Leaders of the 21st century are facing times of uncertainty and circumstances where the emotional stability of followers is unhinged; and fear is more prevalent in organizations globally. Managing emotions for compensation is where leaders are apparently covering up, or suppressing emotions in order to modify the emotional expression of followers. In times of uncertainty, leaders should seek to develop Emotional Intelligence (EI). This article discusses and examines the interpersonal process of EI, which could assist leaders in assuaging the feelings of followers where they might be emotional at any given moment. One premise of this article is to offer the reader an opportunity to think about developing EI as an interpersonal process-one that could enhance leader-follower relationship as it relates to understanding and managing emotions.

From time to time, leaders contemplate upon the after-effects of daily issues and unexpected circumstances that one may face daily in leadership positions concerning emotional inconsistencies with followers. Some leaders reflect upon how to improve the relationship with every vested stakeholder (followers) in the organization. Others may also deliberate on how to move forward within the organization endeavoring to meet every follower's need at the level of their emotional understanding. Leaders who approach follower's needs by first addressing their emotional stability are those who lead with Emotional Intelligence (EI). Is EI a construct that can be taught or learned? On the other hand, is EI an interpersonal process that leaders must become accustomed to; in order to be successful leaders in their perspective organizations? According to Schacter (2009), leaders can improve their EI, by placing a great deal of emphasis on practicing and receiving feedback from others as they evolve to become successful leaders. Another theory to consider moves from the Greek philosopher, Aristotle, who believed he knew how to enhance personal relationships. EI was first described by Aristotle (n. d) in the Nicomachean Ethics. He said, "Anyone can be angry; that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way-this is not easy." During Aristotle's years of philosophizing to the Greek about the human mind, it seems that he considered EI as an interpersonal process that must be presented with soft skills from leaders. As leaders of the 21^st century attempt to lead in times of (a) financial crisis; (b) increasing unemployment rates; and (c) global disasters that seem to be more prevalent daily, will EI help mend the emotional highs and lows of followers during these times of ambiguity? Another premise of this manuscript is to offer the reader an opportunity to think about how EI is an interpersonal process that consists of understanding self and others' EI.

As we attempt to provide some insight related to the construct EI, several authors share different perspectives of the term. Salovey and Mayer (1990) define EI as the handling of relationships and interactions with others. EI is an attribute that appears to be important for effective leadership. Mayer and Salovey (1997) developed a model of EI as a set of emotion processing abilities that together contribute to improving social interactions. Table 1 shows a variation of several definitions of EI through years of research.

In contrast, Bar-On deems EI to comprise an array of non cognitive capabilities, competencies, and skills, which all influence one's ability to succeed in coping with environmental demands and pressures (1997). Bar-On also extrapolated structures of EI.

MBA Review Magazine, Emotional Intelligence, Financial Crisis, Social Interactions, Impression Management, Interpersonal Skills, Decision Making Process, Emotional Leadership Skills, Stress Management, Interpersonal Process, Emotional Information.