Examining the Relationship Between Emotional Intelligence of Managers and Organizational Commitment of Subordinates Dissertation Submitted to Northcentral University Graduate Faculty of the School of Business and Technology Management in Partial Fulfillment of the Requirements for the Degree of DOCTOR OF PHILOSOPHY by DANIEL R. BENNETT Prescott Valley, Arizona March 2011 UMI Number: 3452478 All rights reserved INFORMATION TO ALL USERS The quality of this reproduction is dependent
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interpersonal communication skills are essential in the creation and maintenance of relationships with others. Dwyer (2009, p.62) explains that ‘in any context, our relationships are built through our interpersonal communication.’ Self concept, emotional intelligence, assertive behaviour, empathy and the ability to actively listen and provide feedback are all desirable interpersonal communication tools considered necessary to maintain relationships and aid in conflict resolution. Dwyer (2009, p. 152)
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Women [Name of the Writer] [Name of the Institution] Table of Contents Abstract iii Introduction 2 Problems in Work Life Balance 4 Demographic Variables and Work Life Balance 4 Achieving the Balanced Life 6 Self Efficacy 6 Emotional Intelligence 7 Employer Efforts 7 Conclusion 10 References 11 Abstract Work-life balance describes the practices at work place that create an equilibrium in demands of employees to maintain a healthy family life and work
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need much motivation, she is satisfied with her |Because Yuselin is happy with what she is doing | |Yuselin M. |decisions. Emotionally intense. Emotional |job. She is also engaged. Some incentives needs to be in place |the McClelland theory fits her current situation.| | |intelligence. Moderately engaged at her job. Also |so that Yuselin can stay engaged and satisfied with her job. | | |
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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, “The Emotional Intelligence of Leaders,” written in 1998, is definitely an eye-opener to the role emotions play in effective
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Chapter 1 Developing Self-Awareness True/False Questions Key Dimensions of Self-Awareness 1. Self-awareness is at the foundation of personal life management skills. True (page 58, easy, recall) If false, why? The Enigma of Self-Awareness 2. Empirical evidence indicates that people who are more self-aware are healthier, perform better in leadership roles, and are more productive at work. True (page 59, easy, recall) If false, why? 3. The concept of sensitive
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Do managers need emotional intelligence to manage successfully in the workplace? Why or why not? Definition of emotional intelligence is “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” (Salovey & Mayer 1990 cited in Zeidner, Mathews & Roberts, 2004). Moreover, emotional intelligence is now considered as a part of managers’ leadership skills of managing the emotional behaviors to those they
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A summary and discussion of articles; Goleman, D. (1998, fall). The emotional intelligence of leaders. Leader to Leader, 10, 20-26 And McCrimmon, M. (2005, January) Thought leadership: a radical departure from traditional, positional leadership. Management Decision, 43 (7/8), 1064-1070 Summary 1 Goleman, D. (1998, fall). The emotional intelligence of leaders. Leader to Leader, 10, 20-26Leadership skills can be derived from various angles and most organizations have a certain style
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Personal Skills Personal Development E nglish Campus D evelop you emotional intelligence Manage your stress S trengthen your creativity Document de synthèse sur les modules CrossKnowledge réalisé par Sophie Lorenzo, responsable de la cellule e-learning. SESSION Learning for a better life Les CrossKnowledge Sessions sont des modules de formation e-learning asynchrone de 30 minutes sur des concepts-clés, des pratiques ou des comportements managériaux. CrossKnowledge en propose
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Coursework Header Sheet 219178-32 Course Coursework Tutor BUSI1591: Leadership, Prof Dev & Career Assessment 2 RL Hewett Course School/Level Assessment Weight Submission Deadline B/PG 0.00% 30/03/2015 Coursework is receipted on the understanding that it is the student's own work and that it has not, in whole or part, been presented elsewhere for assessment. Where material has been used from other sources it has been properly acknowledged in accordance with the University's
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