Arguably, Emotional Intelligence has a large part to play in effective leadership. George (2000) argues that leaders not only have to come up with a compelling vision, but also to effectively communicate it throughout the organization in such a way that it does come to be shared and is 'collective'. By accurately appraising how their followers currently feel, whilst relying on their knowledge of emotions to understand why they feel this way, therefore influencing followers emotions so that they are receptive to and supportive of the leader’s goals for the organization. By doing this, leaders help to ensure that their vision is shared or collective. (Of course Emotional Intelligence is not the only effective mechanism in leadership, and by managing emotions this does not mean in a manipulative way: although corrupt leaders could very well use Emotional Intelligence in this way). As Yukl (1999) states, individual leaders can exploit followers (even without realizing it) by creating a highlevel of emotional involvement when it is not necessary. He goes on to say that there is little interest in describing reciprocal influence or shared leadership.

Researchers study how leaders motivate followers or overcome their resistance, not how leaders encourage followers to challenge their leader’s vision or develop a better one. An open communication channel could help this block. An alternative perspective would be to describe leadership as a shared process. The new charismatic/transformational paradigm theories, as Yukl (1999) states, although, they provide important insights, there are still some serious conceptual weaknesses to be corrected. For example, they do not describe the underlying influence processes clearly, nor do they specify how leaders’ behaviours are related to these processes. He goes on to say more attention is needed to identify facilitating and limiting conditions for the present effective leadership theories. For example, dissipating anger, which is getting out of control, or lifting sagging spirits, could be elevated by active listening skills, empathy concepts related to emotional intelligence.

These in turn, as George (2000) has stated, would bring the leader/follower relationship back into line with the concept of quality interpersonal relationships between leaders and followers. Emotional Intelligence includes internal, private feelings that influence functioning. To use Emotional Intelligence is the ability to perceive emotions, to access and generate emotions so as to assist thought; to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth. George (2000) argues that management of organisational culture is thus, in a sense, management of emotions. Emotional Intelligence should have a leading role in the communication process between leader and follower within organizational culture.

Emotional Intelligence is still in its early days of understanding. Research carried on in the workplace in the last decade is sparse. It is at this stage of research, as George (2000) states, that what is needed within the study of emotional intelligence is regard to followers and their effects on the leadership process, and how interactions between leaders and followers result in the creation and management of emotions in a work setting. This could contribute to our understanding of leadership processes. George (2000) goes on to state that leadership theory and research would benefit from consideration of a more follower-centered approach when researching today’s organizations.

Within today’s organizations the ability to act with awareness and sensitivity to discern the feelings underlying interpersonal communication could help the communication process. To resist the temptation to respond impulsively or thoughtlessly could be an effective tool, whether it is leader or follower. As Ryback (1998) states, in today’s business world there is so much dependence on the knowledge factor, on communication skills, and on team effort, that it is difficult to carry the crux of the responsibility without the support of others. There is a need as Ryback (1998) states to stay globally sensitive as well as open to all voices in the corporate communities. Therefore, intelligent leaders need all the information that can be gleaned from every source in order to make the best decision. And this could be better achieved if the leadership/follower process was researched and conducted by trying to understand the contribution of as Goleman (1998) would state 'the heart as well as the head.'