The Importance of Emotional Intelligence in Leadership Communication

When developing a template to assess which leadership styles are best suited to mitigate the effects of a decline in financial compensation, it is imperative to understand leadership theory. One of the first pioneers in leadership theory was Kurt Lewin. Kurt Lewin (1890–1947), was a prominent figure in psychology in his generation. He provided a solid foundation to the teachings of organizational development. In many circles he was known as the father of organizational development. He was best known for the development of field theory. Field theory was essential because it allowed business professionals to understand why undesirable behaviors was produced. It also taught how to bring about desirable behaviors. Field theory was developed in part because Lewin wanted to address organizational employee turnover.

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.

An effective leader has many factors that enable them to be successful. Some of the key characteristics of an effective leader are passion, charisma, dependability, problem solver, communication skills, and multi-tasking abilities. Marquis and Huston (2015) describe four types of leadership styles; autocratic, democratic, laissez-faire, and bureaucratic. The autocratic leadership style deals more with acquiring control and accomplishing tasks rather than relationships (Marquis & Huston, 2015). This type of leader generally makes independent decisions and uses force to implement power. Democratic leadership differs by having human relations and teamwork as the main focus (Marquis & Huston (2015). This leadership welcomes open and two-way communication. Laissez-faire leadership has minimal established policies abstains leading (Marquis & Huston, 2015). The bureaucratic style leans on established rules and policies and lacks security (Marquis & Huston, 2015). Most of the time, the rules are inflexible and the relationship with staff is impersonal. An effective leader can recognize the needs of the organization and foster that leadership style. W.C. recognizes fairness, consistent decisions, listening ability, and knowledge of the field as key qualities in a leader. She believes she has a combination of democratic and bureaucratic leadership styles. Her bureaucratic style promotes corporate policies and mandated regulatory compliance. Part of the qualities of a

There are many different definitions of what emotional intelligence is and exactly which components should be included to comprise it. The most basic model of emotional intelligence is the "four branch model" described by John Mayer and Peter Salovey in 1997. The key concepts included in the four branch model are: "emotional intelligence is the ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional meanings, and to reflectively regulate emotions so as to promote both better emotion and thought (Mayer & Salovey, 1997).” The scientific definition of emotional intelligence, according to John Mayer, Peter Caruso and Peter Salovey is that "emotional intelligence refers to

What is Daniel Goleman's Theory of Emotional Intelligence? How does Goleman's theory relate to leadership in the workplace or in the political milieu? Why is image management important for leadership? Answers to these and other issues will be presented in this paper.

Cavazotte, Moreno & Hickmann (2012), give a comprehensive overview of emotional intelligence based on the element of emotional intelligence influence on leadership (p. 455).

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.

Being a leader is a gift, something that is hard to learn and many people are more predisposed to be a leader than others. People that are natural leaders, very often have this sort of charisma that draws others to follow them. A good example of a wonderful religious leader in my opinion would be John Paul II. Ever since John Paul was a kid he has had this natural ability to positively affect people around him. Moreover, John Paul’s emotional intelligence made him even a greater religious leader because it has allowed him not only to reason more effectively, but also allowed him to be empathic to others. As I approach end of nursing school I want to improve my level of emotional intelligence because it will not only prepare me to be a better leader one day but also it will give me a greater self-awareness and will allow me to be a better nurse.

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

To begin this paper Kurt Lewin’s Leadership styles are introduced first, because it is felt that these styles mentioned are the primary leadership styles from which other leadership styles are stemmed from.

In the 1930s, Kurt Lewin developed a framework based on a leader's behavior. He argued that there are three types of leaders:

Although I am not a management major or a minor here at Bentley University, when picking classes, Interpersonal Relations seemed like a good use of an elective course. Originally going into the course I had some knowledge of emotional intelligence and effective business communication. Nonetheless, I knew my personal communication skills were on a less adequate level than they should be, and thought a course would help me understand myself and others better. Now that I have spent the semester learning and analyzing these skills, I feel I have accomplished my goals on learning more about interpersonal relations on a deeper level.

Emotional intelligence is defined as the ability to manage one’s emotions in an intelligent manner such that they do not affect the decision-making process. It is also the ability to understand other people emotions, to know the reason for their behaviors and thus be able to communicate with them (Mayer, 2006). Emotional intelligence involves one’s proficiency in realizing and then being able to behaviors, moods and impulses and thus managing these in the best way possible.

For decades, social psychologists and management professionals have studied numerous approaches to successful leadership and the motivations behind them. A leadership style can be defined as a leaders characteristic behavior when directing, motivating, guiding, and managing groups of people (Cherry, 2006). In order to lead people more effectively, it is critical to understand the assumptions and influences of different leadership styles. Additionally, one must comprehend what motivates the team members involved and how their behaviors can drive a certain style of leadership. We will begin our analysis by discussing Theory X and Y and then look into three other styles: authoritarian, democratic, and laissez-faire. Lastly, we will decide which style is most often needed in today’s fast-paced world.

Our textbook stated that leadership is a science and an art, as well as being both rational and emotional (Hughes, 2015, p. 5-6). Leadership theory provides the science and the application of the theory is the art. There is no one method to guarantee success for a leader. Leadership is multi-faceted and requires flexibility, emotional intelligence, and the will to