Perhaps, we ask ourselves from time to time, why we should speak of emotionality, when our biological essence is constitutively impregnated with it. And again we are enveloped by the reflection on the form and the need to make our personality coherent with its extension. So how do you combine emotional leadership with business? The doubt arises when, the contents that we install, we do it from the objectives that are pre-established (externalities) to deliver, information sustained in the programming or designs elaborated with the intention of generating one or more competences; according to the objectives.
However, many of the strategies and programs delivered are located, from the platform of our experience, knowledge and beliefs of what the “other” or “others” possibly need. In this sense, all information is molded to what we believe and think. This dynamic process of what we believe and think is inherently sustained by emotions in the subjectivity and appreciation that we give to what is done and managed.
The vitality and effectiveness of our achievements, does not become materiality in the form of retention of knowledge (cognitive effects) of those who are conceptually and formatively intervened; but rather, in the mental structural adequacy, arising from the communication and information that is delivered. In other words, emotionality in business leadership takes effect when we connect relationally through biology, rationality, emotionality and spirituality with others, generating that the information provided is transformed not only into knowledge; but rather, in intelligible and feasible knowledge of being intentional by the significance and meaning that it generates.
Duality (rationality / emotionality), then, is connected in the form of learning. The feedback it involves, the relationships established and generated by the need for greater knowledge and delivery by the leader and their receptivity, allows the transformation of the organization, by modifying the way of thinking that impacts each of the members of an organization; Of course, this impact is sustained first, in the personal transformation that is later sustained and reconnected in a transformation, inter and transpersonal.
The emotionality of leadership in business is effective when its communicational synapse is translated into the understanding of the culture and traditions of the organization, impacting and transforming in turn, the norms, regulations and rules that restrict, creativity and dreams of who make it up. But, this process is not determined by who leads or by who is led. It arises from the ability to trigger, the integration in the connection of all its participants. The paradox of this process indicates that emotionality is not focused on the business itself, but outside of it. The business is the anchor that unites, the dreams of one (meet needs / eliminate anguish) with the dreams of others (needs covered / feel satisfaction), in which rational and logical materiality is sustained only by the emotionality of being happy.
