Leadership Styles And Emotional Intelligence

There are many models of leadership that exist across a range of fields (e.g. social work, education, psychology, business, etc.). The ability to transform an organization successfully requires a different set of attitudes and skills. Transformational leadership is an approach where a leader utilizes inspiration, charisma, individualized attention, and intellectual stimulation with their employees (Iachini, Cross, & Freedman, 2015, p. 651). Transformational leadership helps to clarify organizational vision, inspires employees to attain objectives, empowers employees, encourages employees to take risks, and advocates the seeking of alternative solutions to challenges in the workplace (Transformational Leadership, 2015). It allows the leader to engage and motivate each follower identify with the organization’s values and goals.

I had no clue how the online assessments that I took would help me, like any other person would think. But later, when I took the tests, I realized the importance of these assessments which gave me an insight of my true self, and helped me pin point my strengths and weaknesses in almost every department. These assessments helped me connect more to myself and the people around me. In this paper, I am going to discuss all the results from the various tests I took online and show how they reflect my leadership style and how I analyze the results to my own leadership potential, with help of examples experienced by me in life.

Transformational leaders would go through different stages of psychological testing how they behave and act. The testing has shown the improvement and change reactions of those who have been through testing. Despite the changes of some leaders, there were those whose leadership behaviors were not changed. The purpose was to see if their behaviors could and would help motivate their subordinates. Transformational leaderships have shown that they could motivate their followers to surpass their own self-interests to a much high level than the leaders. The behaviors of the transformational leadership will continue to have major changes on the performance of the followers. Transformational leaders have responsibilities and will continue to have positive impact to organizational culture, subordinate performance and

Transformational Leadership transcends multiple situations. Leaders utilize the four components of Transformational leadership which include idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (McCleskey, 2014; Robbins & Judge, 2016; Stone, Russell, & Patterson, 2004). Leaders that employ Transformational Leadership often have highly desirable personality traits that are modeled, and then emulated by followers as a method of idealized influence (Marques, 2015). The transformational leader is able to generate inspirational motivation within an individual by empowerment of the follower through communication of shared goals and sense (Stone, Russell, & Patterson, 2004). Intellectual stimulation is achieved thorough the leader engaging the follower in problem solving and innovation for solutions (Robbins & Judge, 2016; Stone, Russell, & Patterson, 2004). Furthermore, the transformational leader connects with the follower through mentorship and acknowledgement of the individual versus the team (Stone, Russell, & Patterson, 2004). To conclude, Transformational Leadership is a successful tool for managing change, as the transformational leader is able to create a shared vision, generate support for change, and successfully implement and maintain the change (Marques, 2015). Relative to the scenario, Transformational Leadership is paramount for successful change due to the engagement of the followers with the shared vision of the

Transformational leadership is defined “as a process where ‘leaders and their followers raise one another to higher levels of morality and motivation’” (Transformational leadership, n.d., para. 6). “Transformational leaders transform followers by creating changes in their goals, values, needs, beliefs, and aspirations” (Kreitner & Kinicki, 2013, p. 481). Our text gives us four types of transformational leadership behaviors: inspirational motivation, idealized influence, individualized consideration, and intellectual stimulation.

Emotional intelligence (EI) is having the ability to recognize, perceive, control, and evaluate one’s emotions. EI is also the ability to see how one’s emotions affect others (Marquis & Huston, 2012; Mindtool, 1996-2015). In the healthcare landscape of today, effective leadership skills are critical to an organization. High EI is a skill that effective leaders possess (Sadri, 2012). When a leader has a high EI, they have a clear understanding of their strengths and weaknesses. Having the EI knowledge about themselves gives a leader the advantage to better address problems as they arise and to handle future complications in the organization (Fletcher, 2012). The purpose of this paper is to discuss the results of my EI assessment including strategies for developing my EI. The topic of how to work with others who do not demonstrate EI or who have different EI levels than myself will be discussed as well.

