...can be learnt so it’s never too late to gain these skills to be a success. Goleman states there are five characteristics of emotional intelligence: self-awareness, managing emotions, motivating others, showing empathy and staying connected. Goleman discusses each component of emotional intelligence and explains how to spot them in leaders and how they help in being emotionally stable. Goleman equates emotional intelligence with business success. Every leader possesses some of these characteristics on various levels; however, individuals will need a high level of emotional intelligence to excel as leaders in the workplace. Self Awareness According to Goleman leaders with emotional intelligence are self-aware and have the ability to do self assessments and make decisions based on these assessments which ultimately will take in consideration your emotions. Self awareness and self assessments are important skills which will allow leaders to assess their strengths and weaknesses. Additionally according to Goleman, with self awareness comes self confidence. If you are sure you are doing the right thing then you will become self confident this will give you courage and be able to lead your organization and make decisive decisions. This characteristic allows leaders to be aware of their feelings. Managing Emotions Managing emotions is about learning how to handle your emotions while the previous characteristic dealt with being aware of your feelings....
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...McCrimmon’s “Thought Leadership: A Radical Departure from Traditional, Positional Leadership” is an informed viewpoint article. McCrimmon discusses what thought leadership is, and compares it to shared leadership and leaderful organizations. Thought leadership is essentially what it sounds like—leadership that emerges from someone’s thoughts and ideas. Its basis can be described as thoughts and ideas that help to change and improve the way we currently think or operate (1065). Thought leadership is not to be mistaken with shared leadership or leaderful organizations. In shared leadership, all team members are engaged in the teams’ leadership (1065). In leaderful organizations, team members don’t require a leader because they learned to conduct their own affairs. In leaderful organizations, each team member experiences and provides leadership. McCrimmon argues that in shared leadership and leaderful organizations, management is never really differentiated from leadership. Both represent their team members as holding some responsibilities that are typically held by a more formal leader (1065). Unlike shared leadership and leaderful organizations, thought leadership does not hold managerial or empowered authority to make decisions. Thought leaders “challenge the status quo” for the purpose of change (1065). Thought leaders are not necessarily staff in managerial positions. They do not require a specific personality type and do not require teamwork. The article describes how...
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...Leaders” discusses a leader’s emotional intelligence and its effects on an organization. He began by explaining the qualities an effective leader should possess and the significant role that one’s emotions play. The way in which one expresses and deal with their emotions are crucial in a leadership role. Our emotion influence what we do, how we do it and shapes that in which we are. The feelings we feel, whether happiness, sadness, or anger is are all wired in our brain and all emotional memories are stored. He explains that having great credentials alone is not enough when it comes to leading an organization. A true Leader as explained by Goleman, is someone with a high level of emotional intelligence. He stated that the five competencies needed to achieve this level of ‘’emotional intelligence’’ are self-awareness, managing emotions, motivation others, showing empathy and staying connected. Being self aware as a leader is very important as it allows you to know your strengths so you can continue to build on it and also aware of your weakness to know where development is needed. Self-awareness also builds confidence, which is essential in every leader. The second competency is managing emotions. As an effective leader, it is imperative to master the art of controlling one’s impulses and is able to comb through feelings rationally without acting on pure emotions. Next is the ability to motivate others by being optimistic. As a leader you are bound to face setbacks and how...
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...emotions mean, and how these emotions can affect other team members in the organization. The higher up the leaders are in the organization, the more people they impact and their emotional intelligence becomes more important. The leaders at the top set the environment that pervades the whole organization. On the other hand, leaders with low emotional intelligence have a negative impact on employee morale which directly impacts team members. We know that the biggest reason that people give for leaving an organization is the relationship with the leaders above them (Goleman 1998). Emotional and rational intelligence are both important to our leader’s success. Despite both being important qualities to our leaders, those leaders who emerge at the top are known to possess more emotional intelligence than intellectual knowledge, this was portrayed in the study done on senior executives of 52 global organizations. According to Goleman(1998) Emotions originate from limbic system which is located in the brain. Self-awareness, managing emotions, motivating others, showing empathy and staying connected are key characteristics of emotional leaders. When it comes to self-awareness, these leaders know their strength and weaknesses. This enables them to lead with confidence which comes from the inner self. Managing emotions enables them to handle and deal with stressful situation and also have self-control. Managing this emotions...
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...principles that are embedded within the organisation values. The Trust has developed a number of other policies in support of a culture free from unfair bias, discrimination and harassment. 1.2 Describe the levels of authority and responsibility of a leader in the organisation First-line managers operate their departments. They assign tasks, manage work flow, monitor the quality of work, deal with employee problems, and keep the middle managers and executive managers informed of problems and successes at ground level in the organisation. While executive managers are planning corporate strategy and middle managers are establishing budgets and planning how to carry out corporate strategy, the first-line manager is managing the people who perform...
