An insight into young leaders way to success : With connections to emotional labor and emotional intelligence

Leadership is developed by experience and grows with time (Ohnstad, et al, 2019). However, being a young leader many times relates to having less experience. This can add to the already existing obstacles that a leader encounters, making it more challenging for a young leader to fulfill their position. Therefore, the following study investigates what perceptions young leaders experience, and what strategies they adopt to gain legitimacy and respect in their position, and thereby influence their employees. The study's findings provide a greater understanding of the underlying reasons why young people may experience difficulties in being leaders, and what strategies they therefore use to be perceived as more suited for their position A qualitative research approach was chosen to conduct the study. The collected data consists of semi-structured interviews with 14 respondents. The findings in the study indicate that prejudices among young leaders can vary. This depends on how long one has been involved in an organization or if the leader is the creator of the company. Also engaging in emotional labor can be a way of fitting into the norm to be perceived as more suitable for a certain position, which is a way to avoid prejudices. The findings of the study resulted in four strategies that the young leaders use to be considered serious leaders: 1) being present, 2) tailor-made workplace, 3) personalized leadership and 4) non-hierarchical environment. Finally, in terms of leading efficiently, emotional intelligence is exercised as a part of a young leader's strategy to gain trust, influence and meet the needs of the employees. Keywords: young leaders, leadership, emotional labor, emotional intelligence, strategies, leaders, subordinates, followers