...I. Part 2: Overview of Relevant Literature This section reviews recent literature about Emotional Intelligence and the theories that connect certain emotional aspects, personality traits, behaviours and preferences with leadership styles and leadership effectiveness. Recent literature Emotional Intelligence (EI) is a term that was created by Salavoy and Mayer and was defined as: “a type of social intelligence that involves the ability to monitor one's own and others' emotions, to discriminate among them, and to use the information to guide one's thinking and actions” (1993, 433). This concept was further developed by Daniel Goleman (1998) who describes EI as a set of social and emotional competencies associated with performance, health and success. Goleman’s biggest contribution is a model known as “Competency based” which comprises affective abilities and cognitive skills that are distinct from abilities measured by traditional IQ tests. This EI competencies are: self-awareness, self-management, social awareness and social-relationship management. (Goleman 1998) Norwack (2012) refers to a newer-generation approach called “Trait based” model (TEI) which is a result of a mix of previous models: Personality based, Competency based and Mental ability. This model enumerates four aspects of EI: sociability, self-control, well-being and emotionality. Petrides- Perez Gonzalez-Furnham (citied by Smith et al. 2013) express their agreement with TEI model saying that...
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...the Right Style of Leadership: Using The Emotional Intelligence Approach Many people have brought various different approaches in regards to leadership. One of the main approaches to leadership is emotional intelligence for leadership (or for short, emotional leadership). Emotional leadership can be defined in many ways. We will define it as; “the capacity to reason about emotions, and of emotions to enhance thinking. It includes the abilities to accurately perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth” (Mayer & Salovey et al., 2004). If a person can master the ideas of emotional intelligence it will help them become an incredible and effective leader. Every person that takes the role of a leader has the same goal; to get results. There is no exact science to be a perfect leader. However, there are steps one can take to be the best possible leader. Every person may be better suited to lead a specific type of situation. Yet, a person can use some of the tools given here to become a great leader. Every person will lean toward one style of leadership more than others. It may fit the person’s personality more or it may be how they feel they can get things accomplished for that group. One of the main figures in the dynamics of leadership, Daniel Goleman (2000) breaks down leadership into six simple styles...
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...Emotional Intelligence and Leadership Qualities Self-Awareness Principals of Leadership: Service to Others Fall Semester, 2010 Jeff Hawkins "Emotional intelligence refers to the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships," says Daniel Goleman in his book "Working with Emotional Intelligence" (1999). It describes abilities distinct from, but complementary to, academic intelligence - the purely cognitive capacities measured by IQ. The concept of an “emotional intelligence” as important in certain applications as an “Intellectual Intelligence” is not necessarily new. The conversations surrounding Emotional Intelligence are becoming more focused, and taking on a greater relevance in our practices. The idea of emotional intelligence (EQ) as a counterpart to intelligence quotient (IQ) for educators and educational leaders is an expanding area of study and self-reflection. Research shows that emotional intelligence may actually be significantly more important than cognitive ability and technical expertise combined. In fact, some studies indicate that EQ is more than twice as important as standard IQ abilities. Further, evidence increasingly shows that the higher one goes in an organization, the more important EQ can be. For those in leadership positions, emotional intelligence skills account for close to 90 percent of what distinguishes outstanding leaders from...
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...Thought Leadership vs. Emotional Intelligence In today’s ever- changing business world there are many styles of leadership that can be found within an organization. Finding a leader that creates innovation and success is a challenge for any business. A leader can be defined as someone who takes charge, leads, commands others, holds a position of power, or guides people within an organization to reach a desired outcome (McCrimmon, 2005). In their articles McCrimmon (2005) and Goleman (1998) provide an in depth look into how leaders emerge, and what characteristics are essential to successful leadership. McCrimmon details the emergence of thought leaders within a group in contrast to traditional hierarchical leadership roles of the past. In his article, Goleman reviews the five dimensions of emotional intelligence and how possessing these traits can positively impact business culture. Thought Leadership In McCrimmon’s (2005) article Thought leadership: a radical departure from traditional, positional leadership, he states that leaders emerge rather than being selected by the organization. For example when an idea is presented to an organization and the idea becomes widely accepted or adopted, thought leadership has taken place. Thought leadership differs from traditional and informal leadership models. He explains that informal leadership refers to a situation where one member of the group takes on the role of leader for a special project or group, but in fact has...
