...The assigned course reading for EDU 658 Instructional Leadership was very interesting. The case studies provided a lot of information. I especially enjoyed reading the case studies about leadership styles. I also enjoyed learning about resonant leadership. When reading chapter 1 in Cases in Leadership I had a chance to learn from someone else’s point of view whether leadership is a trait or a process. When reading Chapter 2 of Cases in Leadership I learned The Character of Leadership. In Primal Leadership: Learning to Lead with Emotional intelligence I learned that leaders have to care about the people they lead. They must also listen and ask questions to show that they care so that the employees are willing to work or deal with change without a lot of difficulty. After reading Chapter 5 in Cases in Leadership I learned about making difficult decisions in turbulent times just like the case study was titled. My personal perspective on instructional leadership has definitely increased after taking this course and learning about different leadership styles. I think that I have always known that there are different leadership styles but I didn’t know that there were names for each type. I believe that using assessment to drive instruction/training is a good idea. I think that the strengths of this course include having a teacher that is willing to address each student and not only point out mistakes but also encourage them by saying good job, great post, or even mention it to...
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...Emotional Intelligence Abstract Intelligence has been studied for a very long time and the more research is conducted newer concepts of intelligence continue to evolve and show that it is more than just being smart. Howard Gardner in 1983 came up with the concept of multiple intelligences and today personal career success requires not only academic intelligence but also a higher level of emotional intelligence. This paper compares both academic intelligence to emotional intelligence and further reviews literature on the importance of emotional intelligence and relates it to career success. The basic concepts behind academic intelligence, emotional intelligence, how its valuable and why it should be valuable to learn are discussed with the aid of three published articles that elaborate on its necessity for success. Keywords: Academic intelligence, emotional intelligence, career, success Emotional Intelligence: The New Measure of Success Each individual uses a unique set of cognitive skills when processing complex information. Intelligence is a very old concept and while intelligence has been the most consistent factor in determining career success, its definition now includes emotional intelligence. It was Howard Gardner, who came up with the concept of multiple intelligences that encompass several capabilities such as reasoning, planning, solving problems, comprehending, learning, etc (1983). Two of these many different intelligences...
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...Abstract Intelligence has been studied for a very long time and the more research is conducted newer concepts of intelligence continue to evolve and show that it is more than just being smart. Howard Gardner in 1983 came up with the concept of multiple intelligences and today personal career success requires not only academic intelligence but also a higher level of emotional intelligence. This paper compares both academic intelligence to emotional intelligence and further reviews literature on the importance of emotional intelligence and relates it to career success. The basic concepts behind academic intelligence, emotional intelligence, how its valuable and why it should be valuable to learn are discussed with the aid of three published articles that elaborate on its necessity for success. Keywords: Academic intelligence, emotional intelligence, career, success Emotional Intelligence: The New Measure of Success Each individual uses a unique set of cognitive skills when processing complex information. Intelligence is a very old concept and while intelligence has been the most consistent factor in determining career success, its definition now includes emotional intelligence. It was Howard Gardner, who came up with the concept of multiple intelligences that encompass several capabilities such as reasoning, planning, solving problems, comprehending, learning, etc (1983). Two of these many different intelligences are emotional which determines how an...
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...What is emotional intelligence? Emotions inform us about things that are important to us, like the people in our lives, values we hold, needs we may have, or the activities we enjoy. It leads to the motivation, drive, self-control, and passion in our lives – whether at work or at home (Segal, 1997). Emotional Intelligence is having emotional awareness; it refers to the ability to understand our own emotions as well as the emotions of those around us. It involves how we understand our own feelings, have empathy for others, and regulate our emotions to connect with people (DuBrin, 2010). Without it, it would be difficult to build lasting relationships, maintain our families, and succeed as managers. EQ vs IQ What is the difference between emotional intelligence (EQ) and intelligence quotient (IQ)? IQ is the measurement of a person’s ability to learn, understand, and apply information. An IQ can be determined by answering standardized questions and comparing the score to that of other people within the same age rage. This numerical value can help determine a person’s intellect and measure concepts like word comprehension, math skills, and logical reasoning (Ellis-Christensen, 2012). EQ on the other hand, is a measurement of how one recognizes and responds to emotions and how well they communicate with others. EQ can be more difficult to measure because test questions are usually subjective, unlike IQ testing which has more definitive answers for scoring. In general...
