...Role of Emotional Intelligence in Effective Leadership OB PROJECT TERM I By: Anumeha Gupta (h11067) OB-II PROJECT (TERM II) Dwaipayan Gupta (h11075) Shesadri Biswas (h11110) Sreekanth S V (h11113) Vikrant Chaplot(h11118) GROUP B7 1 ACKNOWLEDGEMENTS We would like to express our gratitude towards Prof. Manish Singhal for giving us the opportunity to pursue this project in the course “Organizational Behaviour - II”. We want to thank him for his creative and thoughtful ideas that made our project work highly interesting and interactive. We would like to thank Mr Gaurav Marathe for taking out the time to answer our numerous queries and for his useful suggestions that went a long way in helping us improve our project. We would also like to thank Ms Dulcie Margaret Young for providing the necessary administrative support. We would like to thank the committee heads and secretaries at XLRI for their valuable inputs. We also want to thank the committee members (both senior and junior batches) for taking out the time to answer our questions regarding their respective committee heads. We would always be grateful to the esteemed pedagogy of XLRI and hope to apply the learnings from this project for effective management in our respective fields. 2 TABLE OF CONTENTS Abstract ............................................................................................................... 4 Introduction ...............................................................
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...…….3 2.2 Emotional Intelligence…………………………………………………………………..3 2.3 Learning Style Profiler………………………………………………………….……….4 2.4 Development Actions…………………………………………………………….….…..5 2.5 Impact on Organizational Effectiveness………………………………………….……..6 3.0Interpersonal Effectiveness…………………………….…………………………….…..6 3.1 Theory……………………………………………………………………………….…..6 3.2 Spark and MEIS…………………………………………………………………………7 3.3 Belbin Team Roles ……………………………………………………………………..7 3.4 Development Actions……………………………………………………………………8 3.5 social and cultural diversity considerations……………………………………………..9 3.6 Impact on Organizational Effectiveness……………………………………………...…9 4.0 Conclusion………………………………………………………………………………10 Reference list………………………………………………………………………………..11 Appendix…………………………………………………………………………………..…13 Assignment#1 1.0 Introduction Working in business is a unit whose aim is to develop an understanding of the skills which can make efficient works in business environment. In this portfolio, I am going to discuss the theories what I have learned in class, including intrapersonal, interpersonal and organizational effectiveness. I will also discuss my own experience which link to the theories. I will choose to concentrate on my learning style based on the Jackson Learning Style Profiler for intrapersonal effectiveness. In the second part I will choose SPARK feedback and MEIS to explain interpersonal effectiveness. It is important to develop self-awareness and effectiveness in intrapersonal...
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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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...Empirical Research Thinking style preference, emotional intelligence and leadership effectiveness Tessie H HERBST Centre for Continuing Professional Development Tshwane University of Technology South Africa kobus G MAREE Faculty of Education University of Pretoria South Africa Correspondence to: Tessie H Herbst e-mail: herbstt@tut.ac.za ABSTRACT In this study, the researchers investigate the relationship between thinking style preference, emotional intelligence and leadership effectiveness in an institution of higher education. The measuring instruments used were the Neethling Brain Preference Profile (NBPP) and the Mayer, Salovey and Caruso Emotional Intelligence Test (MSCEIT), as well as the Kouzes and Posner Leadership Practices Inventory (LPI). The sample comprised 138 managers within a higher education institution. The researchers found some evidence to support the relationship between thinking style, emotional intelligence (EI) and leadership effectiveness. The researchers concluded that facets of brain dominance and emotional intelligence may be potentially useful predictors of transformational leadership behaviours. Keywords: thinking style, emotional intelligence, transformational leadership, brain dominance, brain hemisphericity SA Journal of Industrial Psychology Leadership is a complex and diverse field of study. The difference between leaders and non-leaders remains a source of disagreement and controversy in the leadership...