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...Author: Zachary Kabera, 20 May 2014 Emotional Intelligence and Leadership Performance in Corporate Kenya Background to the study Effective leadership is about striving to be significant and seeking to create the greatest impact and influence as a contribution to an organization’s success (Jensen, 2012); hence, the need to identify and define what effective leadership is. Mechanical knowledge, outstanding performance, and reputable practices no longer suffice as the only benchmark of effective leadership. The paradigm has shifted to a position where effective leaders are noticed by how they inspire and motivate others, are able to promote a conducive work environment, understand and manage emotions, build ties, communications, and influence so that the followers are affected positively (Nath, 2013). It is outstanding in an organization and will always be remembered and admired because of its own exceptional style and approach in supporting innovation and initiative and enhancing an organizational culture that promotes integration and collaboration at the workplace; it creates an environment where employees feel secure, and embraces two-way communication and promotes active listening (Llopis, 2013). This kind of leadership is about observing the dynamics around the organization and surmounting them by constantly looking for ways to challenge the status quo and identifying the way out of those challenges (Jensen, 2012; Llopis, 2013). Human influences and effects of emotions...
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...The book Primal Leadership Learning to Lead With Emotional Intelligence which is also a National Bestseller is a book that explores the consequences of emotional intelligence for leaders and organizations, arguing that a leader's emotions are contagious, and must resonate energy and enthusiasm if an organization is to thrive. The authors Goleman, Boyatzis and Mckee have provided an excellent framework of ideas, theories and solutions for effective leadership. The authors explore the idea of leadership as an emotional function not as a routine task. They propose that the fundamental task of a leader is to create resonance at work, thereby unleashing positive traits and attributes in people. Emotionally intelligent leaders bring organizational success to the fore because they inspire, motivate and foster commitment in people. Primal dimension is one of the theories mentioned in the book. This theory states that the use of emotion in leadership is a primal task that sets leaders apart. Great leaders can move people by channeling emotions in the right direction. It is clear that a leader’s goal is to lead, motivate, and inspire however each leader’s approach to motivate may differ. For example, some leaders rule with an iron fist and have the mentality of “do as I say do not as I do”; well all that is going to do is scare your employee into working, but what will that do for their enthusiasm towards their work environment or towards the company as a whole. I know some...
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...Introduction The first three studies: Leadership Intelligence; Organizational Behaviors; Spiritual Leadership share commonalities pertaining to effective leadership. First Theme a. All three articles share similar themes, linking traits, skills, and attributes to leadership. These characteristics are imperative to managing collaboration and inspiration within groups. b. Article one examines the effects of emotional intelligence on transformational leadership. c. Article two examine reviews on organizational citizenship behavior and draw conclusions on sample data from different behaviors. d. Article three address leadership practices, supervision and emphasizes attributes of leaders’ relationship with followers....
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...Reilly, A.H. and Karounos, T.J. (2009), “Exploring the Link between Emotional Intelligence and Cross-Cultural Leadership Effectiveness”, Journal of International Business and Cultural Studies, Vol. 1, Feb. 2009, pp. 1 – 13. Introduction Along with the globalization of business, many corporations are facing the challenge of operating in a different culture. The writers made a connection between emotional intelligence and cross-cultural leadership effectiveness to deal with this situation, this article also presented some significant results and implications which were greatly helpful for our company. This report is aimed at review the article and pick out something useful to raise staff awareness of cross-cultural issues. In this paper, I will summarize the key point of the article and evaluate some correlative information which can be applied to our company, then there will be a conclusion at the end of the report and two related references will also be given as well. Summary Reilly and Karounos (2009) exhibited Goleman’s research to identify the connection between emotional intelligence and leadership ability. Goleman (1998) claimed that the importance of emotional intelligence on the overall leaderships in organization is twice greater than the other two personal capabilities, technical skills and cognitive skill. The article showed the five components of emotional intelligence and their respective characteristics listed by Goleman (1998), which are exhibited on a...