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...mood. Primal Leadership: The Hidden Driver of Great Performance by Daniel Goleman, Richard Boyatzis, and Annie McKee New sections to guide you through the article: • The Idea in Brief • The Idea at Work • Exploring Further. . . PRODUCT NUMBER 8296 T H E I D E A I N B R I E F Primal Leadership: The Hidden Driver of Great Performance hat most influences your company’s bottom-line performance? The answer will surprise you—and make perfect sense: It’s a leader’s own mood. Executives’ emotional intelligence—their selfawareness, empathy, rapport with others—has clear links to their own performance. But new research shows that a leader’s emotional style also drives everyone else’s moods and behaviors—through a neurological process called mood contagion. It’s akin to “Smile and the whole world smiles with you.” W Emotional intelligence travels through an organization like electricity over telephone wires. Depressed, ruthless bosses create toxic organizations filled with negative underachievers. But if you’re an upbeat, inspirational leader, you cultivate positive employees who embrace and surmount even the toughest challenges. Emotional leadership isn’t just putting on a game face every day. It means understanding your impact on others—then adjusting your style accordingly. A difficult process of self-discovery—but essential before you can tackle your leadership responsibilities. T H E I D E A AT W O R K STRENGTHENING YOUR EMOTIONAL LEADERSHIP...
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...Cultural Differences and Emotional Intelligence Group 4: Sheila Wade, Sara Shimkus, Jeff Robben, Gus Caruso, Leticia Santana, and Lori McKenzie Central Michigan University Abstract During an the assessment of several countries, values of open-mindedness, inclusion, respect and tolerance are more likely to be attained within a prospectus that encourages the increase of Emotional Intelligence (EI). In this research paper, the role of EI in determining leadership effectiveness was reviewed to explain emotional characteristics specific to five countries: Nigeria, Mexico, Russia, Argentina, and China. These countries were included in a study called Project Globe. GLOBE is the acronym for Global Leadership and Organizational Behavior Effectiveness. In this study, four cultural clusters were utilized, and the role of emotional intelligence was evaluated in determining leadership effectiveness. Emotional Intelligence was appraised more favorably than technical skills and cognitive skills, especially when referring to social skills, and transformational/charismatic leaderships were preferred across cultures. The intent of the collaborative effort of Team 4 was to explore the cultural values and practices in five different countries and to identify their impact on organizational practices and leadership attributes. One way to explore cultural similarities in the world is to study cultural clusters which are a group of countries that share many similarities. The countries in...
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...Emotional Intelligence Emotional intelligence is an important characteristic in becoming a good leader. “Emotional intelligence is the ability to manage oneself and one's relationships in mature and constructive ways” (Kinicki & Kreitner, 2009, p.137).Being a good leader entails more than just being smart; leaders need to be able to connect to their employees emotionally and empathetically. Organizations today not only look for leaders with the skills, but leaders that can emotionally connect to employees to obtain the organization’s goal. “Leaders have always played a primordial emotional role. No doubt humankind’s original leaders-whether tribal chieftains or shamanesses-earned their place in large part because their leadership was emotionally compelling” (Goleman, 2002, para.2). The lack of emotional intelligence can hinder working relationships in any organization. The results, accuracy, and benefits of my Emotional Intelligence Quiz will be discussed in this paper, in addition to whether I was surprised by the results. The Institute for Health and Human Potential emotional intelligence quiz states that my emotional intelligence is high. The results mention that my “level of EQ likely has been and will be a driver of your high performance for years to come” (IHHP, 2011, para.1). To me, this is a true statement. I have been in leadership roles before, and my ability to connect emotionally with my co-workers has made me an empathic and effective leader. Because...
