The work and living environments of the modern world is turning to be largely diverse. Leading such a culturally diverse group requires systematic adaption in leader styles. Taking into account the fact that the varied cultural backgrounds of the team members would mean differences in their perceptions on management and leadership, theories of leadership based on generic systems of management would not work…
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Emotional intelligence Emotional Intelligence is a collective name for a set of social and emotional abilities which would help people to adapt to the routine demands and it is the ability to be more effective in relationships of varied nature (MacCann, Matthews, Zeidner, & Richards, 2004). Another definition of emotional intelligence is “the set of abilities that involves perceiving and reasoning abstractly with information that emerges from feelings” (Mandell and Phewanti ,2003) In a team environment, the role of emotional intelligence is turning to be of increased importance. Barling et al (157) has opined that the five characteristics of emotional intelligence includes, understanding other persons emotions; knowing to manage these emotions; emotional self control; empathy and management of relations. The application of these components in management has been a subject of research for several years. Emotional Intelligence and Transformational leadership Transformational leadership involves the leader motivating the team members to perform beyond the expected limits of performance (Sivanathan & Fekkan, 198). In general it has been opined that emotional intelligence is a prerequisite for any sustainable leadership model. It must be noted here that transformational leadership has been suggested to have sustained results than transactional leadership which is based on contingent rewards and other tangible benefits. Transformational leadership demands to a large extend the understanding of the followers’ emotions. In this context, the characteristics of emotional intelligence will compliment the functionalities of a transformational leader. According to Ashforth and Humphrey (1995), “emotions are an integral and inseparable part of everyday organizational life” (p. 97) . Thus a team environment will involve varied range of emotions. The skill to understand the other person’s emotions can be used to analyse the satisfaction and the motivational requirements of the team members. This argument is supported by George (2000) as he opined that transformational leaders appraise and engage in emotions and they effectively use these emotions for the well being of the team. Moreover, emotional self control would help the leader to establish himself or herself as a role model for other to follow. Goleman (1998) has opined the need of emotional intelligence as a mandatory quality to be successful as leaders and that the transformational behaviors of leaders are directly proportional to the level of their emotional intelligence. Top Management & Emotional Intelligence The importance of emotional intelligence for a professional working at the top management level has been asserted by management experts. It has been opined that the importance of emotional intelligence increases with the increase in managerial responsibilities and one’s professional advances within the organization. The challenges of a leader increases in multiple disciplines as the person climbs up the managerial ladder. This must be read together with the fact that, as the area of management broadens, the cultural and professional diversity also widens. This limits the scope of transactional style of leadership to be effective to have a sustainable leadership. There are several studies which analysed various levels of top management
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As advice to business leaders, this book, first published in 1998, is unusual in several respects. It is short enough to have been published as a pamphlet (185 abbreviated pages); claims to be the disguised true story of the astonishing and inspiring turnaround of a U.S.-based, once-unproductive manufacturing plant.
The concept of emotional intelligence is tied around the ability to be aware and express emotions; moreover, it is the ability to be aware of other people’s feelings, establish interpersonal relationships and the ability to manage and regulate emotions.
Specifically, it is interesting to take note of how management is affected by emotional intelligence (EI). This paper delves into the role of EI regarding leadership. There have been several researches that looked into the influences of EI in the workplace.
Emotions are the characteristics that revolve around an individual, such as happiness, sadness, and anger. Intelligence is ability to give an explanation, identify and show the similarities and differences. Emotional intelligence has been found to be the best way to achieve set goals and objectives in an organization.
Originally, these researchers concluded that EI consisted of three mental processes: appraising and expressing emotions in the self and others, regulating emotion in self and others, and using emotions in adaptive ways (Vitello-Cicciu 2003). In 1995, they further refined EI into four mental abilities: perceiving/identifying emotions, integrating emotions into thought processes, understanding emotions, and managing emotions.
Besides this it will also elaborate the effectiveness of emotional intelligence in the leadership, organization and workplace environment, because the promising theory of emotional intelligence or EI has shown a number of promises in
A brief discussion of the debate on the relationship between emotional intelligence and leadership follows. This paper serves as an introduction only to the main literature review.
It was Salovey and Mayer (1990)
Discussion majors mainly on how managers use emotional intelligence in carrying out their work with others around them. It addresses areas that show how managers can use emotional intelligence in making decisions and becoming productive and successful in the organizations.
The author states that by first recognizing the presence and strength of different emotional triggers and evaluating the emotions, a person can effectively select the kind of emotion to express with knowledge of the impact and the effect of each on others. Emotional intelligence also covers the ability to understand the emotions of other people.
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