Organizational Leadership And Emotional Intelligence

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Introduction In the field of organizational leadership it is important that the leaders are not only proficient in the area of leadership and building a stellar organization, they must take into consideration the human capital that will be responsible for executing their vision. A part of understanding the organization’s valuable human resource is knowing how to deal with the emotional intelligence of these resources. In his introduction, Goleman (2006), stated that although emotional competencies can be learned, the ability to manage relationships is not a guarantee that it can be mastered. He goes on to say that additional learning is required. Change is the province of leaders (Kouzes and Posner, 2012), and in order to win at both organizational leadership and emotional intelligence, leaders must take risks. Leaders must possess the tenacity to objectively make decisions based on the needs of the organization, all while ensuring that the emotional intelligence needs of the employees are met and not exploited. The following five empirical articles are critical to the understanding of the area of proposed dissertation research. Cavazotte, Moreno and Hickmann (2012), give a comprehensive overview of emotional intelligence based on the element of emotional intelligence influence on leadership. The research problem is based on the inquisition regarding whether emotional intelligence contributes to transformational leadership. The research purpose was to
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