...McCrimmon (2005) Summaries Thought Leadership: A Radical Departure from Traditional, Positional Leadership by: Mitch McCrimmon. In this article, McCrimmon (2005) presents two forms of leadership, thought and positional leadership. He describes thought leadership as a brainstorming mechanism that births new ideas and innovations. In comparison to positional leadership that can be described as a managerial system that helps an organization achieve a targeted goal or initiative. What is thought leadership? Thought leadership originates from simple thinking skills. They are unwarranted and unsolicited ideas that McCrimmon (2005) says are “uncontaminated by the managerial element.’’ (p. 2). A thought leader has no desire to climb the totem pole. However, they desires to present new ideas and concepts that could possibly help implement new systems- big or small. Mccrimmon (2005) says its” simply, the championing of new ideas” (p. 2). In the article, the author presented case studies of employees, who implemented new strategies in their work environment. For example, the junior HR specialist who convinced his team to adopted a new system. The new innovation improved the performance of the team and promoted growth in the organization. Thought leadership vs. positional (shared and distributed) leadership Thought leadership focuses on an innate capability to birth eccentric ideas. Once the ideas are accepted, positional leadership takes responsibility for organizing...
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...Critical Thinking Assignment – Goleman vs. McCrimmon by Brandon E. Smith AMBA 600 7461 October 25th, 2014 Goleman’s Major Conclusions and Research Methods Regarding Emotional Intelligence In Daniel Goleman's “The Emotional Intelligence of Leaders”, real life examples, scientific facts, and the overall impacts of emotional intelligence on leaders and organizations are highlighted. Overall, high emotional intelligence in leaders is more dependent on success within an organization as opposed to high rational intelligence. This basically means that a majority of successful individuals take into account the emotions of themselves and others, while personal knowledge has minimal bearing on the degrees of achievement. Goleman points out that there is minimal variation in the IQ's of organizational leaders, further supporting that emotional intelligence is a bigger determinant in measuring accomplishments on all organizational levels. From a scientific standpoint, emotions are controlled internally by the limbic system. Contained within this region of the brain is a structure called the amygdala, which stores a person's life-long memory. The amygdala is also responsible for controlling all of the different types of emotional reactions a person may experience. The author’s observations of the biological aspects of emotional intelligence, which includes the purpose of the limbic system and the function of the amygdala, are critical in understanding why emotions...
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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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...Leadership: What is it? The inquiry of what make an effective leader is an ongoing question in the education system. This topic is used to encourage students to think critically while preparing for the working America. We’ve all been asked, at some point in time, to identify the qualities of a leader. What makes a person a leader? What separates leaders from followers? As a child, a leader was the person at the front of the line. As a pre-teen, a leader was a role model. Whether it was a parent, actress, singer or teacher; at that point in life, a leader was whoever was looked up to. Entering the teenage and young adult years, everyone wants to hold the title of a leader and not a follower. This is the age where we experiment – try different things – and if others followed suit, we were a leader. As we get older, we grasp a more elaborate definition of a leader and strive to one day fit that description. In my opinion, a leader is someone who can influence others, whether it is positive or negative influence. A leader is that person that others listen to, respect, and follow. Daniel Goleman and Mitch McCrimmon both have views on what makes a leader. Goleman (1998) discusses how a great leader has emotional intelligence, which is the control over one’s emotions; while McCrimmon (2005) focuses more on thought leadership, which is based on innovation. Both articles provide an in-depth insight into the world of leadership. Emotional Intelligence of Leaders Daniel Goleman’s article...