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...LEADERSHIP TASK 3 Leaders act as visionaries who help individuals to plan, lead, control and organise activities (Jooste, 2004, website). Mullins (2010) stated that leadership is a concept of teamwork, getting along with other people, inspiration and creating a vision. There are a lot of new challenges in the healthcare setting. Health professionals can’t deny the fact that we are working in an ever changing environment. New approaches, new technologies, new techniques are evolving to improve the quality, safety, efficiency of the healthcare and at the same time to be cost effective. The NHS plan (DH, 2000) argued that leadership and development of leaders on the healthcare setting should be paid more attention to. With this was the establishment of NHS Institute for Innovation and Improvement, which focuses on leadership development, as well as improvement and innovation. The workplace environment is a complex and a diverse area, strong, good and effective leadership is needed to implement change from policy makers and the government. Leaders should be confident, initiative, encourage high morale, a spirit of involvement, cooperation, fosters teamwork and should have the knowledge of what is happening in the department, latest development and kept abreast politically. On this assignment, I will be creating a personal development plan for a Band 7 post in the operating theatres in the next five years. I will be using the Leadership Framework set by The National Leadership...
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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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...example given, in order to encourage them to think about particular kinds of projects. For instance, the example provided here was used in a Leadership Communication course. I’ve used the same format, but a different research project example, for a course on Organisational Communication Technology. Feel free to adapt it to your purposes. Research Proposal (Example) (Note: This is single spaced to save paper; yours should be double-spaced) To: Ted Zorn From: Chris Student Date: 1 April 2003 Subject: Research proposal Proposed Research Topic: A situational analysis of shared leadership in a self-managing team [provide a brief description or a descriptive title or a research question] Purposes: Alvesson (1996) claims that a situational approach enables leadership to be viewed and studied as “a practical accomplishment” (p. 476) rather than starting with a conceptualisation of leadership as whatever the appointed leader does. This approach seems particularly well suited to self-managing teams (SMTs), in which leadership is presumably shared. In this project, I will explore how members of a self-managing team enact leadership in their regular team meetings. In particular, I will focus on how SMT members influence the direction of the team as well as the relationships and identities of individual members and the identity of the team as a unit, and how their interaction is enabled...
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...example given, in order to encourage them to think about particular kinds of projects. For instance, the example provided here was used in a Leadership Communication course. I’ve used the same format, but a different research project example, for a course on Organisational Communication Technology. Feel free to adapt it to your purposes. Research Proposal (Example) (Note: This is single spaced to save paper; yours should be double-spaced) To: Ted Zorn From: Chris Student Date: 1 April 2003 Subject: Research proposal Proposed Research Topic: A situational analysis of shared leadership in a self-managing team [provide a brief description or a descriptive title or a research question] Purposes: Alvesson (1996) claims that a situational approach enables leadership to be viewed and studied as “a practical accomplishment” (p. 476) rather than starting with a conceptualisation of leadership as whatever the appointed leader does. This approach seems particularly well suited to self-managing teams (SMTs), in which leadership is presumably shared. In this project, I will explore how members of a self-managing team enact leadership in their regular team meetings. In particular, I will focus on how SMT members influence the direction of the team as well as the relationships and identities of individual members and the identity of the team as a unit, and how their interaction is enabled...
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...Week 3 LEADERSHIP This third lecture focuses on the discussion if leadership is one of the most important factors for high performing organisations. The different (hierarchical) levels of leadership, different styles of leadership, and the effectiveness of these styles will be addressed. Furthermore, the professional background of leadership will be discussed. Burke This article focuses on the relationship between specific leader behaviours and team performance outcomes. Team leadership Functional approach: leaders main job is to do whatever is not being adequately handled for group needs. Within this approach the leader is effective to the degree that he/she ensures that all functions critical to task and team maintenance are completed. Team leadership = dynamic process of social problem solving through generic responses, categorized as (Fleischman): 1. Information search and structuring (to inform leader, used to decide upon course of action during 2.) 2. Information use in problem solving 3. Managing personnel resources 4. Managing material resources Hackman: not on leadership functions, but on identifying condition that leaders can create to facilitate team effectiveness. * teams must be real (team task, boundaries, specified authority) * have compelling direction (challenging, clear and consequential) gained from first two leadership functions above * an enabling structure (core conditions) Leaders manage personnel resources...
