Statement of the Problem
The 2014 Time Warner Annual Report identified several risk factors that the organization must address to remain competitive in the global market. Mitigating some of these risks; the report recommends that the organization reduce and reallocate resources from its portfolio of brands to stay economically viable among industry leaders. This reduction resulted in a 20% attrition rate. Not only did the organization lose money, a vast amount of innovation, intellect, relationships and trust Sherman (2012), exited the organization. In addition to this critical loss, the remaining employees were left to perform business as usual. Downey (2011) indicated that emotional intelligence, organizational leadership, and workplace culture are directly linked to how employees relate to the leaders of an organization. The understanding of emotional intelligence, its components and a comparable leadership style such as transformational leadership is vital to the success of an organization.
The general organizational problem is that employees are burned-out, their lack of trust in senior leadership is affecting the morale of the remaining employees. In that, emotions are frayed, management has difficulty understanding emotional intelligence, leadership style and the impact these components have on organizational change. This problem is impacting divisions within the organization and the employees who attempt to support the vision of the senior leadership team
A recent study conducted by the Consortium for Research revealed that the majority of corporations all agree that having emotional intelligence in the workplace is extremely essential when it relates to being successful. Some companies referred to salespeople who have the attribute of emotional intelligence were able to connect with customers better by better understanding their needs, which successively assisted them in building a trusting relationship with them. They also referred to customer service employees who also had emotional intelligence to handle aggressive situations with angry customers more effectively than those employees who lacked this trait. Furthermore,
Emotional intelligence in leadership is detrimental to one’s success. Despite the advanced knowledge and technological capabilities, one has to possess a strong skill of self-awareness and apply that skill towards building strong interprofessional relationship (Doe, Ndinguri, & Phipps, 2015). An individual can not drive a process alone; a successful leader has to possess qualities to inspire his followers to strive towards the same goal. One of the largest cargo companies FedEx represents the world’s top most successful companies. FedEx leadership program incorporates an emotional intelligence assessment and its development into its new-hire program for managers (Freedman, 2014). Organizations that possess strong moral principles present a better productivity and attract talent (Sims,
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
General intelligence can be defined as “the general efficacy of intellectual processes” (Ackerman, Beier, and Boyle, 2005). In relation to modern organizations, it is generally believed that individuals with higher intelligence are more desirable as they will have higher task performance; this belief has been held for more than 90 years (Viswesvaran and Ones, 2002). Furthermore, general intelligence can be divided into two different sets of abilities as Cognitive Intelligence and Emotional Intelligence (Cote and Miners, 2006). As mentioned by Brody (2004), there are quite different models of testing cognitive intelligence and emotional intelligence. It is important that both these aspects of intelligence are considered in organisations.
PeopleSmart was an organized summary of everything taught in Dr. Bree’s Organizational Behavior class about emotional intelligence (EI). Since I am a person who enjoys lists and processes I enjoyed the systematic approach of learning, trying and living each of the skills. (Although I have to include, that having recently participated in Dr. Bree’s class, I was put-off from doing any of the self-evaluations found in the beginning.) I’m always looking for nuggets of information to help explain why I behave in certain ways and there were many of those in this book. Incorporating true-to-life examples of how each skill works in practice, both in a work environment as well as within personal relationships, illustrated clearly the points made in each chapter. Following up these examples with a method of improving in each area and common excuses preventing the implementation of these new skills was very beneficial and I often felt they addressed a specific resistance I had. I also appreciated the validation of my belief about interacting with other people. The author, in his preface, stated unequivocally that “Next to faith in God, I came to the conclusion that the best source to place your faith is in other people.” That is a rare statement but one with which I am in complete agreement. I too am a survivor of cancer and possibly it is in those kind of life threatening situations that you are especially blessed to find the good in people. Investing time in learning how to better
In any sphere of human existence which requires the coordinated cooperation of people working in teams, including corporate offices, political parties and emergency rooms, strong and definitive leadership is essential to assure that goals and objectives are pursued and met. Without effective leadership, whether from an office manager, a campaign strategist or a registered nurse, teams of people holding varying positions within any organizational structure will invariably succumb to inefficiency and inefficacy. Renowned research psychologist Kurt Lewin pioneered the analysis of leadership styles through his groundbreaking 1939 studies, identifying autocratic (authoritarian), democratic (participative) and laissez-faire (delegative) leadership as the three predominant methods of stewarding large organizations. Lewin and his colleagues concluded that the genuine motivation of subordinates is best achieved by utilizing a variety of tactics, including positive encouragement, punishment for failure and the provision of incentives, depending on the distinct leadership style exhibited by a particular manager. While organizational management requires a calculating ability to utilize logic-based reasoning skills, "effective leaders go beyond these rational motivations to create an emotional connection … they give meaning to work, to reach deeper levels of motivation" (Matha and Boehm, 2008), which is why the most successful leadership is often achieved by employing emotionally
leadership literature there is a relative dearth of supporting research that has not used student sample
Different forms of research have been undertaken on the subject of emotional intelligence particularly its role in business organizations (Van Genderen, 2012, p. 225). These studies have exemplified the additional connotations of EI through the contribution of respondents. Each study approaches the subject from a different perspective in the sense that the studies cover different areas of the subject (Pastor, 2014, p. 992). In particular, the studies underscore the significance of emotional intelligence in various organizational dynamics such as self-efficacy, organizational environment, social awareness, productivity, organizational citizenship behavior, creativity, demographic, personality, gender, and organizational outcomes. Also, the studies cover developmental job experience, project management, work-related outcomes, leadership style, professional performance, business communication, teamwork, self-awareness and multicultural competency, organizational culture; socio-emotional intelligence (SEI) and corporations intelligence (Sigmar, Hynes & Hill, 2012).
