...of staff, feelings is taken into account as a significant side in providing services to customers and influences structure out comes. Therefore service organization, supported the results of the current study, would be able to establish and manage feeling and emotions of their staff in providing top quality and superior services to focus on customers and additionally to market the spirit of service providing and effectiveness of staff, produce some competitive blessings for themselves. Within the current banking setting service quality is one among the most “weapons” that modify banks to differentiate though a really standardized and heavily regulated product from the competition. Following a technique supported service quality is extremely typically a “must” within the current marketplace. These changes compact on each the structure of the trade and also the nature of competition between banks. That’s been same; service quality has become associate more and more vital issue for living and success within the banking sector. This text assesses the effectiveness of the SERVQUAL’s 5 dimensions to the Islamic Bank and measures service quality judged by the customer’s perceptions. that the results from analysis of them supported co relational analysis, simple regression toward the SPSS version twenty for knowledge analysis, total sample two hundred, show that 'emotional intelligence has no impact on the service quality provided to customers'. The expectations of customers were manner...
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...What 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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...Behavior J. Organiz. Behav. 26, 867–871 (2005) Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/job.334 The Incubator Transformational leadership and emotional intelligence: a potential pathway for an increased understanding of interpersonal influence F. WILLIAM BROWN* AND DAN MOSHAVI College of Business, Montana State University, Bozeman, Montana, U.S.A. Summary Non-cognitive emotional intelligence could potentially contribute to a more holistic understanding of interpersonal influence and leadership; however, significant issues of definition, psychometric independence, and measurement must be conclusively resolved. Possible relationships between emotional intelligence, transformational leadership, and individual/organizational outcomes are described and further investigation is encouraged. Copyright # 2005 John Wiley & Sons, Ltd. Introduction Of all the issues integral to organizational behavior, few, if any, concepts have been the object of as much conjecture, study, and consideration as have leadership and social influence. An understanding of the capacity to influence others has captured the attention of practitioners, academics, and social commentators throughout history. During the 20th century, progress toward a more complete understanding of influence and leadership was characterized by alternating cycles of excitement and despair. As the mid-20th century approached, the notion that innate qualities shaped personality and behavior...
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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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...relevancy of ‘Emotional Intelligence’ in which of how it is connected in organizational behavior. ‘Emotional Intelligence’ (EQ) was first introduced to the public in 1995 by a physiologist named Dr. Daniel Goleman, even other sources were aware that it may have discussed earlier to date as of 1985. According to Goleman, ‘Emotional Intelligence’ is a type of social intelligence that involves the ability to monitor one’s own and other’s feeling and emotions, to discriminate among them and to use this information to guide one’s thinking and actions. In the context of organizational behavior, the ‘Emotional Intelligence’ principles provide a new way to understand and assess people's behaviors, management...
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...Emotional intelligence is ability to understand our own emotions and those of others and to apply this information to our daily lives (Lilienfeld, Lynn, Namy, Woolf, 2009). It’s the ability to perceive, understand, manage and use emotions to guide thoughts and actions (Goldman, 1996). Besides that, according to three studies about emotional intelligence and its influences on academic performance, people can also know that emotional intelligence is also a predictor of academic performance and studying success. All three articles did describe three different study methods and different goals; however, they all practiced on college student. The first study, “The role of trait emotional intelligence in academic performance and deviant behavior at school”, is about trait relationship between emotional intelligence and cognitive ability and academic performance. For examples, student with high emotional intelligence are likely to absence and excluded from school and most emotional intelligence effects continue to exits even when that person has controlling their personality variance (Petrides, Frederickson & Furnham, 2002). The second article, “Trait emotional intelligence and preference for intuition and deliberation: Respective influence on academic performance”, considers about the role of trait emotional intelligence and preference for intuition and deliberation in short-term academic performance. Its results are relationships between trait emotional intelligence, preference for...
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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 at workplaces...
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...OF EMOTIONAL INTELLIGENCE AND FAMILY ENVIRONMENT AS DETERMINANTS OF ACADEMIC ACHIEVEMENT OF TEACHER – TRAINEE A STUDY OF EMOTIONAL INTELLIGENCE AND FAMILY ENVIRONMENT AS DETERMINANTS OF ACADEMIC ACHIEVEMENT OF TEACHER – TRAINEE Dr. Khushvinder Kumar, Principal, B.C.M. College of Education, Ludhiana, Punjab, India E-mail address: drkhush01@gmail.com Ramanjeet Kaur, D.A.V. Public School, Ludhiana, Punjab, India e-mail address: specialeducation09@yahoo.in ABSTRACT: The present study analyses if there is any significant difference in the Academic Achievement, Emotional Intelligence and Family Environment of male and female teacher-trainees. It also studies if there is any significant relationship between Academic Achievement and Emotional Intelligence; Academic Achievement and Family Environment; Emotional Intelligence and Family Environment of teacher-trainees. Sample consisted of 145 B.Ed. students (61 males and 84 females) selected randomly from four education colleges of Ludhiana district. Descriptive survey method of investigation was used in the present study. t-test and Karl Pearson’s correlation was used to find out the differences of male and female teacher-trainees on the three variables and relationship of Academic Achievement with Family Environment and Emotional Intelligence and further the relationship between Family Environment and Emotional Intelligence . Findings of the study reveal that Emotional Intelligence is...
