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1, what is your issue/challenge?
My challenge is going to be to control my emotions and how I allow them to influence my leadership abilities on a day to day basis. By recognising how I react in certain situations, and how this in turn impacts those I lead I believe this is the most key change I can make personally that will improve my leadership abilities. It is my belief my default routine of mentally shutting down is linked to this.
2, how did this come to your attention?
I feel I have always known this on some level. The deeper understanding of self from working through diaries A and B, along with the reflective nature of this unit. Resulted in me realising just how much power my emotions hold. Along with why tempering them will be an important factor in both my professional and personal life going forward. In reviewing and dissecting the critical incidents I chose in this unit. I feel I have been able to better understand the link between my default routine and how my emotions lead me to this result.
I do not want to eliminate my passion, I feel this is a key driver in how I have been able to progress to where I am today. My goal will be to find a
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The ability to not only recognise let alone harness both mine and the emotions of others, is an area I will spend in much deeper research and thought going forward. The logic behind this methodology has cemented for me, why others are able to be more successful than they really should be. Along with why others who should succeed are only able to rise to a set level, topping out due to a lack of social intelligence. In addition to my further leadership units in this MBA course. I will also be purchasing several books on the subject and seeking to attend speaking sessions, ideally in person and if possible training courses to further my abilities both personally as well as how I can impact
Everyday humans have different situations they go through. Our actions, or solutions to the situations determines on our thought process and even our feelings. For example, you wake up on the wrong side of the bed and are just not having a good day. You are walking down the sidewalk on a very scolding day and you are hot and very irritable. you are holding an open lid ice water cup, and someone bumps into you and spills it on you. Your immediate emotion following that will most likely be anger, frustration, maybe even sadness. But what if you were having a good day earlier that day, and the same thing happens. You would not be as angry because your emotions built up throughout the day have not been as negative. That is an example of emotional intelligence.
Sitting in my living room, I was overcome with pain and anxiety. I had just returned home from the hospital after having knee surgery. This surgery was going to take three or four months to recover and it could not have come at a worse point in my life. The summer going into senior year of high school was the “now or never” time for getting recruited for college baseball, and I was injured. I could not stop thinking that my future was ruined and that I would never be able to play baseball again. I came very close to making the rash decision to quit baseball right then, instead I focused on my rehab and came back stronger my senior year. This was what my general intelligence told me, however, my emotional intelligence almost caused me to
Goleman and Cherniss (2001) postulates that emotional competencies are learned abilities. Social awareness or skill at managing relationships does not guarantee the mastery of the additional learning required to handle a customer adeptly or to resolve a conflict. It only prognosticates that we have the potential to become skilled in these competencies.
When I think of effective leaders, I think of leaders with strategies, visions, or powerful ideas. However, this course has taught me different. While strategies and ideas are necessary for being a leader, it takes emotional intelligence for a leader to be successful. Emotional intelligence is essential for social and professional competency in any field, especially in the healthcare field where feelings affect individual as well as institutional health. As an individual going into the healthcare field, I must possess the ability to perceive, use, understand, and manage emotions, as it will se...
Great leadership doesn’t necessarily come from what you do, but instead from how you do it. According to Goleman, Boyatzis, and McKee 's (2013) book, Primal Leadership, this "how" of a great leader comes through the heart or emotions. If leaders fail at driving emotions in the right direction, nothing they do, even if they get everything else just right, will be as successful as it could or should be (p. 3). This goes against many of the preconceptions of good leadership. I have always been shown that "good" leaders keep their emotions at bay and lead through intellect devoid of emotion because emotions can distort reality. However, the emotional task of the leader, according to Goleman et al.,
Emotional Intelligence and reflective practice are integral components of building a therapeutic relationship in nursing
Emotions of a leader are so important in this aspect of leadership. It is through emotions that the leader will be categorized as ‘toxic’ or ‘not toxic.’ It is with no doubt that true leaders will appeal to emotions and as the same time know how to cope with their own emotions and how to perceive or control the emotions of a group. The major fundamental task of a leader is to inspire positive feelings in those he leads. In whichever situation followers always turn their attention to leaders, they expect his reaction towards that particular situation which will act as emotional guideline. The way a leader responds to a situation will give the followers a way of interpreting that event which in turn will make them react emotionally. If a leaders panics, gets annoyed or angry, these emotions will spread to the followers. On the contrary if he shows confidence and optimism to the same situation, his emotions will also be “infectious” (Maxwell, 2002).
