Andrea Jung Case

As part of this critical assignment, it is a requirement that I reflect on my own experience as a Leader where I have demonstrated a high level of emotional intelligence, as well use theories to demonstrate my learning’s.

Batool, B. F. (2013) Emotional Intelligence and Effective Leadership. Journal of Business Studies Quarterly, 4(3), 84-94. (Note: Available in the Strayer Library)

In the process of being a leader, Kinneeveauk emphasized the importance of not losing oneself, “of being you, being comfortable with your skin.” A large number of leaders have no idea who they are; they recognize what they are and live according to the expectation of their position. To him, 50% to 60% of being a leader is recognizing “who you are” and not living to the expectations of the job. Knowing who you are and becoming who you are as a leader [and learning over time the “what” of the job] – encapsulates the trait approach of a leader.

Carol’s directive and supportive leadership (as explained in question 1) causes her followers to like her. One worker even mentioned that Carol was “part parent, part coach, and part manufacturing expert (Northouse, 2010).” Her reassurance and guidance has created an environment where employees are comfortable, similar to the relationship behavior in the style approach. This type of environment has highly motivated followers and helps in the production of the entire company.

As her company grew and she hired employees her leadership began displaying “supportive behavior” as well. She was a compassionate leader who would “show concern for the well being and needs of her employees”.2. When describing her leader ship style Wang stated “I try to share a tremendous amount with my staffers. I feel everything: the tribulations of business, the responsibility to people who depend on me to feed their families. Those things are always in my decision-making processes.”

The book “Primal Leadership: Unleashing the Power of Emotional Intelligence” explores the role of emotional intelligence in leadership. Also, opens links between organizational success or failure and "primal leadership," the authors argue that a leader 's emotions are spreadable. If a leader spread energy and enthusiasm, the organization will thrives. If a leader spreads negativity and conflict, the organization will struggles. The authors of this book are Daniel Goleman, Richard Boyatzis, and Annie McKee’s. The following paragraph will provide short background about each author.

It is impossible to escape the message here that if people work with leaders who encourage the heart, they feel better about themselves. Their self-esteem goes up. These leaders set people's spirits free, often inspiring them to become more than they ever thought possible. This, indeed, may be our ultimate mission as leaders.

take personal risks, sensitive to follower needs, and unconventional behavior (Robbins & Judge, 2013). Examples of charismatic leaders include Bill Clinton, Ronald Reagan, John F. Kennedy, and Steve Jobs. Transformational leaders provide their follower’s idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Richardson, 2011). A few examples of transformational leaders would be Richard Branson (Virgin Group), Andrea Jung (Avon), and Mahatma Gandhi. The CEO Douglas R. Conant of Campbell Soup believes in authentic leadership style, which is built upon ethics and trust. Authentic Leaders are genuine, are mission-driven, lead with their heart, and are focused on the long-term organization success (Kruse, 2013).

Emotional intelligence is a term I had never heard of before I took my first leadership class. Now that I know what emotional intelligence is and I understand how to use it I hope to apply it to benefit myself and my organizations. I recognize what a huge disadvantage those that do not understand emotional intelligence are faced with. Emotional Intelligence has become a vital part of how today's leaders meet the many various challenges they face on a day to day basis. Emotional Intelligence can help leaders lead their group or organization through the good and the bad times, something that fewer and fewer people seem capable of accomplishing. Lack of emotional intelligence is

Daft, R. L. (2011). Conventional leadership. In R. L. Daft, Leadership (p. 153 chapter 6).

The concept of predictability of an individual is an essential psychodynamic element in my way of leadership in the sense that the theory shows that human behaviors are predictable and understandable (Northhouse, 2007). In this sense I easily predict certain individual’s behaviors based on their personality and this makes my leadership style to be described best by psychodynamic approach. This can be illustrated by Jung’s way of classifying personality such that people’s personality can be classified by understanding that human behavior is predictable and understandable, they have preference of how they feel and think and these preferences become the basis of how they work and play their specific roles (Northhouse, 2007).

The author was given the task to explain emotional intelligence, and give two (2) example of the concept. Second, to examine, the concept of “emotional quotient” compared to traditional “intelligence quotient.” Third to suggest two to three (2-3) reasons why leaders’ need emotional intelligence to manage today’s workforce, as well as to speculate on at least two (2) possible consequences should a leader not possess emotional intelligence. Fourth, to explore the elements of emotional intelligence that leaders must be aware of to increase leadership effectiveness. Lastly, to recommend a strategy that the organization could undertake in order to improve the social skills of leaders within the organization and thereby

* Through the self-assessment on Leadership style and Emotional intelligence, I drew the inference that while I am good at gauging the emotions of my direct reports and peers, I often don’t intervene to better cement my professional relationship. It shall be my earnest endeavor to be more emotionally aware and apathetic.

A leader is more than just running a group; it is some one who impacts at least one other person’s life in a positive way. A leader is someone who can guide others into accomplishing some success and goals. Furthermore, empower others is essential in the ability to maintain positive leadership. A leader is caring, must be willing to adapt and share the values of others, while still preserving their own personal values and beliefs. One aspect of being a good leader is having strong self-awareness- described as knowing your own strengths and weaknesses. Emotional intelligence, another aspect of being a respectable leader, is knowing your inner emotional state and remaining in control of it. Emotional

As of November 1999, Avon was experiencing economic troubles. Avon's growth rate of annual sales was less than 1.5 percent during the greatest economic boom in history. This prompted a transfer in leadership which appointed Andrea Jung as CEO. Since that time, Avon has experienced remarkable growth.