...intelligence and work attitudes, behavior and outcomes An examination among senior managers Abraham Carmeli Graduate School of Business Administration, Department of Political Science, Bar-Ilan University, Ramat-Gan, Israel Keywords Job commitment, Job satisfaction, Altruism, Family friendly organizations Abstract The literature suggests that managerial skills in general, and emotional intelligence in particular, play a significant role in the success of senior managers in the workplace. This argument, despite its popularity, remains elusive. This can be attributed to the fact that although a few studies have provided evidence to support this argument, it has not received an appropriate empirical investigation. This study attempts to narrow this gap by empirically examining the extent to which senior managers with a high emotional intelligence employed in public sector organizations develop positive work attitudes, behavior and outcomes. The results indicate that emotional intelligence augments positive work attitudes, altruistic behavior and work outcomes, and moderates the effect of work-family conflict on career commitment but not the effect on job satisfaction. Introduction What makes a senior manager successful has been a central research question of organizational scientists for decades. Underlying this interest is the assumption or observation regarding the impact of upper-echelon managers on important issues of strategic vision, strategic positioning, strategic and tactical...
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...Running head: GOLEMAN’S SOCIAL INTELLIGENCE BOOK REVIEW Dan Goleman’s Social Intelligence Book Review Summary of Key Points Unveiling a New Science Goleman contends that the most fundamental revelation of this new discipline is that people are wired to connect. Neuroscience has discovered that our brain’s very design makes it sociable, unavoidably drawn into a neurological connection whenever we interact with another person. This two-way connection allows us to affect everyone we interact with both physically and mentally. The new science of social intelligence should be thought of in terms of being intelligent not just about our personal and professional relationships, but also in them. Goleman explains that this involves expanding our focus in a way that looks beyond the individual to understand what really occurs when people interact, and to look beyond narrow self-interest to the best interests of others as well. Emotional Economy The realization that one person can trigger an emotion in another person or vice versa represents the powerful mechanism by which feelings are disseminated to others. Goleman classifies this as emotional contagion which is the emphasis of emotional economy. Emotional contagion comes in two forms; low road and high road. The low road is mental circuitry that operates in our subconscious at a very fast rate and tends to involve impulsive decision-making. The high road consists of mental circuitry that operates at the conscious...
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...FROM THE HARVARD BUSINESS REVIEW OnPoint A R T I C L E HBR What matters most to your company’s bottom line? Just possibly, your 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...
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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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...how smart you are, you are not going to get very far.” –Daniel Goleman Commonly referred to as EQ, Emotional Intelligence is the ability to observe, influence, and assess the emotions of others by being aware and in control of your personal emotions (Cherry, n.d.). The search to understand people’s ability to get along with other people using emotional intelligence began in the 1930s and was popularized by Daniel Goleman in the 1990s after the EQ theory was developed by Peter Salovey and John Mayer (Unknown, 2009). EQ was originally thought to be an inborn trait—one that could not be developed, but Daniel Goleman and other psychologists work to enhance individuals’ ability to become emotionally intelligent through education and awareness. What are the characteristics of an emotionally intelligent person? Since Emotional Intelligence has to do with one’s ability to get along with and influence others, there are a few tell-tell signs that can help a person identify whether he/she has an aptitude for EQ or if he/she is...
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...EMOTIONAL QUOTIENT “A TOOL FOR INDIVIDUAL AND ORGANISATIONAL EFFECTIVENESS ” M.Badmapriya , School Of Management Hindustan University, Chennai, Tamil Nadu, India ABSTRACT Emotional Quotient is a concept, which comprises Emotional Competency, Emotional Maturity, and Emotional Sensitivity. Emotional Competency constitutes the capacity to responding tactfully for various situations, Emotional Maturity constitutes evaluating emotions of oneself and others, and Emotional Sensitivity constitutes managing immediate environments, Maintaining rapport, harmony, and comfort with others. Emotional Quotient is considered as the subset of social Intelligence that involves the ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions. This research work makes an attempt to establish the magnitude of emotional quotient among the management executives of the Manufacturing Industry. The research is restricted to management executives who will be key decision makers in terms of both long and short-term goals. INTRODUCTION Happiness, fear, anger, affection, shame, disgust, surprise, lust, sadness are emotions, which directly affect our day-to-day life. For long, it has been believed that success at the workplace depends on our level of Intelligence quotient (IQ) as reflected in our academic achievements, exams passed, marks obtained, etc. All these are instances of intelligence...