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...HUMAN RESOURCE DEVELOPMENT RESEARCH CENTER AN EXAMINATION OF THE RELATIONSHIP BETWEEN EMOTIONAL INTELLIGENCE, LEADERSHIP STYLE AND PERCEIVED LEADERSHIP EFFECTIVENESS LISA A. WEINBERGER DECEMBER 2003 Swanson & Associates 168 E. SIXTH STREET, SUITE 4002 ST. PAUL, MN 55101 Lisa Ann Weinberger 2003 i TABLE OF CONTENTS Chapter 1........................................................................................................................... 1 INTRODUCTION ........................................................................................................ 1 Background and Purpose of the Study...................................................................... 3 Statement of the Problem .......................................................................................... 6 Significance of the Study ........................................................................................... 7 Limitations ................................................................................................................ 8 Background of the Field Setting ............................................................................. 10 Definition of Terms ................................................................................................. 12 Summary ................................................................................................................. 13 Chapter 2.......................................................................
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...is Transformational Leadership? Is there a relationship between transformational leadership and emotional intelligence? Introduction For more than three decades, the paradigm of transformational leadership has attracted a vast amount of academic interest. A large number of empirical studies lend credibility to this interest by linking aspects of transformational leadership to a range of positive organisational and individual outcomes (Bass, 1997; Bass & Avolio, 1994; Lowe, Kroeck & Sivasubramaniam, 1996). Due to these desirable effects, a significant amount of research has also been undertaken in trying to understand factors that predict or contribute to transformational leadership behaviours. For this reason, the relationship between emotional intelligence and transformational leadership is one that has attracted much attention. The following paper examines this proposition in more detail. In order to gain a more detailed understanding of transformational leadership and its relationship with emotional intelligence, the paper first examines the two subjects as standalone concepts. In determining if and how a relationship exists, the paper subsequently brings the two constructs together so that a critical examination and analysis of the research available can be undertaken. Lastly, after examining the case for and against a relationship, a conclusion is drawn from the analysis presented. Transformational Leadership The notion of transforming leadership was first introduced...
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...Discussion of “Thought Leadership” and “Emotional Intelligence” in the workplace. Abena Kaakyire University of Maryland University College 9041 January 22, 2013 Discussion of “Thought Leadership” and “Emotional Intelligence” in the workplace. Leaders without emotional intelligence are not able to perform effectively at their workplace. It is seen as a challenging capability among leaders in today’s business world. Managers who possess emotional intelligence have an outstanding performance in their companies. Technical skills and cognitive abilities are not the only capabilities needed to lead an organization. A renowned psychologist, Daniel Goleman found that all effective leaders have a high degree of emotional intelligence and the ones that have succeeded in the workplace have constantly exhibited the tenets of emotional intelligence such as self-awareness, self-regulation, motivation, empathy, and social skills. I would want to even go further to establish that in my own experiences of meeting with very high powered executives, some do not possess all these qualities that have been mentioned above but are still able to get results out of their employees for the good of the company. In addition to effective leaders having a high degree emotional intelligence to succeed in the workplace, there has been another article written by Mitch McCrimmon titled, “Thought Leadership: a radical departure...
