DEVELOPMENT OF EI
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
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Leadership's underlying constructs are inspiration and individualised consideration, entailing shifts in the beliefs, needs and values of the followers (Fiedler, 1996). The transforming leaders' behaviours emanate from deeply held beliefs and values, such as justice and integrity (Fiedler, 1996). Fiedler (1996) argues that past research into leadership has been focused on traits and abilities, and that the most important lesson over the past forty years is that the leadership of groups and organisations is a highly complex interaction between the individual and the social and task environment. Therefore, it could be argued that Leadership research has overlooked Leadership being a social process. How well the leader's particular style, abilities, and background contribute to performance is largely contingent on the control and influence the leadership situation provides. As Feidler (1996) states, if leadership was easy to understand, we would have all the answers long before now. The leadership processes are highly complex.
This principle still has to be translated into practice. Fiedler (1996) goes on to say "we cannot make leaders more intelligent or more creative, but we can design situations that allow leaders to utilise their intellectual abilities, expertise and experience more effectively. In this highly competitive age, this is likely to be of considerable practical importance." Nevertheless, as Goleman (2000) argues, effective leadership still
Before I can start discussing the relationship between emotional intelligence and leadership, I must explain why the three sources used in the report are credible. First, all three sources are credible because each article was found using The University of Texas at Austin’s library databases. In other words, none of the articles were found using Google or another unreliable search engine. Second, all of the sources are published in educational or business journals. Due to this fact, all three journals increase in credibility. Furthermore, each article uses references from other sources to further support any findings and conclusions. Due to these three reasons, I have concluded that all sources used for this paper are credible.
Not only do effective leader need to possess emotional intelligence they must also be resonant leaders. Resonant leaders are described by Goleman, Boyatzis, and McKee (2008) as being attuned to people’s feeling and help to move themselves and the group into a positive direction. According to Kouzes and Posner (2007), true leaders “tap into people’s hearts and minds, not merely their hands and wallets” (p.174). An emotionally intelligent leader can make work more meaningful for their constituents by connecting with them on an emotional level which creates a more nurturing and supportive work environment. (Goleman, Boyatzis, & McKee, 2008). According to Dr. Deepak Chopra in his interview with Knowledge@Wharton, “people resonate to people who connect to them emotionally.”
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.
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
Effective leadership, commonly regarded as both a learned skill and innate ability, is an essential characteristic of successful organizations (Northouse, 2016). Great leaders are said to define purpose, create a vision for the future, set high ethical standards, and guide their organizations through many circumstances and into new directions (Morrill, 2007; Parris & Peachey, 2012). Leadership is also described as complex – it can mean different things to different people. Given there is no standard approach to leadership, scholars focus on the process of leadership as opposed to the definition (Northouse, 2016). As a process, leadership is not simply
What defines a leader? Are there inherent differences between leaders and followers, e.g., genetic makeup, behavior, characteristics, intelligence, or another physiological, social, emotional, or cognitive capacity? Are leaders the product of nature or nurture, more specifically can leadership be taught? These fundamental questions about leadership form the basis of research on the traits, behaviors, relationship dynamics, and communication competency that encompass different leadership roles and styles. My paper will provide a synthesis of the reading from chapters 1, 2, and 9 of the textbook, “The Leadership Experience,” highlight novel leadership concepts, notions, and theories for me, as well as, any clarification or reinforcement of
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
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.
This paper will highlight the world's leading psychologist's thinking and research towards leadership who examined leadership as the psychological process (Bligh and Meindl, 2005) .This paper will cover the diversity of topics covered in this field including; psychological concept of leadership; major key psychological theories underpinning leadership behavior, power and influences; cognitive process that categorize individuals as leaders and
The analysis of scientific literature indicates that the notion of emotional intelligence has begun to attract the attention of researchers in the 90-s of the twentieth century thanks to the works of the American psychologists John D. Mayer and P. Salovey, who first used the term "emotional intelligence" and started research activities to study the phenomenon. Emotional intelligence, according to these scientists, was first defined as “the subset of social intelligence that involves the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and actions” (Salovey & Mayer, 1990, p. 190).
Leadership is a commodity that is highly valued and highly desired. It can be described both as a trait and as a process. As a trait it has been viewed as a property or a set of possessed character traits by various people in varying levels, limiting leadership to those who are trusted to have unique talents that are inherent and natural. The process context view leadership as a phenomenon that provides a relationship linking leaders and followers availing leadership to everyone (Northouse, 2010).
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
“Leadership is more ability than job. Moreover, it is all about determination, ability to solve problems, set direction for followers, gather them for common purpose and motivating people to achieve tasks. Furthermore, it is a charisma and the ability to reacting at the right time for a particular competitive situation” (L.Mullins, 2010, P372).
The word ‘leadership’ often times triggers a preconceived image of an ideal leader—typically accompanied by the aura that the effective leader should be at the top of the hierarchy, ready to produce the solutions to complex problems. However, this is not true of leadership, given that effective leadership is not achieved by position but rather through style and situational awareness. Examining leadership requires the consideration of the catalysts for different types of leaders. Popular leader development theories tend to focus on the natural servitude of the leader, his or her capability to manage, and leader behavior.
Describe a leader you admire who showed the greatest degree of emotional intelligence. What are examples of ways they used this?