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...Leadership September 8, 2013 MGMT 1115 Instructor: Sandi Wakefield Leadership is the ability to inspire confidence and support among the people who are needed to achieve organizational goals. Leadership involves establishing a vision that is clear to others so that they will follow specific goals willingly. In leadership this person will guide and or direct a group of people. A person that has leadership skills always steps up in crisis, and has the ability to act and think in difficult crisis. Leadership cannot be taught like management can, it may be learned and improved through mentoring and instruction. Whereas, with management one act as a boss and a implementer. In management a person produces order, stability, and expectedness. As oppose to leadership this person produces change and adaptability to new products, new markets, new customers, and new work processes. (DuBrin, The Nature and Importance of Leadership, 2010) According to Ernie DiMattia in the Library Journal, leadership and management are two related terms related to the operation of any successful organization. He states that leadership refers to someone who guides or influences others while management is the process of directing or administering. Motivating different level of staff members encouraging them and organizing them, maintaining stability, and balancing external change with internal culture, are some of the ways leadership and management are internally linked. Not all leaders manage and...
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...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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...When comparing and contrasting the leadership styles of Mitt Romney and Barack Obama, it is important to note the differences in leadership/management and communication styles. Looking to each leader in the context of their organization we know that Mitt Romney was the running Presidential candidate for the Republican Party and Barack Obama was the Presidential candidate for the Democratic Party that went on to win the Presidency for two terms. In this paper I will discuss the differences in each leaders communication style and how it affects their organizations, how it determines the differences between managers and leaders, how they use verbal/nonverbal communication styles to influence their followers and others around them, and what communication styles contribute to them being judged as a “good” or “bad” leader. Both Mitt Romney and Barack Obama take strategic approaches while attempting to get support from their distinct organizations. An example of this was during their campaign speeches in 2012. In an article by the Huffington Post it describes Romney talking mortality or a conservative style while Obama talks mainly policy. It also describes Romney’s framing as being more moral, simple, and straightforward while Obama’s style is policy-oriented, filled with numbers, details, and proposals. This gives a clear distinction as to which political party each candidate belongs to based on the assumptions that generally, republicans are seen as more conservative (socially and...
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...Jack Welch Management Institute JWI 510 Leadership in the 21st Century 10/23/2015 Abstract In this paper, I will discuss my leadership profile in depth. This will include my experiences and aspirations. I will address how these experiences have impacted be as a leader. Next I will discuss my Leadership strengths and how I plan on augmenting them going forward. I will also detail how Than I will detail my areas of Leadership in need of improvement, and provide a clear-cut action plan for improving these specific areas. With both my areas of strengths and areas in need of improvement, I will discuss how it directly is connected to my DISC profile and emotional intelligence. Following will be a conclusion of what is written in the body of this essay. Introduction ¨Ensure that everyone understands lives and breathes the organization vision, and that reward systems encourage and reinforce desired behaviors¨ (Welch, 2005, P. 843). This quote from Jack Welch's book Winning embodies the very model I have chosen to pursue my career. There has not been a single team I have been on that has won, completed or achieved a goal without every member believing in the vision. In a perfect world, every team would automatically have this installed within each member from the start. However, we do not live in a perfect, and these are concepts that have to be taught, modeled and transferred over to the next person. I took this concept and applied it to my days before entering...
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...Individual Analysis: Assessing and Developing Emotional Intelligence Student: Abraham L. Maker Student No15449342 5th May. 11 Table of Contents INTRODUCTION: 3 PART 1: - SELF ASSESSMENT USING SELF-ASSESSMENT EXERCISES 3 IPIP Introversion-Extroversion Scale 3 The scales of money attitudes 4 TWO “TEAM PROCESSES” SELF-ASSESSMENTS 4 Team Roles Preference Scale 4 Team Player Inventory 5 TWO “ORGANISATIONAL PROCESSES” SELF-ASSESSMENTS 5 Tolerance of Change Scale 5 EMOTIONAL INTELLIGENCE 6 Emotional Empathy Scale 6 PART 2: - OVERVIEW OF RELEVANT LITERATURE 6 Job Satisfaction and Performance Practices 6 Extrinsic and Intrinsic Motivation 6 Zest in the Workplace 7 Prima Donnas” in the Workplace 8 ORGANISATIONAL STRUCTURE 8 Mechanistic vs. Organic Structures 8 Tolerance to Change 9 PART 3: - APPLICATIONS AND LIMITATIONS 9 Organisational Structure and Tolerance to Change 10 CONCLUSION 10 REFERENCES: 11 INTRODUCTION The point of this report is to develop some insights into self-assessment tools as a technique for self-evaluation and improvement, as part of continual improvement and professional learning. In addition, through use of the self-assessment tools, areas of interest can be explored with regards to my own self-awareness and self-evaluation, but firstly it will define what emotional intelligence is. Emotional Intelligence is defined as “a set of abilities to...