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...Emotionel Intelligence and leadership Project Presented to Dr. Fadi Hachem Course Instructor American University of Science and Technology In Partial Fulfillment of the Requirements for the course MGT 535: “Organizational Behavior” Aya Hamade Table of contents Pages Overview 1 Literature review 1 Definition 2 Emotional Intelligence, IQ, and Personality Are Different 2 Emotionel Intelligence and Leadership 2 Developing leadership skills 3 Emotional intelligence and its impact on leadership skills 3 Creating emotionally intelligent teams 6 Emotional Intelligence Is Linked to Performance 6 References 8 Overview Emotional Intelligence Is the Other Kind of Smart. When emotional intelligence first appeared to the masses in 1995...
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...Leadership: Emotions vs Revolutions What makes a good leader? A question asked by many and answered by many more. What plays more of a role in highly effective leaders, emotions or intellect? Emotional intelligence has everything to do with personal interaction and awareness of self. It is how we influence, how we collaborate, and how we make others feel. When we think of intellect we think of the ability of one to reason and to produce new, unique, and original ideas. Both of these seem like important characteristics of a leader, but which creates a more solid foundation for the transition from a leader to a highly effective leader and thus organizational success? IQ is Nothing Without EQ Daniel Goleman’s article, “The Emotional Intelligence of Leaders” (1998), speaks to the insight that emotional intelligence is a more influencing factor, in comparison to rational intelligence, in, not only, personal leadership success, but also in overall organizational success and that it is an intelligence that can be learned, unlike its intrinsic brother. When looking at individuals in leadership roles, IQ levels are comparable, however, major differences are seen in the levels of emotional intelligence. Goleman cites Garrison Keillor as believing those leaders who possess a higher emotional intelligence level will reap larger rewards. The abilities that differentiate top performers fall within categories that relate to emotional intelligence, rather than field proficiency...
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...Research Methods Regarding Emotional Intelligence In Daniel Goleman's “The Emotional Intelligence of Leaders”, real life examples, scientific facts, and the overall impacts of emotional intelligence on leaders and organizations are highlighted. Overall, high emotional intelligence in leaders is more dependent on success within an organization as opposed to high rational intelligence. This basically means that a majority of successful individuals take into account the emotions of themselves and others, while personal knowledge has minimal bearing on the degrees of achievement. Goleman points out that there is minimal variation in the IQ's of organizational leaders, further supporting that emotional intelligence is a bigger determinant in measuring accomplishments on all organizational levels. From a scientific standpoint, emotions are controlled internally by the limbic system. Contained within this region of the brain is a structure called the amygdala, which stores a person's life-long memory. The amygdala is also responsible for controlling all of the different types of emotional reactions a person may experience. The author’s observations of the biological aspects of emotional intelligence, which includes the purpose of the limbic system and the function of the amygdala, are critical in understanding why emotions are a part of human life and important to organizational leaders. The article further examines the concept of emotional intelligence by highlighting its dimensions...
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...Emotionally Intelligent Leadership Surpasses Thought Leadership by Carol Kay Hammond Table of Contents Introduction 2 A Summary of David Goleman’s Article: “The Emotional Intelligence of Leaders” 3 A Summary of Mitch McCrimmon’s Article: Thought Leadership: A Radical Departure from Traditional, Positional Leadership 7 Emotionally Intelligent Leadership Should be at the Helm of All Organizations and Thought Leadership Should Play Second Fiddle 10 Conclusion 11 References 13 Introduction Great leadership is instrumental to the success of any organization. Authors David Goleman in his article “The Emotional Intelligence of Leaders” and Mitch McCrimmon in his article “Thought Leadership: A Radical Departure from Traditional, Positional Leadership” both write their opinions about what type of leadership is best. Goleman asserted in his article that emotional intelligence should be cultivated in all leaders because those who are emotionally intelligent make the best leaders. McCrimmon asserted in his article that thought leadership should be cultivated in all organizations because thought leadership is the best type of leadership. Both authors offer compelling arguments. However Goleman’s article, “The Emotional Intelligence of Leaders” makes the most compelling argument. The following sections explore the arguments of Goleman and McCrimmon and end with a discussion of why the cultivation of emotional intelligent leaders should take precedence...
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