This may cause unhealthy conflict among the team members who may not be comfortable with the scrutiny and strictness that results from this kind of thinking.
Understanding ones preferences as a leader are important in helping establish healthy leader-subjects relationship. It is a part of the self-awareness that is known to create a bridge between people with different personalities. Diversity being an expected aspect of teams and organization, understanding and being able to control ones thinking preferences makes one an engaging and respecting the leader (Marcic & Daft, 2013). When, for instance, a leader knows that he or she prefers imaginative thinking, they will be able to control it in such a way that it does not affect their focus on reality.
In emotional intelligence, a leader can focus attention on the most important aspect of leader-subject relationship this is the emotional congruence and relationship. Any leadership process involves interacting with people at various levels. These interactions create emotions on the side of the leader as well as on the side of the subjects. According to Hughes et al. (2011), emotional intelligence does not only entail knowing or learning about the emotions of other peoples but self-awareness is an important principle. With self-awareness, the leader is able to focus on the personal emotions and feelings and hence align directly with the expectations of the subjects while still maintaining a cordial but professional relationship (Hughes et al., 2011).
With self-regulation, an attribute of emotional intelligence, the leaders can successfully identify their personal values and those of their subjects. This develops within the relationship the notion of being accountable and knowing the limits of one another. The importance of this is that there is self-restraint from within the leadership structure and between the