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The relationship between emotional intelligence, leadership style, and leadership effectiveness: A quantitative correlation study
Topics emotional intelligence on business
The relationship between emotional intelligence, leadership style, and leadership effectiveness: A quantitative correlation study
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Emotional Intelligence (EI) has been one of the popular concepts nowadays. However, the EI conceptualization varied between researchers, resulting in distinct types of EI theory proposed. These theories differ in the conceptualization of EI and its measurement instrument. The ability theory proposed by Mayer and Salovey (1997) suggests that EI consists of the ability to appraise and express, regulate and utilize emotion. It proposed four constructs that characterize all the abilities that could add to an individual’s EI. These building blocks are in a chain of command, in which, every level integrate with one another and constructed the competence of the earlier competence. Another perspective on EI is the mixed model EI theory. The mixed model theory proposed that EI includes mental capabilities, dispositions, and characteristics (Bar-On, 1997; Goleman, 1995). For instance, EI is believed to comprise of motivation, emotion and cognition that includes some human characteristics such as faith, positivism and selflessness. However, Mayer and Salovey’s ability model is said to be the most mentioned and be acquainted with by many other scientific researchers compared to any other models as the theoretical foundation of the model is concrete and vindicated (Matthews et al., 2002).
EI has often been linked to leadership. EI was said to benefit leaders by providing some intangible personal characteristics that are essential in the workplace (Ashakansy & Dasborough, 2003; Dulewicz & Higgs, 2010). The early approaches to leadership described leader’s behaviour without paying much attention to the situation. Therefore, it is suggested that leaders should perform certain behaviours and do so in whatever the situation is (Fied...
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... development of leaders with different types of training strategies and longer training duration. Furthermore, future research could replicate this study by using different measurement instruments such as the observer’s measures to gauge if there is any difference in the findings.
In summary, the findings of this study suggest that the training does produce significant improvement to the leaders’ EI. This might provide some theoretical and practical benefits to the field of emotional development. Although further research is needed to gather more information on these areas, it is believed that this study has provided some contribution with valid empirical findings for the use of future studies. Finally, this study might have provided some insights on the emotional aspects of Malaysian leaders, which might in a way differs from leaders in the developed countries.
Rosete, D. & Ciarrochi, J. (2005). EI and its relationship to workplace performance outcomes of leadership effectiveness. Leadership Organizational Development, 26, 388-399
As a supervisor in the military, I encountered an airman who had all the right qualifications according to the Air Force, but he was not able to complete his contracted term of six years. He survived basic training and a pretty intense two month technical school, but he only lasted two years in the Air Force before he was asked to leave. To work in the Public Affairs career field, he had to score well on the military entrance exam which means he demonstrated the cognitive abilities – a usual predictor of success. However, he was separated from the Air Force because of his poor social skills. This paper will discuss whether the airman's Emotional Intelligence (EI) could have been improved and the importance of a high EI to an organization.
386). Furthermore, research suggested that people who scored a high level of extraversion, conscientiousness, and openness to experience on the Big Five personality test have an advantage with regards to leadership effectiveness (Robbins, Judge, 2009, p. 386). However, according to the week 6 presentation, having certain personality traits does not mean you will be a great leader (Fischer, 2009). Instead, research shows that a high level of emotional intelligence is associated with effective leadership because the leader is able to show their ability to influence by caring about the people around them (Fischer, 2009). In an article by Business Perspectives & Research, a test was completed on the effects of emotional intelligence, in which these managers displayed, “superior performance to their lower EQ peers both in terms of contextual (teamwork and cohesiveness) performance and task performance (quality of job completed)” (Dabke, 2016). In my professional experience, the leaders who can show they truly care about their employees retain a higher level of loyalty and dedication with a positive attitude. This is also similar to a Bible story in John 13, where Jesus washes the feet of his disciples – his humility and servant attitude showed that he genuinely cared for his followers, which inspired a deeper covenantal relationship with him (ESV). ?This is quite
Emotional Intelligence, also known as ‘EI’, is defined as the ability to recognize, authoritize and evaluate emotions. The ability to control and express our own emotions is very important but so is our ability to understand, interpret and respond to the emotions of others. To be emotionally intelligent one must be able to perceive emotions, reason with emotions, understand emotions and manage emotions.