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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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...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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...training for their employees. Emotional Intelligence is one training area. Successful managers need high Emotional Quotient (EQ) or Emotional Intelligence (EI) to work effectively. It is the ability to see emotions in self and others, to talk about different emotional responses, and to use information to make intelligent decisions (Goleman, 2000). I read an article on EQ that said, “people good at managing relationships tend also to be self-aware, self-regulating, and empathetic” (Goleman, 2000, p. 33). This article also said “at the highest levels of the company, where differences in technical skills are of little importance. In other words, the higher the rank of the person, the more emotional intelligence capabilities are needed for decision making effectiveness” (Goleman, 1986, p. 94). For a manager emotional intelligence is needed to be successful and to work in a team (Goleman, 1986). The article stated that the core competencies required for emotional intelligence are “the perception of emotions in one’s self and others, the understanding of these emotions, and the management of emotions” (Feldman, 2001, p. 4). For me to be successful I need to be able to work in a team. Most companies rely on teams of employees working together. During my research I found an article that discussed university classes in emotional intelligence. One article stated: A current trend in education is to teach students about how their emotional intelligence can have a positive or negative...
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...The Importance of Emotional Intelligence Tifany Drapeau AIU Online Abstract Emotional intelligence is an important factor in the ability of people to relate to themselves and each other. It was once believed that those with high IQs would be successful, we know understand that might not be true. High emotional intelligence (EQ) scores are now believed to play a role the success of an individual. Emotional intelligence gives a person the ability to recognize what their emotions mean and apply them appropriately in each circumstance. High EQs are common in people with leadership skills, the ability they have to reason, and make on the spot decisions and analyze information. Understanding the significance of emotional intelligence will help anyone gain personal success. The Importance of Emotional Intelligence Taking an emotional intelligence test is a fun learning experience; my response to some of questions came easily while some required consideration. When I reached the portion of the test that required me to decide what emotions the people in the picture were experiencing I really had to take my time, I would look at the picture, look at the emotion choices then back at the picture before I could make my decision. Thru taking the emotional intelligence I was able to see my areas of strength, weakness and what to improve on. According to my test results my overall emotional intelligence is good; I have a long list of strengths...
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...History of Emotional Intelligence The earliest roots of emotional intelligence can be traced to Charles Darwin's work on the importance of emotional expression for survival and, second, adaptation.[2] In the 1900s, even though traditional definitions of intelligence emphasized cognitive aspects such as memory and problem-solving, several influential researchers in the intelligence field of study had begun to recognize the importance of the non-cognitive aspects. For instance, as early as 1920, E.L. Thorndike used the term social intelligence to describe the skill of understanding and managing other people.[3] Similarly, in 1940 David Wechsler described the influence of non-intellective factors on intelligent behavior, and further argued that our models of intelligence would not be complete until we could adequately describe these factors.[2] In 1983, Howard Gardner's Frames of Mind: The Theory of Multiple Intelligences[4] introduced the idea of multiple intelligences which included both interpersonal intelligence (the capacity to understand the intentions, motivations and desires of other people) and intrapersonal intelligence (the capacity to understand oneself, to appreciate one's feelings, fears and motivations). In Gardner's view, traditional types of intelligence, such as IQ, fail to fully explain cognitive ability.[5] Thus, even though the names given to the concept varied, there was a common belief that traditional definitions of intelligence were lacking in ability to...
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...In a personal setting, emotional intelligence is most relevant in relationship building, or interpersonal effectiveness. People who have high emotional intelligence tend to create win-win relationships in that they are beneficial to themselves and the counterpart. Others are attracted to high emotional intelligence, whereas people with low emotional intelligence are often avoided. This type of person tends to make counterproductive relationships where the relationship only benefits one side. In a business setting, emotional intelligence has become most relevant in management roles and improving overall corporate performance. Managers with a high level of emotional intelligence are able to control their anger, get upset less often, and have lower stress hormones. Colleagues and employees see them as having fewer behaviour problems and view the manager as influential. Lastly, managers who are emotionally intelligent have empathy and the skills to make others feel trusted. From the two articles I learned that emotional intelligence is a multimillion dollar training industry and learned to view EI as separate competencies rather than one aptitude. One new term to me was “primal leadership” which is defined as the emotional dimension of leadership. Informally, it is a leader who can articulate a message to followers so that it moves them in a positive direction. Primal leaders must confront the fears that others feel in order to keep emotions in control and ensure work gets done...