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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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...sciencedirect.com International Journal of Project Management 27 (2009) 182–193 www.elsevier.com/locate/ijproman Rethinking IT project management: Evidence of a new mindset and its implications Chris Sauer a,*, Blaize Horner Reich b b a Fellow in Information Management, Saıd Business School, University of Oxford, Egrove Park, Oxford OX1 5NY, UK ¨ Professor, Segal Graduate School of Business, Simon Fraser University, 500 Granville Street, Vancouver, BC, Canada V6C 1W6 Received 12 August 2008; accepted 19 August 2008 Abstract This paper contributes to the rethinking project management agenda in relation to the information technology (IT) sector. Our analysis of the evolution of thinking and practice among leading IT project managers across four countries elicits nine principles and four personal qualities that constitute the core of a mindset that facilitates rethinking the practice of IT project management. We compare this with the Rethinking Project Management research agenda [Winter M, Smith C, Morris P, Cicmil S. Directions for future research in Project management: the main findings of a UK government-funded research network. Int J Project Manage 2006;24(8):638-649.]. Our contribution is to (1) validate the directions defined in that agenda; (2) identify elements not incorporated in it and (3) provide examples that crystallise the agenda for the domain of IT project management. Ó 2008 Elsevier Ltd and IPMA. All rights reserved. Keywords: Project management; Information...
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...FINAL DISSERTATION Emotional Branding: Investigating the Role of Emotions in Advertising and Branding SUBMITTED BY Usama Shahzad BITE ID : 35163 Submitted in partial fulfillment of the requirement for the MBA Innovative Management in collaboration with Coventry University and British Institute of Technology & E-commerce August 2007 -1- The intuitive mind is a scared gift and the rational mind is a faithful servant. We have created a society that honors the servant and forgotten the gift. Albert Einstein -2- Acknowledgments First of all, I would like to thank my research supervisor Dr. Gordon Bowen for his support and advice throughout this dissertation. His critical comments always managed to solve arising problems and helped me understand the subject. I would also like to thank the MBA programme co-ordinator Mr. Innayath for his enormous encouragement and inspiration throughout my course. Also I wish to thank all the respondents who participated in the interviews for providing me with valuable information. And finally, I wish to thank my family for their moral support and blessings. Without them none of this would have been possible. -3- Table of Contents Table of Figures ..............................................................................................................- 6 Abstract ...........................................................................................................................- 7 Chapter 1...................
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...bs_bs_banner Higher Education Quarterly, 0951-5224 DOI: 10.1111/hequ.12055 Volume 68, No. 3, July 2014, pp 348–372 The Role of Work Experience in the Future Employability of Higher Education Graduates Ruth Helyer, Teesside University, r.helyer@tees.ac.uk Dionne Lee, Teesside University, d.lee@tees.ac.uk Abstract Many new graduates are finding it difficult to obtain graduate-level work and impossible to break into the sectors they were aiming at. In order to address this, higher education institutions are examining the methods they use to enhance student employability and deploying various measures to grow and strengthen this activity, with an increasing focus on providing work experience. One popular way of doing this is via internships (placements). This paper examines the context in which work experience has come to the fore as an approach to enhancing employability by interrogating recent research and policy related to this agenda. Employability is presented as an on-going debate that cannot be viewed as a finite entity but must move and develop with the market, society and the global situation. In addition the paper closely examines a graduate internship programme in a university in North East England. Comparing and contrasting findings from this scheme, with other examples of experiential learning through work experience, provides some evidence to suggest the value of internships and furthermore supports some formative ideas about how internships...
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...WEEK ONE SHORT ANSWER Environmental psychology is likely to be a new field for you, although many of the concepts are probably familiar. Provide your own definition of the discipline. Discuss an important milestone or influence in the development of environmental psychology and provide reasoning as to why you chose this one. Environmental psychology is a branch of psychology that studies how the environment affects individuals, and vice-verse. There is a reciprocal relationship between people and the environment they live in, as they both affect each other. The relationship between nature and the human species has been an object of study for many decades, and understanding this relationship can help individuals learn about the importance of conserving and maintaining the world that supports them (Steg, 2013). The environment provides humans with food, water, air, and all the other necessities individuals need to survive, even if, in a world dominated by technology and progress, it is easy to forget that one way or another, everything we need to survive comes from the earth. Environmental psychology focuses not only on the physical influences humans and environment have on each other, but also in which ways nature affects individuals’ behaviors. One important aspect of this discipline is the belief that people’s behaviors are not determined solely by the environment (Steg, 2013). Most psychologists in this area believe in free will, as being the power individuals have to...
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...19 Freudian & Humanistic Theories MODULE 455 448 449 432 Photo Credit: © Colin Anderson/ Getty Images A. Freud’s Psychodynamic Theory B. Divisions of the Mind C. Developmental Stages D. Freud’s Followers & Critics E. Humanistic Theories Concept Review F. Cultural Diversity: Unexpected High Achievement G. Research Focus: Shyness 434 436 438 440 442 447 H. Application: Assessment—Projective Tests Summary Test Critical Thinking Can Personality Explain Obesity? Links to Learning 450 452 454 Introduction Personality Ted Haggard founded New Life Church in the basement of his house 25 years ago and became a prominent author and national evangelical Christian leader with a congregation of 14,000 worshippers in the largest church in Colorado. He is married with five children and has boyish dimples and a warm smile. In 2006, at the peak of his career, a male prostitute accused Haggard of having a three-year sexual affair with him and of using drugs. is accusation was alarming not only because Haggard was a married pastor, but also because he publicly supported a constitutional amendment banning gay marriage. When the accusations were first broadcast on the news, Haggard confessed to church officials, saying, “Ninety-eight percent of what you know of me was the real me. Two percent of me would rise up, and I couldn’t overcome At the height of his career, it” (Haggard, 2006a). Then, in Ted Haggard, well-known pastor, a television news interview the confessed...