"Mericans" by Sandra Cisneros and "In Response to Executive Order 9066: All Americans of Japanese Descent Must Report to Relocation Centers” by Dwight Okita are two short stories that depict two different young women, both overcoming adversity of cultural identity and stereotyping. While the girls have different ethnic backgrounds, both are characterized to be vulnerable and effected by their negative surroundings.
(2013) separated emotional intelligence into four domains, self-awareness, self-management, social awareness, and relationship management (pp. 30, 38). These domains are then broken into two competencies. Self-awareness, the understanding of one 's emotions and being clear about one 's purpose, and self-management, the focused drive and emotional self-control, make up the personal competence (pp. 39, 45-46). While social awareness, or empathy and service, and relationship management, the handling of other people 's emotions, make up the social competence (pp. 39, 48, 51). These emotional intelligence competencies are not innate talents, but learned abilities, each of which contribute to making leaders more resonant and effective (p. 38). This is good news for me because I still have much to develop in regards to emotional
Classroom-type leadership consists of activities such as mentoring, coaching, and action learning. This classroom training helps us to be better leaders and gets us prepared for what’s ahead of us. Our development relationships have 2 forms its coaching and mentoring. Back then coaching involved lots of practice, setting goals from one-to-one and help the behaviors to some of our leaders. Mentoring is a relation to an older leader who is agreeing and supporting the development of a youn...
The scope of emotional intelligence includes the verbal and nonverbal appraisal and expression of emotion, the regulation of emotion in the self and others, and the utilization of emotional content in problem solving. (pp. 433)
There is an importance of leaders to first analyze the impact of their emotional manifestation. Leaders should own emotional intelligence. Those leaders that don’t possess emotional int...
Rehman, R. (2011). Role of emotional intelligence among leadership styles, decision making styles and organizational performance: A review. Retrieved from: http://works.bepress.com/rashidrehman/2
Mayer, J.D., Salovey, P., Caruso, D.R. (2000). Emotional intelligence as Zeitgeist, as personality, and as a mental ability. The Handbook of Emotional Intelligence, ed/. J.D.A. Parker 9San Francisco: Jossey-Bass, pp92-117.
In this report the importance of emotional intelligence and the different EI theories has been discussed. EI has become vital in our daily personal and professional life. In professional life it helps in the management of the conflicts and understanding the emotional level and the desires of the other person. At workplace the lack of emotional intelligence creates many issues. There should be proper education about the emotional intelligence. The Personal SWOT Analysis is way of judgment of individual character strengths, weaknesses, opportunities which can be gained and the threats which can face in future. This is the best way of judgment of one’s basic strengths so it can be used in best manner, weakness, so they can be overcome, exploration of opportunities and the management of the threats in best way.
An increasing percent of the population begins to know the idea of emotional intelligence. This concept was firstly developed by two American university professors, John Mayer and Peter Salovey (1990) and they concluded that, people with high emotional quotient are supposed to learn more quickly due to their abilities. Another psycologist named Daniel Goleman (1995) extended the theory and also made it well-known. In his articles and books, he argued that people with high emotional quotient do better than those with low emotional quotient. In this essay, it will be argued that high emotional intelligence can influence work performance positively to a relatively high extent. Both benefits and limitations of a high level of EI in the workplace will be discussed and a conclusion will be drawn at the end of this essay.
Emotional intelligence has a large amount of number, which in common with social intelligence. Both of them are relevant with perception and understanding of other’s emotion, oneself and act cleverly way in interpersonal relationships. They are mood driver, a neurological and biological state of mind which are the significant key for human relationship, furthermore they are overlapping, interdependent and multidimensional. Additionally, found that most successful people seem to behave wiser in socially and emotionally, for instance, in the workplace and close relationships (Kang,Day, & Meara, 2005). However, each of them contains and focuses on different elements. According to
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).