There are many different positions in an organization that require different knowledge, skills and abilities. Supervisory and management positions encompass more than just technical knowledge, skill and expertise in their given area, but being leaders over others. This is of interest to organizations in having leaders who are able to motivate, understand and get their teams to work together. Many organizations are looking to improve their performance and productivity through finding and placing the right people in leadership positions. How the concept of emotional intelligence and its evolution has come to the forefront in assisting companies about leadership performance and decisions will be discussed along with the debate among researchers and the review of three assessments as to their impact and uses.
Emotional intelligence is defined as the ability to identify, assess, and control the emotions of oneself or of groups. Researchers such as Peter Salvoey and John D. Mayer define it as “the subset of 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” (Feeley& Driscoll CPA, 2014). In this paper, I will identify the role emotional intelligence plays in the critical thinking skills used by the forensic accountant during various stages of the investigative services of the engagement.
We probably all know people, either at work or in our personal lives, who are really good listeners. No matter what kind of situation we're in, they always seem to know just what to say – and how to say it – so that we're not offended or upset. They're caring and considerate, and even if we don't find a solution to our problem, we usually leave feeling more hopeful and optimistic. We probably also know people who are masters at managing their emotions. They don't get angry in stressful situations. Instead, they have the ability to look at a problem and calmly find a solution. They're excellent decision makers, and they know when to trust their intuition. Regardless of their strengths, however, they're usually willing to look at themselves honestly. They take criticism well, and they know when to use it to improve their performance. As a case in point, I will evaluate my former manager on each of the five components of emotional intelligence. First, she had high levels of self-awareness. For examp...
In this paper I am going to be talking about social and emotional development in my niece Loren. Social Development involves learning the values, knowledge and skills that enable children to relate to others effectively and to contribute in positive ways to family, school and the community (https://www.kidsmatter.edu.au/families/about-friendship/social-development/social-development-children’s-social-development). I will also be talking about her emotional development. Emotional development is the emergence of a child 's experience, expression, understanding, and regulation of emotions from birth through late adolescence. It also comprises how growth and changes in these processes concerning emotions occur (http://www.education.com/reference/article/emotional-development/).
In order to sustain difficulty, the organization must transform practices in order to be successful as well, having effective leadership to guide employees through those difficult and unwanted changes. The idea that emotional competencies can positively impact workplace outcomes has led an emotional intelligence (EI) to explode as a hot topic among management practitioners (Farh, Chien, & Tesluk, 2012, p.11).
First of all, I would like to mention my inability to control emotions and react efficiently to other people’s problems and worries. Very often, I am unable to make the right decision due to the immediate confusion and fear to lose time. Therefore, I would like to learn to analyze the situations and react moderately and wisely to every event and situation. Additionally, I would like to amplify my leading qualities and provide good solutions and ideas for the effective handling of my studies, work and personal life. In order to achieve this, I should read relevant literature, learn from the examples of great leaders and develop my strategies of effective organization and leadership.
An individual’s ability to control and express their emotions is just as important as his/her ability to respond, understand, and interpret the emotions of others. The ability to do both of these things is emotional intelligence, which, it has been argued, is just as important if not more important than IQ (Cassady & Eissa, 2011). Emotional intelligence refers to one’s ability to perceive emotions, control them, and evaluate them. While some psychologists argue that it is innate, others claim that it is possible to learn and strengthen it. Academically, it has been referred to as social intelligence sub-set. This involves an individual’s ability to monitor their emotions and feelings, as well as those of others, and to differentiate them in a manner that allows the individuals to integrate them in their actions and thoughts (Cassady & Eissa, 2011).
I intend to continue practising them in the e-commerce industry after my masters and will become evidence from my responsibility as I learn from Jeffrey. The success trait that I adore is learning new ideas from other successful leaders like Jeffrey and learning how I can incorporate them in my path. Learning not to quit no matter how hard the situation has become my personal strength and means I stand to handle any e-commerce situation arising. These strengths will mould me and thus I will be firm and ready to achieve more in my path. The plan I intend to use to employ these strengths is consulting more successful leaders and taking into consideration their advices. Being prone to emotions is my greatest weakness and can get into my success way. I only need to control my emotions which are a good plan to resolve the weakness. Associating with positive people who have visions and goals is a good plan of how I solve my weaknesses. They will teach me how to cool down and become a successful leader. (Byres,