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...Helsinki University of Technology Department of Industrial Engineering and Management Doctoral Dissertation Series 2010/8 Espoo 2010 LEADERSHIP IN A SMALL ENTERPRISE Helena Palmgren Dissertation for the degree of Doctor of Science in Technology to be presented with due permission of the Faculty of Information and Natural Sciences, Helsinki University of Technology, for public examination and debate on May 7, 2010 at 12 o'clock in Auditorium AS1 at the Aalto University School of Science and Technology, Espoo, Finland Aalto University School of Science and Technology Department of Industrial Engineering and Management P.O. Box 15500 FIN-00076 AALTO FINLAND Tel. + 358-9-4702 2846 Fax + 358-9-4702 3665 Internet http://tuta.tkk.fi Copyright © Helena Palmgren helena.palmgren@ttl.fi ISBN 978-952-60-3100-2 (print) ISBN 978-952-60-3101-9 (electronic) ISSN 1797-2507 (print) ISSN 1797-2515 (electronic) URL:http://lib.tkk.fi/Diss/2010/isbn9789526031019/ The cover artwork © Eila Haydn, 2010 All rights reserved. No part of this publication may be reproduced, stored in retrieval systems, or transmitted, in any form or by any means, electronic, mechanical, photocopying, microfilming, recording, or otherwise, without permission in writing from the publisher. Edita Espoo 2010 ii ABSTRACT OF DOCTORAL DISSERTATION AALTO UNIVERSITY SCHOOL OF SCIENCE AND TECHNOLOGY P.O. BOX 11000, FI-00076 AALTO http://www.aalto.fi Author Helena Palmgren ...
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...HOW TO RE-LAUNCH A PRODUCT SUCCESSFULLY SHREYA. S. PUNTAMBEKAR MBA- I MARKETING B ROLL NUMBER: 36264 CONTENTS 1. INTRODUCTION………………………………………………………………..3 2. CURRENT SCENARIO………………………………………………………...4 3. THE PRODUCT LIFE CYCLE………………………………………...……..6 4. THE MARKETING MIX AND ITS IMPORTANCE…………………...8 5. SO WHY RE-LAUNCH?.......................................................................12 6. PRODUCT FAILURES…………………………………………………………16 7. PRODUCT TAMPERING……………………………………………………..31 8 THE STEPS TO RE-LAUNCH 8.1 STP ANALYSIS……………………………………………………………….34 8.2 THE RIGHT USE OF PUBLIC RELATIONS……………………..…36 8.3 ADAPT TO CHANGE………………………………………………….…...37 8.4 THE RIGHT USE OF PUBLIC REPLATIONS………………………38 8.5 REDESIGNING THE PRODUCT-THE WHAT & HOW…………41 8.6 THE FINAL STEP-THE RELAUNCH………………………………….44 9. CONCLUSION…………………………………………………………………….46 10. REFERENCES…………………………………………………………………..47 1. INTRODUCTION Many people think of a product launch as an event, something that happens with a big bang. The purpose of a product launch is to build sales momentum. A winning product launch delivers sales momentum for your company. But there are very few companies who get it right. A wrongly directed product launch can hamper it to the extent of having to take that product off the market completely. Sometimes, sudden changes in the market also hamper the biggest...
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...Sustainability Research Sustainability is of increasing significance for businesses, communities, and national economies around the globe. Sustainability addresses economic, environmental, and social issues, but it also incorporates cultural dimensions. In the face of globalisation, societies seek to preserve their cultural values and community identity, while still participating in the global economy. In New Zealand the importance of sustainability issues has been recognised by central and local government policies, environmental and economic development agencies, and business leaders. Two of the active business groups focusing on these issues are the New Zealand Business Council for Sustainable Development (NZBCSD) and the Sustainable Business Network (SBN). Waikato Management School is working in partnership with both of these key business groups on sustainability projects and events. The aim of these initiatives is to develop and share insights on sustainable economic development and sustainable enterprise success. The Waikato Management School is distinctive in its commitment ‘to inspire the world with fresh understandings of sustainable success’. These fresh understandings will be achieved through our high quality research that can influence policy makers, excellent teaching, through the knowledge and values our graduates take into the workforce, through our continued consulting with business and the outstanding experiences offered to everyone who connects...
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