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...To change the way of health care system, a leader must have not only a high QI, but the emotional intelligence (EI) will serve the leader to stand when the storm will occur. To succeed and cement a career, the leader must be the ownership of the EI (Richard, 2007). The leaders who adopt the EI has the ability to control their moods, encourage others to remain focus. The emotional leaders have great heart to captivate the mind of others, the integrity to tell the truth, the work of a leader will give tools to take positive actions and achieve the right things. This paper will describe how the emotional intelligence level can either enhance or hinder effective leadership in the healthcare environment. A recent study prove that a leader who has a high degree of emotional intelligence is an indicator of tomorrow success than IQ (Dess, 2008). The survival of an organization depends on EI, and emotional intelligence facilitate the promotion of the employees. The emotional intelligence of workers are able to perform tasks under pressure and able to create value. You can have a mountain of ideas and excellent training but the EI will make you a great leader (Dess, 008). The leaders must have the ability to manage self and aware about how their moods, and how they affect other people. To lead others, it is essential to know how to manage yourself. The health leader must have the self-regulation, know your impulsions and able to control them. Having motivation and this...
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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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...Summary: The Emotional Intelligence of Leadership (Goleman 1998) The article makes reference to leadership as the ability to solve problems. It also states the emotional intelligence of leaders comprises of core competencies of human characteristics, and is evident in organizational leadership. In emotional intelligence leadership, there seem to be a direct correlation between a high IQ and a person’s leadership ability. The article makes reference to emotions as innate at conception and can’t be separate from thought. Greater effectiveness is achieved when our ‘two brains; emotional and thinking, work together”. This is said to be the bases of emotional intelligence. Five dimensions of emotional intelligence are also mentioned; self-awareness, managing emotions, motivating others, showing empathy and staying connected. These are said to be the foundation for leadership. All are used in conjunction with each other in order to be most effective. Being emotionally conscience of thoughts and feelings puts one in a better position to make good decisions. Self-awareness; the capacity to make decision based upon our needs, values and beliefs, is important. Knowing ones strength and weakness builds the confidence necessary to be effective. Understanding, managing ones emotions and controlling impulses is said to be an important life skill. It also creates an environment of integrity and trust-worthiness. Having self-control has many beneficial factors; stability...
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...Abstract Emotional Intelligence is a set of qualities and competencies that captures a broad collection of individual skills and dispositions, usually referred to as soft skills or inter and intra-personal skills, that are outside the traditional areas of specific knowledge, general intelligence, and technical or professional skills. Emotions are an intrinsic part of our biological makeup, and every morning they march into the office with us and influence our behaviour. Emotional intelligence consists of five factors: Knowing one's emotions, managing emotions, motivating one, recognizing emotions in others, and handling relationships Goleman (1995). Researchers today are interested in finding the effects of emotional intelligence on employees and thereby, organizations, and analyzing the various other facets of EQ. Emotional intelligence improves individual and organizational performance. It plays a significant role in the kind of work an employee produces, and the relationship he or she enjoys in the organization. Work – Life Balance is a challenging issue for IT leaders, managers and has also attracted the attention of researchers. Work/life balance, in its broadest sense, is defined as a satisfactory level of involvement or ‘fit’ between the multiple roles in a person’s life. In this climate managing the boundary between home and work is becoming more challenging. Organizations need to ensure they not just encourage but mandate a practical and workable work/life...
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...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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