According to Dictionary.com, emotional intelligence is defined as “skill in perceiving, understanding, and managing emotions and feelings” (dictionary.com). The definition developed by Peter Salovey and John Mayer indicate “Emotional intelligence is the ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth” (Mayer & Salovey, 1997). A further definition of emotional intelligence, by Daniel Goleman defines it as, "abilities such as being able to motivate oneself and persist in the face of frustrations; to control impulse and delay gratification; to regulate one 's moods and keep distress from swamping the ability to think; to empathize and to hope” (Goleman, 2004). By comparing these three definitions, there is obviously consistency related to perceiving emotions of others, however, Goleman’s definition combines understanding emotions of others and understanding self. An effective leader needs to evaluate all criteria – including emotions and motives – to help guide decision making.

Leadership is the process of “communicating, motivating, encouraging and involving.” (PowerPoint 2) A leader who combines these vital characteristics will “inspire and motivate” subordinates to “help achieve group and organizational goals” (textbook) and are key ingredients to a successful organisation. Transformational leadership is one of the three main leadership styles adopted by managers. The book, Contemporary Management specifies the three main characteristics of transformational leadership are “Charisma, the ability to intellectually stimulate subordinates and the ability to engage in developmental consideration.” These thee characteristics will be further explained throughout with examples relating to Oprah Winfrey and Mark

This paper will encompass a discussion about emotional intelligence (E.I.), its varied definitions, applications to leadership, and potential areas of concern. It begins by outlining the ability-based model of E.I. set forth by Mayer, Caruso, and Salovey and their Multifactor Emotional Intelligence Scale. Next, the mixed and trait-based constructs of emotional intelligence are discussed by examining Daniel Goleman’s definition of E.I., along with some of his claims about its effects on leadership in the workplace. From a scientific standpoint, relationships between emotional intelligence and transformational leadership

Many studies have been done to evaluate the link between leaders and EI. For instance, study done by Mandell and Pherwani (2003) and Gardner and Stough (2002) showed that the leaders’ EI highly correlated with the transformational leadership style. Additionally, in a qualitative reviews on 78 peer-reviewed journals and 21 book chapters from 1990 to 2007 by Gooty, Connelly, Griffith, and Gupta (2010), it is found that EI have an effects on leaders and their employees. This study found that leaders positive outlook could result in positive team outcomes, while negative outlook might hindered the team effectiveness.

A leader 's success hinges on the degree of emotional intelligence (EI) the individual possesses. The ability to manage one 's emotions and correctly identify another 's emotions is a critical skill all leaders must have. Leaders of teams must have the capacity to control their emotions during times of stress; and, have the ability to listen to and empathize with others to ensure employee satisfaction and engagement. The purpose of this paper is to evaluate this writer 's degree of EI, identify opportunities and strategies for improvement; and, to demonstrate skill when collaborating with other leaders who exhibit varying levels of EI.

“ Emotional intelligence is the ability to perceive emotions, to access and generate emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth.” – Mayer & Salovery, 1997

In this day and age companies are investing millions into leadership training in the aim of finding the right leaders for success, however it has been observed that too much importance has been given to IQ and leaders haven 't been performing up to expectations. (Doe, Ndinguri and Phipps 2015). With the realisation of IQ not being the sole factor for success researchers have directed more focus into Emotional Intelligence, in fact Doe, Ndinguri and Phipps (2015) argue that emotional intelligence may be the determining factor for the success or failure of leadership.

This entails us that through social awareness, a person will be able to realize the sentiments of other people and be able to sense their opinions. Similarly, emotional intelligence can also improve the work routine of a person who has slight reasoning skills through the excellence of social affiliations. Therefore, this entails that when work performance is not achieved through cognitive intelligence, it can be achieved through emotional Intelligence by means of numerous equivalent mechanisms, like good relations with fellow workers, managers and support staff (Wisker and Poulis, 2015). Similarly, Tomer (2003), states that when a person is emotionally intelligent, he or she becomes more result-oriented when perusing his or her duties and he or she may set the goals which are more challenging for himself or herself. They further seek for specific information concerning the way their performance be improved within their working environment.

Have you ever known the word leadership? Many of people would have heard about the word leadership, but do you know what it means? Leadership is a process of social influence, which maximizes the effort of others, towards the achievement of a goal which mean the person who have leadership skill should be able to leading people, influencing people, commanding people and guiding people. What about leader? Who is a leader? A leader is a credible person who can alters one’s thoughts, feelings or actions in a manner that enlists other to pursue the accomplishment of a common goal.