the leader develops trustworthiness and willingness to consider moral issues before taking any decision.
Leaders With Self-Regulation Skills Are Needed
Effective leaders leave behind them benchmarks to follow. Higher frequencies of resolved issues in any industry is attributed to the fact that effective leaders are in place at every stage of the decision-making ladder. The leader at the top demonstrates strong self-regulated traits. A viral effect begins to spread downwards positively affecting other leaders down the ladder.
Technological advances may bring in unforeseen problems often difficult to handle on individual basis. The leader with higher self-regulated skills survives through difficult phases. Others can follow by adopting the same positive attitude towards change.
People must visualize the leader as a reasonable man. Self-reliance prevents leaders from taking harsh decisions unless absolutely necessary. Other team members take decisions accordingly and are more willing to approach a reasonable leader.
Achieve Higher Levels Of Self-Regulation
Practical methods to achieve them are:
- Maintaining Calm In Dire Situations – Stress can affect people in different ways. Facing a challenging situation by maintaining calm has a soothing effect on other team members. It needs practice in the form of deep-breathing exercises, jotting down negative feelings with the aim of slowing down build-up, and posing questions at oneself to look at a problem differently.
- Building A Strong Ethical Code – The management team takes bold decisions without losing self-control. It is usually the leader that demonstrates the attribute. The team then finds it much easier to follow the same ethical code.
Self-regulation needs practice; however, it is an attribute that may help leaders avoid costly mistakes. They are continuously building up emotional intelligence by exercising self-control in all situations.