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...Emotional Intelligence in Leadership John Doe Name your university Abstract Emotional intelligence is defined as a person’s self-awareness, self-confidence, self-control, commitment and integrity, and a person’s ability to communicate, influence, initiate change and accept change (Goleman, 1998). Studies have shown that emotional intelligence impacts a leader’s ability to be effective (Goleman, 1998). Three of the most important aspects of emotional intelligence for a leader’s ability to make effective decisions are self-awareness, communication and influence, and commitment and integrity. Managers who do not develop their emotional intelligence have difficulty in building good relationships with peers, subordinates, superiors and clients (Goleman, 1998). Thus, this paper is an examination of how emotional intelligence affects a leader’s ability to make effective decisions. (Google-YouTube) Emotional Intelligence in Leadership Emotional Intelligence has become a vital part of how today's leaders meet the significant challenges they face. Emotional Intelligence can help leaders in a challenging leadership role, one that fewer and fewer people seem to have difficulty fulfilling. As the jobs market become significantly scarce, the individuals who continue to complete applications with employers and that are told they are “over qualified” especially at the mid-high entry level organizations, emotional intelligence can give developing leaders a competitive...
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...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. Often those that are refused leadership position promotions are cited for lacking key emotional intelligence skills and, according to Goleman, to be highly...
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...The influence of cultural difference on managing emotions in project management teams. Abstract Managing emotions is a part of emotional intelligence that is, according to previous researches, counted as a significant aspect for successful management of project teams. With globalisation companies hire employees with different cultural backgrounds which is in its turn may lead the possibility of misunderstandings between team members. The purpose of current study is to examine the relationship between the outcomes of managing emotions test and different cultural background of individuals. In this study 30 participants of 6 different nationalities took part whose professional field is project management. Data collection process was conducted through self-report scaled questionnaire based on Mayer–Salovey–Caruso Emotional Intelligence Test (MSCEIT) but only four factors of MSCEIT that relate to emotional management branch was used for assessment. However, the findings of the survey indicated that ability to manage emotions does not relate to nationality. Also, the limitations and obstacles of this study are presented. 1 Introduction 1.1 Background The first definition of emotional intelligence that was given by Professors P. Salovey and J. Mayer states that emotions can influence the logical thinking and goal focused actions. Moreover, it can improve rationality. There were many debates around emotional intelligence mostly because it combines fundamentally...
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...College AMBA 600 9045 10/28/14 Susan Malone Abstract The following paper examines two different leadership styles. Daniel Goleman introduces emotional intelligence and he explains the fundamental elements that define emotional intelligence and make a good leader. Mitch McCrimmon examines thought leadership in the workplace and compares it to shared or positional leadership. Both styles of leadership are similar and yet much different. In order for an organization to be effective, it must utilize both styles of leadership. Today’s economic climate calls for companies to constantly think outside the box and be innovative and in order to do this, organizations need good leadership. What defines good leadership? Both Goleman and McCrimmon give examples of what comprises a true leader and what qualities should a good leader should posses. Leading from the Mind What is leadership? Leadership is defined as the ability to guide or direct a group of individuals. In order to guide or direct a group, one must be able to take charge and influence in an effective way. According to Daniel Goleman, leadership comes from a learned emotional intelligence. Goleman claims that in order to be a good leader, one must possess the quality of empathy. One must be able to emotionally understand others and use this understanding to exert influence. (Goleman, 1998) According to Mitch McCrimmon, anyone can be a leader. McCrimmon claims that leadership comes from ones ability to be innovative and...
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...Emotional intelligence (EI) can simply be defined as the ability to make reasoning about emotions and the ability to use emotions and emotional knowledge to enhance thought (Mayer et al., 2008). According to John D. Mayer and Peter Salovey (1997), in order to be able to understand the concept of emotional intelligence one should be aware of its components; intelligence and emotion. Intelligence is used to characterize how well the cognitive sphere, which operates memory, reasoning, judgment and abstract thought, functions by many psychologists. On the other hand, emotions belong to the affective sphere, which consists of emotions itself, moods and other feeling states. Therefore, the brief explanation of emotional intelligence can be “the ability...
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...are an important part of daily live and work live, and can influence our job performance and job satisfaction. The affective events theory demonstrates how employees react emotionally to things that happen to them at work, and that their reactions can influence their attitudes and behaviors at work. The theory, which was introduced by psychologists Howard M. Weiss and Russell Cropanzano, states that negative emotional episodes in a work environment can produce shocks that then produce lasting affective reactions. Emotions and moods are an important part of daily live and work live, and can influence our job performance and job satisfaction. The affective events theory demonstrates how employees react emotionally to things that happen to them at work, and that their reactions can influence their attitudes and behaviors at work. The theory, which was introduced by psychologists Howard M. Weiss and Russell Cropanzano, states that negative emotional episodes in a work environment can produce shocks that then produce lasting affective reactions. Work events can include, but not limited to hassles, tasks, autonomy, job demands, emotional labor and uplifting actions. Emotional labor occurs when an employee displays the company’s desired emotions during interpersonal transactions at work. These work events affect employees positively or negatively. Employee mood directly affects the intensity of their reaction. This emotional response intensity therefore affects job performance and...
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...Do managers need emotional intelligence to manage successfully in the workplace? Why or why not? According to Mayer and Salovey (1997), the concept ‘emotional intelligence’ can be defined as ‘the ability to 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’ (cited in George 2000, p1033). Since the 1990s, the relationship between emotional intelligence and managerial skills has been discussed intensely. The purpose for this essay is to argue that managers do need emotional intelligence to manage successfully for following reasons. First, at the individual stage, emotional intelligence is needed for providing managers with sufficient abilities to regulate their emotions, set appropriate goals and objectives and make accurate decisions. Secondly, at the intermediate stage, emotional intelligence is necessary to managers during the process of communication and positive relationship construction with employees. Last, at the collective stage, emotional intelligence is constructive with management that it helps leaders to be sensitive with the organizational climate to form better teamwork. First, managers need emotional intelligence to manage successfully at the individual stage that emotional intelligence provides them with sufficient abilities to regulate their emotions, set appropriate goals and objectives and make...
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