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...giving way to servant leadership. Servant leadership is coaching and helping employees to find the good in them. This type of leadership can help their employees to develop themselves and help the company to reach its goals. Gordon, R. D. (2002). Conceptualizing leadership with respect to its historical-contextual antecedents to power. Leadership Quarterly, 13(2), 151. Gordon discusses how dispersed leadership can be an effective way of managing people. However, the author mentions that some researchers misinterpret this concept. He gives examples from several different resources to maintain his objectivity on the topic. Handy, C. (1993). Balancing corporate power: A new federalist paper. McKinsey Quarterly, (3), 159-182. In this article, Handy states that companies are rethinking federalism. Separating employees into smaller groups can help companies balance the power in organizations. This way of thinking can give employees the opportunity to grow and be more effective. Pearce, C., & Manz, C. (2011). Leadership centrality and corporate social ir-responsibility (CSIR): The potential ameliorating effects of self and shared leadership on CSIR. Journal of Business Ethics, 102(4), 563-579. doi:10.1007/s10551-011-0828-7 This article discusses scandals connected to executive leaders in the corporate world. It offers suggestions about how shared and self-leadership can help to balance the power. Shared leadership helps to check and balance the overall leadership system. Vinod, S....
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...Team Strategy Plan Micah Flores MGT/311 March 20, 2014 John Humphries Team Strategy Plan Both in the past and contemporary organizations have used teams in business to change or enhance their operations or production. Although times have changed the beliefs and opinions of the use of teams within the organizational structure of given companies, the debate continues over which situations are best suited for teams to benefit the organization, and the type of team to create for a given company. Strategies for the creation of teams in business vary, and each has its own strengths and weaknesses. The key for any organization in the implementation of teams is to evaluate which type of team will successfully enhance the organization in accordance with the type of work and employees to perform that work. As a superintendent for Riordan Manufacturing, Inc., I will work to determine the most beneficial type of team to maximize production of the newly designed custom heart valves at the Pontiac, MI location. There are various strategies in the formation of teams for business purposes. One such strategy is known as the problem-solving team. Teams constructed and labeled as problem-solving are usually informal in nature and do not accomplish much in the grand scheme of things organizationally. They are usually comprised of no more than 12 employees, most likely at the same pay level and from the same department within the company. The meetings between members of problem-solving...
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...campaigns, market growth and staffing expansion, ABC has come under attack by various ethnic groups and the business community for a lack of sensitivity in some broadcast and print advertising. The leadership team is concerned about the consequences of this backlash to our clients’ satisfaction and retention and to our revenue stream. It was evident to the leaders attending last month’s leadership meeting that the source of this problem ran deeply through the organization. The leadership team is highly diverse in ethic and national origins, language skills, background and experience. The employees reflect a similar high level of diversity. What currents are directing our projects into insensitive waters? The leadership team appointed three of its members, Robert, Pat and Paul to investigate the source of the troubled waters; to bring some clarity to the analysis, “why are we not fully leveraging the diversity of our workforce?” The investigative team is to report its findings in one month, at the following leadership team meeting. The investigative team interviewed employees and administered surveys to assess possible causes of the problem. They met to analyze and interpret the data and to prepare a presentation to the leadership team. Findings The investigative team discovered that two advertisements produced the most complaints. The Chihuahua dog in the Taco Bell commercial upset members of the Hispanic community. The African-American community was dismayed...
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...Question 1 According to the Ohio State leadership studies, a leader high in __________ is sensitive to people’s feelings and tries to make things pleasant for the followers. • Question 2 __________ make(s) a leader’s influence either unnecessary or redundant in that they replace a leader’s influence. • Question 3 According to the path-goal leadership theory, a manager is showing a participative leadership style when he/she __________. • Question 4 According to __________ approaches, individual behavior is constructed in context, as people act and interact in situations. • Question 5 Meindl referred to the phenomenon whereby people attribute almost magical qualities to leadership as _____________. • Question 6 The __________ that are driving organizations of all types and sizes can be found in organization-environment relationships, the organizational life cycle, and the political nature of organizations. • Question 7 The decision to construct a new overseas plant can be considered to be a(n) __________. • Question 8 Which of the following, refers to altruistic love? • Question 9 __________ is intentional and occurs as a result of specific efforts by a change agent. • Question 10 Another name for incremental change is __________. • Question 11 To begin understanding an organization’s culture, it is often easiest to start with __________. • Question 12 To many researchers and managers, shared common values lie at the heart of organizational...
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...related to high-performing teams and work groups. It will discuss how these two kinds of workplace people sets and how they differ in their pursuit of organizational strategy and compare these differences to virtual teams. It will identify the characteristics of successful leaders of high-performing teams and finally discuss why high-performing teams are important to organizations. High-Performing Teams and Work Groups Before we can define high-performing teams or work groups, we will need to define the term team first. A team can be defined as a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable. "That definition lays down the discipline that teams must share to be effective (Katzenbach, 2005). Organizations utilize teams to perform operational and project based tasks. People working in teams have the capacity to solve complex problems that cannot be solved by individuals working alone. People working in teams bring more resources to a task, including a variety of perspectives, knowledge, skills, and experience (Capella University, 2008). This diversity of perspectives, knowledge, skills, and experience allows a team to outperform the sum of its parts and is a critical component of a team being labeled as a high-performing team. Teams come in many forms, they can be permanent or temporary, they can be leader-led or self-managed, and they can be...
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