Relational Leadership

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

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.

Abstract: There are numerous definitions of leadership, all of which contain elements related to people (the leader and the follower(s)), communicating in person or by the written word, actions (organizing, directing, coaching, and/or motivating), and for a purpose (meeting a goal(s) or accomplishing a task(s)) (ADP 6-22) (Fisher 2015) (Bolden 2013) (Hogan 2005). Additionally, everything done occurs within a given context. Effective leaders are poised, proficient, pertinent, and practical in the application of the art of leadership. This means leaders are ready to engage the group with effective methods and

Global Delivery Direct has always attempt to support a culture where innovation and employees are just as important as the customer base. Positive relationship that leaders can influence and inspire those around them to achieve organizational success. Leader that have demonstrated ability to perform in function required of their employees strengthen the positive relationship. As such the most effective leadership theory for GDD today is the relational leadership theory. Although GDD has naturally evolved to include the collaborative culture that is common in the 21st century corporate environment, there is a desire to maintain and built upon the family-like-clan culture. Finally, the executives recognize the need to develop and innovation their

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.

The four approaches in understanding leadership have their own advantages in explaining leadership. However, I would say that the relational approach is the most comprehensive way in explaining and understanding leadership. According to Hackman and Johnson (2013), “leadership is “human (symbolic) communication that modifies the attitudes and behaviors of others in order to meet shared group goals” (p. 11). From the definition, we could see that leadership emphasizes on communication, task, and relationship among leaders and followers, and those aspects are well explained in the relational approach which has focus on leader-member relationships, while other approaches have focus on personal characteristics (for traits and contingency approach)

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

This self-evaluation assessment has provided the pros and cons of my interpersonal interactions with employees as a business owner. The implications of the Emotional Intelligence assessment have inspired me to identify and single out the positive and negative aspects of my personality as a business leader. I have become more aware of the importance of self-knowledge as a way to identify emotional patterns that can help me understand my employees outside of their job performance. The important aspects of Empathy and Self-regulation were important ways that I can become a much better leader in terms of building teams for the car detailing business. In this way, I am not just “running a business”, but I am a business owner that loves his job and respects his employees. I am certainly more aware of my Emotional Intelligence as a way to improve my business goals.

The development of Emotional Intelligence requires a recognition of one's own strengths and limitations, an exploration of how current decisions are framed through beliefs and prior experiences, and the actualisation of potential by using the greater self knowledge gained. However, in a report by the Institute of Management (2002) research showed that the quality of leadership in the workplace was poor. Further, the research reinforces a positive relationship between financial turnover and the priority given to leadership development (Institute of Management, 2002). Fifty-five percent of those questioned gave the characteristic of being inspiring as the most important attribute of leadership, but only eleven percent say

Emotional intelligence is an important characteristic in becoming a good leader. “Emotional intelligence is the ability to manage oneself and one's relationships in mature and constructive ways” (Kinicki & Kreitner, 2009, p.137).Being a good leader entails more than just being smart; leaders need to be able to connect to their employees emotionally and empathetically. Organizations today not only look for leaders with the skills, but leaders that can emotionally connect to employees to obtain the organization’s goal. “Leaders have always played a primordial emotional role. No doubt humankind’s original leaders-whether tribal chieftains or shamanesses-earned their place in large part because their leadership was

Without it, a person can have the best training in the world, an incisive, analytical mind, and an endless supply of smart ideas, but he still won’t make a great leader. In the course of the past year, my colleagues and I have focused on how emotional intelligence operates at work. We have examined the relationship between emotional intelligence and effective performance, especially in leaders. And we have observed how emotional intelligence shows itself on the job.

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

* 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.

The paper discusses some key management theories with respect to managing oneself and leading others. Peter Drucker, in his book “Management Challenges for the 21st Century” (1999) has emphasized the importance of exploring and using one’s strengths, identifying areas for self-development, strengthening management skills and taking responsibility for relationships to become an effective leader. Leadership scholars Daniel Goleman, Richard Boyatzis, and Annie McKee in their book “Primal Leadership - Realizing the Power of Emotional Intelligence" (2002) have also addressed the application of emotional intelligence principles in order to better manage oneself and others. The primordial emotional role of leaders is to instill good feelings and foster pride of purpose in those they lead. “When people feel good, they work at their best” (Goleman et al., 2002, p. 14). They emphasized that great leadership works through the emotions, compared to the traditional attitude of the business culture that gives more emphasis to intellect over emotions. Hersey-Blanchard Situational Leadership model (1985) suggests that effective leaders choose leadership styles to match the maturity of followers, know when to place more or less emphasis on the task and on the relationships with the people, know how to get the job done successfully. Using an ethical lens, I have also discussed the leadership responsibilities in a stakeholder society, putting forward the concept of “long term value

Job Satisfaction. Research has shown that leaders who have high levels of emotional intelligence are able to increase the job satisfaction of their workers leading to increase performance. In a study done by Sy, Tram, and O’Hara (2006) of 187 restaurant workers, in which 62 were managers, they investigated the relationship between employees’ emotional intelligence, their manager’s emotional intelligence, employees’ job satisfaction, and performance. They discovered that a managers’ emotional intelligence created more job satisfaction for employees with low emotional intelligence than with employees with high levels of emotional intelligence. Furthermore employees with high emotional intelligence performed their jobs better (Sy, Tram, and O’Hara 2006). Similarly, in a study by Chi-Sum and Wong (2002), of 120 MBA students and government administrators they discovered that emotional intelligence has a positive correlation ith job satisfaction regardless of the nature of the job.