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...www.hbr.org ARTICLE COLLECTION Your emotions are highly contagious. Which ones are you spreading through your firm? Best of HBR on Emotionally Intelligent Leadership, 2nd Edition Included with this collection: 2 What Makes a Leader? by Daniel Goleman 14 Leadership That Gets Results by Daniel Goleman 30 Primal Leadership: The Hidden Driver of Great Performance by Daniel Goleman, Richard Boyatzis, and Annie McKee 42 Social Intelligence and the Biology of Leadership by Daniel Goleman and Richard Boyatzis Product 12088 Best of HBR on Emotionally Intelligent Leadership, 2nd Edition Collection Overview What distinguishes great leaders from merely good ones? It’s not toughness, vision, or industry smarts. It’s their emotional intelligence—a potent combination of self-management and relationship skills. Studies strongly suggest that emotional intelligence plays a far greater role than IQ in determining leaders’ effectiveness, and thus their organizations’ success. To increase your emotional intelligence, start by understanding the skills that define it. Then learn how to flexibly interchange those skills to meet the needs of shifting circumstances. Finally, use mood contagion (a powerful neurological process) to create positive chemical connections between your and your followers’ brains. COPYRIGHT © 2008 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Featuring the work of Daniel Goleman, this HBR Article...
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...Emotional Intelligence Students Name University Affiliation Course Details Emotional Intelligence Emotional intelligence is the possession of an ability one has to monitor and properly manage their emotions in an intelligent way such that they cannot take over you or even affect the process of decision making. The issue can also be expanded to mean the ability to understand others emotions that aids in knowing reasons for their behavior and ensuring effective communication with them. Examples of the concept can understand your emotions so that you might be able to manage them and become fully emotionally intelligent. Another example can be the application of rational thinking about emotions before execution of any action. An emotional decision is always wrong because anger or other emotions might make you do something regrettable hence thinking might help stop the bad action. Once you are emotionally intelligent, it is easier to understand other and if not you will be depressed and feel bad all the time. Individuals who lack emotional intelligence have challenges both in the workplace and at home (Goleman, 2002). Emotional quotient is an employee’s ability and the understanding of his or her emotions and those of the colleagues at the workplace that helps create the better working environment. Intelligence quotient is the level of intelligence that an employee uses to interpret, understand or implement his or her knowledge in situations that contribute to the company’s growth...
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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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...concept of a leader as well as the term leadership, although a general consensus appears to suggest it involves a process of influencing and guiding relationships within an organisation . Guirdham (2002, p.15) emphasises the importance of leaders having good interpersonal and communication skills, which as Yukl suggest involves the ability to persuade others. Yukl (2013, p.18) further states there are additional factors that contribute to good leadership such as the situational context and the use of power. Another issue regarding the characteristics of leaders is that many theories and models have been based on Western perspectives (House and Aditya, 1997, p.409) and typically based on research with white males (Chartered Institute of Personnel and Development, CIPD, 2008, p.7). There is some cultural crossover in servant leadership, which according to Northouse (2013, p.219), was originally proposed by Greenleaf in the 1970s, and also has origins in ancient Eastern and Western philosophies; for example, it is deeply embedded in Arab-Islamic culture (Sarayrah, 2004, p.59). A further concern is raised by Mullins (2008, p.265) who states that determining who is a ‘good leader’ is a subjective judgement and cannot be based, for example, on financial performance alone. The aim of the following essay is to investigate whether certain characteristics are related to good leadership and which can be identified in theories and models of leadership such as trait theory, transformational...
