Development of an emotionally intelligent leadership concept

Abstract

The purpose of this study is to connect emotional intelligence practices to a new service development with the help of a design thinking approach. It is a development-oriented study that utilises qualitative methodologies of interviews, netnography and co-creative workshops together with a variety of design thinking tools. The goal is to follow design thinking principles of developing a service which has a real human-centred problem as a starting point, and solutions are designed and narrowed down with three principles: desirability, feasibility, and viability. The development area is identified by experiencing leadership challenges alongside increasing concerns about well-being, with an emphasis on recognising the significance of emotional intelligence skills.

The thesis introduces the reader to emotional intelligence studies through three main theories: Mayer & Salovey, Goleman, and Shankman & Allen, and mirrors these theories with a leadership aspect of the importance of developing such skills. The theoretical framework progresses to the future leader theme which examines present-day leadership challenges and anticipates future trends. The leadership role is seen changing and social skills are required in modern-day leadership. This dual theoretical foundation underscores the relevance of emotional intelligence skills in navigating the complexities of successful future leadership.

Followed by the design thinking principles of creating a valuable service that is created from true human insights, the solution design considers the business model possibilities from feasibility and viability point of views. The development study analysis reveals a pressing desire among leaders for authentic connections, collaboration, and inclusion, driven by the wish for better work-life balance and task distribution. By empathising with the target group, the conclusions can be drawn for a solution that can provide supportive environments that embrace transparent discussion culture, learning and vulnerability with a specific emphasis on integrating emotional intelligence practices into their leadership approach.

The study progresses into an analysis of the emotionally intelligent leadership concept and its future possibilities with the help of a business model canvas. The qualitative co-creative workshop findings reveal the desire for a training concept that provides effective tools, examples, and practices to help individuals gain better communication and collaboration skills to understand differences and embrace diversity. A key to developing such a training concept is the role of the facilitator who dares to suggest improvement areas and encourages people to show and talk about their emotions. The conclusion of the development study analyses the program structure of the multi-day course and future demands for increasing resources to make the business elevate. The study leaves the testing and piloting of the concept for future research objectives.