MANAGING EQ LEADERS IN THE ENTERPRISE

Abstract

The formation of a set of knowledge and skills for managing emotional intelligence and qualities of leaders is investigated. The tasks tasks include: studying theories on determining the level of leadership potential, defining leadership in enterprise managers, assessing the impact of emotional intelligence (EQ) on enterprise managers based on a questionnaire, and substantiating recommendations. The novelty of the study is the substantiation of priority measures for managing emotional intelligence and leadership of managers to create a leader's brand in social networks, mobile applications, and cloud technologies. Digital technologies optimise a large number of routine tasks of a leader brand. The article uses such methods of leadership research as indicator analysis, comparison of emotional intelligence characteristics, scoring, and surveys. To achieve the goals, the research hypothesis was used, which suggests a positive relationship between the characteristics of leaders and the emotional intelligence of managers. This means that managers with more expressive personality traits also have more expressive professional skills and knowledge. An analytical method to study the relationship between the characteristics of leaders and managers. The methodology for studying leadership potential is based on a specific enterprise, and the owner is offered unique methods for determining the characteristics of emotional intelligence and developing the leadership potential of employees. The leadership positions of managers in the teams of a specific organisational structure of enterprise are studied. This was done through a professional and personal survey, a motivational survey, a dynamic aptitude test, a survey of colleagues, assessment centres, assessment of goals, results and leadership skills. The leadership potential of 3 people at the enterprise was determined on a 100-point scale. A questionnaire was created and administered to survey the company's employees. The emotional intelligence (EI or EQ) and character of the company's managers in assessing the potential of managers are analysed. The signs of a developed EQ are substantiated: the ability to identify and describe people's feelings; awareness of one's own strengths and weaknesses; ability to forgive mistakes to oneself and others; ability to accept changes; keen interest in other people; attention to the feelings of other people; empathy as a care for employees; acceptance of responsibility for the result of one's behaviour; ability to manage emotions in difficult situations; management of personal emotional intelligence and one's subordinates in war conditions.