“Do managers need emotional intelligence to manage successfully in the workplace? Why or why not?” Emotional intelligence (EI) is a key factor that contributes to the success of a manager’s abilities to coordinate and administer social relationships within the workplace. EI is one’s ability to recognize their behaviors, moods and thoughts, and to manage them under different circumstances-which in turn shapes one’s interactions and relationships with others. This zeitgeist concept addresses the
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spend time developing a team’s emotional intelligence (EI)? Why or why not? What would be the advantages/disadvantages? Discuss specific circumstances/influences/parameters that may impact a leader’s decision to spend time fostering the development of EI. Do you think it is appropriate for a leader to spend time developing a team’s emotional intelligence (EI)? Why or why not? Having the ability to identify emotions is one of the factors in emotional intelligence. It is absolutely important that
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International Journal of Business and Management; Vol. 10, No. 6; 2015 ISSN 1833-3850 E-ISSN 1833-8119 Published by Canadian Center of Science and Education Role of Emotional Intelligence on Employee Engagement: A Study among Indian Professionals Swatee Sarangi1 & Aakanksha Vats1 1 K. J. Somaiya Institute of Management Studies and Research, India Correspondence: Swatee Sarangi, K. J. Somaiya Institute of Management Studies and Research, India. E-mail: swatee@somaiya.edu Received:
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Abstract In order for a business to be successful and competitive the leader must keep employees engaged in the company. Business does not thrive unless there is a leader who exemplifies emotional intelligence. Managers want to make sure employees feel compensated for their hard work, but also making sure the company is not putting themselves in a hole on the balance sheet. Businesses have fallen due to lack of knowledge about how to keep employees interested so that they can be productive
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Social Intelligence by Daniel Goleman Daniel Goleman is best known for his bestselling and groundbreaking book Emotional Intelligence. In that book, Goleman maintained that there was a set of traits—“some may call it character”—that set some people apart from others and allowed them to achieve more professionally and personally. This was “emotional intelligence”. It had to do with relating well to other people, having the social skills and self-control to enlist others’ aid and support and
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The types of influence tactics I use are dependent on who I am trying to influence and why I want to influence them. The exercise in Influence: Gaining Commitment, Getting Results requests that I not consider who I am attempting to influence when determining my answers (Scharlatt 17). The information I gain from completing the exercise will help develop a plan on how to use each influential tactic to better influence those around me (Scharlatt 19). There are eleven different tactics used to gain
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The basic issue of the case is a company called Paragon Tool possibly merging with Monitor Robotics. The CEO that goes by Nicky, has to weigh all the options and compare the costs to the benefits. The merger might not sit right with the community, which has a lot of respect for the company the way it is right now. Another possible issue is a failure in the merger such as the Monitor Robotics technology not being able to be used with Paragon machines. This would mean a huge cost with the possibility
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BACKGROUND OF THE STUDY Emotional Intelligence comprises specific skills behaviors, and attitudes that can be learned, applied and modeled by individuals to improve personal satisfaction and career effectiveness (Nelson & Low, 2003). In other words, emotionally intelligent skills are developed to help lecturers cope with daily multiple tasks and provide substantial growth and psychological health. According to Goleman (1998) asserts that emotional intelligence, not IQ, forecast a workplace
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For most people, emotional intelligence (EQ) is more important than one’s intelligence (IQ) in attaining success in their lives and careers. As individuals our success and the success of the profession today depend on our ability to read other people’s signals and react appropriately to them. Therefore, each one of us must develop the mature emotional intelligence skills required to better understand, empathize and negotiate with other people — particularly as the economy has become more global
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What is Transformational Leadership? Is there a relationship between transformational leadership and emotional intelligence? Introduction For more than three decades, the paradigm of transformational leadership has attracted a vast amount of academic interest. A large number of empirical studies lend credibility to this interest by linking aspects of transformational leadership to a range of positive organisational and individual outcomes (Bass, 1997; Bass & Avolio, 1994; Lowe, Kroeck & Sivasubramaniam
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