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...Examining Emotions, Attitudes, and Job Satisfaction BUS 520 – Leadership and Organizatinal Behavior . Emotion, attitude and job satisfaction can influence decision-making. A poor decision-making is an effect of negative behavior or mood and can interfere with a person’s job or decision-making. Job satisfaction is another way whereby employees can be influence. Emotions determine job satisfaction (and vice-versa) and how employees attitude influence the performance of the organization. Having all these traits can be asset to all the managers and directors in a company whose job is to entail the planning and decision-making. Making sense on how people behave can depend on understanding their attitudes. Some people can have emotional attachments toward the company they work for (and some don’t). Managers can have some strong influence over the satisfaction of employees and how they are treated fairly. Managers have a collection of feelings and beliefs that can be strongly attached to job satisfaction. I have come to notice that ambition can negatively influence job satisfaction more so in making decisions in part of the roles that the employees play. Job satisfaction in other words, can be placed as a positive emotional state resulting from a great culture to another, providing better chances to employee’s participation in decision-making. Job satisfaction can be one-dimensional if it comprises evaluation in the interest of employee’s attitudes. Later...
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...Advanced Leadership Final Paper Repair Question 2 Mohamed Khatib 900812 1st of December 2013 Pages: 4 Words: 2000 Supervisors: Markus Plate, Ph.D. & Imran Nazir 2. Pick a theme from the course and connect this to practice by choosing one well-known business leader and apply the theme on the business leader you have chosen 2.1 Introduction In the year if 1915 D.W. Griffith directed the controversial yet influential motion picture ´The birth of a Nation´. The movie chronicles the events that occurred during the Civil war and was a commercial success however it was criticized for its racist topics (Richard Brody, 2013). Nevertheless it became one of the most influential movies ever made and it would go on to inspire the motion picture industry. Some men who noticed the potential in cinema were the Warner Brothers. Albert, Jack, Harry and Sam Wonskolaser were born in Poland to Jewish parents and immigrated to the United States in 1888 while changing their last name to Warner. The brothers were fascinated with the nickelodeon business and purchased the Cascade Theater in 1905 (Warner & Jennings 1965). The theater turned out to be a wise purchase as it became very successful in terms of profit and even helped them buy other theaters (Bob Thomas, 1990). The success did not last long as the Thomas Edison´s Motion Picture Patents Company charged high fees for the showing of films in theaters (Warner & Jennings 1965). The patent caused the Warner bros to sell their theaters...
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...Journal of Leadership Education Volume 11, Issue 1 – Winter 2012 Emotionally Intelligent Leadership: An Integrative, Process-Oriented Theory of Student Leadership Scott J. Allen, Ph.D. Assistant Professor of Management Department of Management, Marketing and Logistics John Carroll University University Heights, OH sallen@jcu.edu Marcy Levy Shankman, Ph.D. Principal MLS Consulting, LLC Shaker Heights, OH shankman@mlsconsulting.net Rosanna F. Miguel, Ph.D. Visiting Assistant Professor of Management Department of Management, Marketing and Logistics John Carroll University University Heights, OH rmiguel@jcu.edu Abstract Emotionally intelligent leadership (EIL) theory combines relevant models, theories, and research in the areas of emotional intelligence (EI) and leadership. With an intentional focus on context, self and others, emotionally intelligent leaders facilitate the attainment of desired outcomes. The 21 capacities described by the theory equip individuals with the knowledge, skills, abilities, and other characteristics to achieve desired results. The purpose of this article is to propose an integrative, process-oriented EIL theory to provide a framework for conceptualizing and integrating future research and practice. The authors review and organize research and theory in emotional intelligence and leadership within the context of higher education, introduce the EIL model, and provide suggestions for future research. The article concludes with practical implications...
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...|Admin 515 | |Final Leadership Platform | | | | | |By Topper Johnson | |8/5/2008 | Topper Johnson Admin 515 8/5/2008 Assign# 8 Final Leadership Platform Introduction Success as a leader arises from who we really are... our own reality is difficult to disguise over the short term, and impossible to fake over the long term. (Michaelson xi) This is a statement that all leaders should take a minute to ponder because it transcends the most significant personal characteristics that we all value in a leader. I believe that our leaders have to be genuine and know who they really are as a leader. A leader has to be able to bridge the gap between their ideal self and their real self because their strengths as a leader lie at the intersection...
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