The failure of a newly promoted leader to perform effectively is another critical issue that was raised in the article. The author went on to explain that the problem maybe a weakness in the strategy that affected the personnel changes and staffing should be seen as a window of opportunity other than a burden.
Cybercriminals have been increasingly engaging in online attacks exploiting organization’s vulnerabilities and deficiencies (Bhattacharya, 2011). Among the organizational factors that are necessary to combat cybercrime and other problems related to information security, leadership is one of the most important (Bhattacharya, 2011; Kwon, et al., 2013). Indeed, not only does effective leadership enable the organization to appropriately defend itself against, and respond to, cybercrime through the appropriate use of information security strategies, an excellent leader also ensures regulatory compliance and the development of an effective monitoring plan to reduce information security risks (Kwon, et al., 2013). At the other end of the spectrum, ineffective leadership leads to passive or reactive measures against cybercrime that, in turn, can place the organization at risk of information security related damage and losses (Gupta and Hammond, 2005).
In this era of technological advancement and highly competitive workplace, emotional intelligence , though the word sounded familiar, enough amount of researchers such as the Goleman.D(2012) suggested that this concept is a subject matter of high importance. In order to prove that ‘ Emotional intelligence has no part in the organization setting as emotions play no part in business’ is a misconception statement, this essay will focus on its background, its importance and significance with a conclusion that emotional intelligence is a part of organisational setting and why the organisations should adopt this concept for reaping better benefits in achieving their business goals.
Intentional change theory is the modern equivalent of Self-Directed Learning. The change refers to the person’s behaviour and intentions. The change is sustainable as it lasts for a relatively longer time. This sustainable change is desirable as it included the desire to maintain a current desirable state, relationship, or habit. Therefore, the underlying purpose of the ICT process is to help individuals increase awareness, and thereby decrease the discontinuous nature of change.
Emotional intelligence is essential in the workplace. “Emotional intelligence (EI) relates to numerous skills, such as the ability to motivate oneself, the ability to regulate one’s moods and delay gratification, and the ability to empathize and work well with other people”(Sadri, 2011, p84). Understanding your own emotions, reactions and behavior and understanding those of your manager or employees is a huge advantage in the workplace. Just as studying can improve your IQ, proper training can improve your EQ or emotional quotient. Providing emotional intelligence training is beneficial to any organization. EI is important to be an effective leader, it's strongly linked to motivation and job performance and is crucial when communicating with your employees, especially millennials which are the workforce of the future.
Becoming an efficient and effective manager is an extremely challenging role especially in today’s challenging business environment and during times of economic downturn. According to Aaron G.A. (2006), leadership is correlated to organizational and employee performance as leaders influence employees to help achieve organizational goals. Managers need to adopt a continuous learning attitude, personally aware of own strengths and weaknesses and practicing high emotional intelligence in order to be a sustainable competent manager. According to Mcgregor’s theory, Theory-X managers perceive employees to have a tendency to avoid work, while Theory-Y manager gives employees flexibility and empowerment this in return helps develop employees’ decision making skills (McGregor, D. (1960)).
Till recently, Intelligence Quotient is considered as a measure of excellence. In the current business world IQ and technical abilities alone not help to succeed in the work. Emotional intelligence also plays an important role in the workplace. Emotional intelligence is the capacity to identify, manage and assess emotions of a person. In this fastest and competitive world, individual competencies are considered as a measure of excellence which determines the overall success of an organization. Emotionally Intelligent people are more skilled to cope up with life activities and have more productive thinking. Awareness of emotional change will help to overcome the stressful situation in both personal and professional life. Largely, in the customer service industry, Emotional Intelligence is being observed as one of the important emerging determinants for dealing with customers. Emotional intelligence is not an inborn characteristic, so it can be learnt through practice and training. Banking is one of the service sectors which require more relationship between employees and customers. The success of the relationship depends on the level of emotional intelligence and conflict management ability of the employees. The promotion of emotional development in turn enhances job performance of the employees. Therefore, this study makes an attempt to know