*Assistant Professor, Business Administration,
**Professor & Management Wing Head,
Leadership has revived considerable attention since the1960s. We claim that leaders can be sound at all levels of employment, and all managers are expected to be leaders. But the managerial status does not guarantee leadership. Moreover the effective managers demonstrate leadership capabilities. Although leadership attributes are well captured in measures of emotional intelligence. Hence, leadership can improve if managers work to develop their Emotional Quotients. In some places employees are more skillful in emotional literacy. Non managerial employees, specialists, and entrepreneurs will benefit from developing their competence in pursuing their objectives with and overarching sense of purpose. Leadership abilities vary according to rater perspective and level of emotional intelligence. In general, co-workers seem to appreciate managers’ ability to control their impulses and anger, to withstand adverse events and stressful situations, to be happy with life, and to be a cooperative member of the group. These leaders are more likely to be seen as participative, self-aware, composed, and balanced. Managers who don’t feel a responsibility to others, can’t handle stress, are unaware of their own emotions, lack the ability to understand others, erupt into anger easily are viewed as likely to derail due to problems dealing with other people.