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...on the list. He was a well organized President with people in his cabinet that admired this ability. President Bill Clinton changed the entire ambiance of the country with his command of emotional intelligence. When the country was torn on issues, he would find a way to bring people together and solve the problem, or at least reach a successful consensus. Personal problems riddled the Clinton presidency, but this did not stop the forward successes claimed by this giant of a man. Unemployment was a sore subject, but under President Clinton’s direction the economy grew and women and minorities finally began to be placed in high positions in the federal government. The private sector grew and added a high number of jobs in the economy. Bill Clinton is—just--what the U.S. needed during his presidency. Master of Emotions (EI) Bill Clinton During the years of President Clinton’s administration, emotional intelligence was clearly demonstrated in his daily operations. Leaders throughout the world took notice of the incumbent well educated, well spoken, and matured new leader of the far western free world. A man that spoke of changes which others welcomed, but had great doubts whether the promises could be kept in the face of an idle senate, and a hardnosed congress. Because emotional intelligence is usually learned over a period of time, it appeared that President Clinton used the time very effectively in his past and the culmination of the...
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...Leadership and Ethics – (BUS6035-A) LEADERSHIP AND ETHICS GROUP TERM PAPER (Emotional Intelligence and leadership self-branding) Group Members: Nehemiah Kimani: 643907 Kiambati, Francis Kanyora: 645462 Judy Mwangi: 641678 Table of Contents EMOTIONAL INTELLIGENCE 3 Introduction 3 Defining Emotional Intelligence 3 Branches of Emotional intelligence 4 Evolution of Emotional Intelligence 5 Major skills that make up emotional intelligence are: 7 Importance of Emotional Intelligence 8 Importance to Leadership 9 How to Improve Emotional Intelligence 9 Conclusion 10 LEADERSHIP SELF BRANDING 11 Introduction 11 Brand and Branding 11 Personal Branding 12 Personal Branding Process 12 The ‘Domain’ Principle 14 Factors and Qualities used in Personal Branding 14 Leadership branding 16 Leadership Brand Definition 16 Leadership Branding Concepts 17 Building a Leadership Brand 18 Principles Used in Building Strong Leadership Brands 19 Challenges of Leadership Self Branding 19 Conclusion 20 References 21 EMOTIONAL INTELLIGENCE Introduction In the past decade, emotional intelligence has generated an enormous amount of interest both within and outside the field of psychology. It brings together the fields of emotions and intelligence by viewing emotions as useful sources of information that help one to make sense of and navigate the social environment. Emotional intelligence is powerful, and at times more powerful, than IQ...
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...UNDERSTANDING LEADERSHIP • Prentice defined it as “the accomplishment of a goal through the direction of human assistants” • Understand people’s motivations and enlist employee participation • Understand fellow workers • Relate individual goals to group goals A. Problems and Illusions • Crude forms of leadership rely on monetary rewards and alleviation of fears • Human beings are not machines, have complex responses • Each player must fully understand his part, its relation to group effort and want to carry it out • Find ways to channel wants into effective cooperation B. Relations with People • Two basic lessons – Men are complex and men are different • Enable superiors to know subordinates as human beings • Must be in a position to satisfy them • Understand implications of his own actions • Consistent and clear decisions C. Pitfalls of Perception • Worst difficulties come from misperceiving reality • Successful leader is prepared for such misperceptions • Psychological difficulty of being a subordinate • Understanding leader doesn’t consider them inferior, but maintains a psychological distance • Eliminate phony democracy D. Goals in Development • Balance risks and returns • Executive must watch long term growth of his men • Long run growth vital part of continuing leadership • Development limited only by contributions ...
