EMOTIONAL INTELLIGENCE AND LEADERSHIP IN INDIA

This paper makes the case that the leadership process is heavily influenced by feelings (moods and emotions). More precisely, it is suggested that emotional intelligence, or the capacity to comprehend and control one's own and others' moods and emotions, plays a role in effective leadership in organisations. There are four main components of emotional intelligence: understanding and expressing emotions, using emotions to improve thinking and decision-making, knowledge of emotions, and managing emotions. Additionally, how emotional intelligence contributes to effective leadership by focusing on the five key components of effective leadership: creation of shared goals and objectives; teaching others the value of work activities; creating and maintaining enthusiasm, confidence, optimism, cooperation, and trust; encouraging flexibility in decision-making and change; and creating and upholding a meaningful identity for an organisation. The pertinent review of the literature concentrated on four main areas: the theoretical justification for studying emotional intelligence, the relationship between emotional intelligence and leadership effectiveness, effective leadership practises within private Indian organisations, and implications for organisational leadership.


Introduction
Each organization's soul is its leadership. It involves guiding followers in some way.
Employees are motivated to work harder and get ready to sacrifice a significant amount of their own interests for the sake of the organisation since it gives the business the appropriate direction. The leader must be able to read either his or her own and the employees' pulses in order to get the best performance possible from the workforce and to meet organisational objectives. People in organisations typically anticipate that others will respect them and understand their feelings. As a result, the boss needs to use extreme caution when handling the feelings of the team. Emotional intelligence enables leaders to positively impact their situation by fostering an atmosphere of open communication, increased trust, and higher  For instance, they can put off giving a crucial speech when they are nervous, or they might act inappropriately enraged when they are around coworkers.

Review of Literature
The fact that stress and complexity frequently lead to negative conduct is one of the main Salovey and Mayer were the first to use the term "emotional intelligence" (1990). According to them, "emotional intelligence is a type of social intelligence that involves personal ability to monitor feelings and emotions, discern, and utilise the information to guide people's behaviours and thinking." According to Bar-On (2008), emotional intelligence is the combination and grouping of social and personal skills, including feelings that affect people's overall capacity to effectively adapt to challenging events and pressures in the environment.
According to Goleman (2008), "emotional intelligence" is the capacity to recognise and normalise emotions in oneself and others. This talent and ability includes the ability to motivate and persevere, manage impulse, regulate one's emotions, and sympathise with hope.
According to Eskandarpour and Amiri (2016), social interaction, interpersonal relationships, environmental constancy in how one meets one's own needs, and self-awareness are all essential components of emotional intelligence.     This means that without self-control or discipline, neither a person nor an organisation can prosper in today's challenging business environment.

Self-Motivation:
The process of influencing a worker's behaviour to accomplish an organisational goal is known as motivation (Agba, and Ushie, 2016). The psychological energy that drives employees' exerted effort and perseverance in the face of challenges is what drives people's behaviour in a company (Jones and George, 2015). These actions taken by people are intended to help them achieve their goals. According to Khanka (2008), a person's capacity for continuously pursuing their goals out of a sense of higher purpose rather than only for financial gain or social standing (achievement drive and commitment). Those with these abilities constantly strive for better outcomes and the fulfilment of their needs.
Here, the word "persistency" refers to ongoing resilience in the face of difficulties. High selfmotivation people consistently have an impetus for action. Motivation, as Ibrahim (2015) succinctly stated, is "an individual effort put into action for a specific aim." A self-motivated person has confidence in their abilities to accomplish desired goals by providing assistance to their employer so they can obtain a competitive advantage. Agba and Ushie (2014) believe that rather than offering mechanisms to motivate and retain employees for adequate performance, Indian private sector companies instead deprive workers on a daily basis of their basic needs in the form of salaries, incentives, bonuses, benefits, etc., and that this has a behavioural impact on their level of performance at work.

Conclusion
According to the current analysis, the leadership domain should, at the very least, take emotions and emotional intelligence into account. There are many ways that emotional intelligence can support good leadership, some of which have been highlighted in this study.
As an emotionally charged process from both a leader and follower standpoint, leadership has a specific relevance in this regard.
Empirical studies that put the concepts outlined in this work to the test are currently required.
Given the complexity of the problems at hand, both qualitative and quantitative approaches show potential for examining how, as this paper's theory suggests, emotional intelligence might enhance leader effectiveness. Both in the field and in the lab, as well as by using management simulations, meaningful quantitative research might be conducted. A further finding of the current study was that a number of emotional intelligence measures have been established and might be utilised to assess the emotional intelligence of research participants, given the state of theorising and research on emotional intelligence Note that the current analysis has mostly focused on leaders; it has been argued that leadership theory and research would benefit from taking a more follower-centered perspective. Consideration of followers' emotional intelligence and its influence on the leadership process would be advantageous in this regard for the research of emotional intelligence and leadership. From a symbolic interactionist standpoint, it would also be intriguing to investigate how interactions between leaders and followers influence the development and control of emotions in the workplace.