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...`PRINCIPLES OF MANAGEMENT Summer 2015 MGT 307 J. ANDREW MORRIS andrew.morris@csuci.edu 805-437-2771 “The function of education, therefore, is to teach one to think intensively and to think critically. But education which stops with efficiency may prove the greatest menace to society. The most dangerous criminal may be the man gifted with reason, but with no morals…We must remember that intelligence is not enough. Intelligence plus character — that is the goal of true education. The complete education gives one not only power of concentration, but worthy objectives upon which to concentrate…”– Martin Luther King Jr, The Purpose of Education INTRODUCTION TO MANAGEMENT OBJECTIVES: 1. Understand the different managerial functions and roles. 2. Explore the five basic managerial skills/competencies and their relative importance. Management can be defined as: the process of planning, organizing, and controlling the efforts of organization members and of using all other organizational resources to achieve stated goals. Management blends together two types of knowledge: Science - based on established general laws Art - skill acquired through experience; the application of knowledge. The Management Process Management is an ongoing process which includes the following functions: Planning - set objectives and procedures Organizing - Design the organization to carry out objectives Leading - getting others to perform necessary tasks Controlling - monitoring performance...
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...Leadership and Organizational Success Introduction Leadership has been defined as the process of describing a vision and influencing others to accomplish a mission or assignment (Borkowski, 2009). Being able to adapt and grow is an important component of good leadership because organizations are living entities in the sense that they change and grow over time. This means that leaders have to constantly match the right style of leadership to the present needs of the organization in order to guide it to the next level of development (Laureate Education, Inc., 2009). The merger of BRMC and PRMC called for a particular style of leadership in order to merge the two distinct cultures present at each organization (Buchbinder & Shanks, 2012). The following outline will explore different aspects of leadership and apply those aspects to needs arising from this merger. Distinction between leadership and management Managers • Direct the work of employees and devise systems to monitor employees’ progress toward achieving preset goals • Determine how to achieve preset goals and are responsible for achieving them • Tell employees to accomplish a particular task or objective • Handle activities through planning and budgeting • Achieve their goals by organizing and staffing • Create an organizational structure and sets of jobs for accomplishing the organization’s strategies (Borkowski, 2009, p.172) Leaders • Set direction or mission for the organization • Motivate the organization...
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...Consortium for Research on Emotional Intelligence in Organizations www.eiconsortium.org Self Directed Learning 1 Unleashing the Power of Self-Directed Learning Richard E. Boyatzis, PhD May 28, 2001 To be published in Ron Sims (ed.) (2002) Changing the Way We Manage Change: The Consultants Speak. NY: Quorum Books. Correspondence should be addressed to Richard E. Boyatzis, Department of Organizational Behavior, Weatherhead School of Management, Case Western Reserve University, 10900 Euclid Avenue, Cleveland, Ohio, USA, 44106-7235. Reproduced by The Consortium for Research on Emotional Intelligence in Organizations with special permission of the author. Consortium for Research on Emotional Intelligence in Organizations www.eiconsortium.org Self Directed Learning 2 The new economy is not about technology, it is about a change in the basic assumptions about the nature of work. Contributing to this are several demographic factors. Worldwide, the workforce is aging. By 2050, the average age of the US population will increase to 40 (from 36 in 1995). In the US in 1999, 19% of the workforce was 70 or older. By that same year, the number of retirees in Europe will be greater than the number of people in the workforce (The Economist, 2000). The workforce and population is becoming increasingly ethnically and racially diverse. By 2050, 24% of the workforce (about 97 million people) in the US will be Hispanic. Women are filling more positions of power...
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