Challenging situations abound in leadership roles, and these situations can create emotionally demanding or stressful responses that may influence leaders and members alike (Siebert-Adzic, Soares, & Jacobs, 2012). Leaders who can leverage their strengths, attributes, or other characteristics may increase their chances of exceling when these events do occur (Arnold, Connelly, Walsh, Martin Ginis, & Ginis, 2015). One area of interest for coping with tense emotional situations is emotional intelligence, specifically the area concerning emotional regulation. When challenging or uncertain conditions are experienced by leaders, the ability to regulate and adjust emotional responses may allow them to be more effective in their role.
The concept of
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Implicit leadership theory is the concept that the way in which group members envision the traits or behaviors of what they consider to be an ideal leader, will impact how they will react to a leader (Schyns, Kiefer, Kerschreiter, & Tymon, 2011). This means that attributes such as resilience, self-awareness, or emotional regulation would be perceived subjectively by group members rather than through an objective leadership framework. Therefore, it is possible that the capacity for the characteristics and attributes of adaptability, regulation, resilience, and self-awareness to help leaders rise to the occasion would be tempered by followers’ perceptions about the applicability of the characteristics and attributes. In other words, if followers believed that emotional regulation was an attribute that a leader could use to overcome challenging situations, they would be more willing to follow a leader with those qualities. This in turn may allow a leader to more readily influence group members, thereby exhibiting greater direction and guidance over a challenging situation. This is the primary reason that group members will take part in the condition of emotional regulation training, along with …show more content…
Emotion regulation features prominently in this research proposal. How an individual interprets a situation may predict both the emotion and the intensity of the emotion displayed (Champe, Okech, & Rubel, 2013). Both emotion intensity and emotion type may contribute significantly to the ability to regulate emotion, and higher intensity emotions were found to be associated with greater emotion regulation efforts (Dixon-Gordon, Aldao, & De Los Reyes (2015). There has been some research into emotion regulation when dealing with difficult, challenging, or hard to control situations. Halperin and Pliskin (2015) found that emotions (e.g. intergroup emotions) contribute in shaping people’s attitudes and behavior in intractable situations. The question then becomes how to use this empirical knowledge for the purpose of developing steps to fully utilize emotion regulation in moments of conflict. Emotional competence is another offshoot of emotion regulation and refers to displaying and experiencing emotion that is appropriate for an organizational situation or environment (Voronov & Weber, 2016). Emotional competence can be thought of as having two facets; private, which is necessary for self-regulatory behavior, and public, which obtains approval from a recognized authority (Voronov & Weber, 2016). Private would allow leaders to actively engage in regulatory behaviors conducive to emotional responses, and public would help leaders and members alike in
Chapter 12.3 discusses approaches to leadership. The leadership theory of Leader-Member Exchange suggests that “leaders adopt different behaviors with individual subordinates and that the particular behavior pattern of the leader develops over time and depends, to a large extent, on the quality of the leader-subordinate relationship” (Landy & Conte, 2013, p. 494). In essence, this leadership theory references how close the leader is with the staff member. Is there a feeling of trust? Is the staff member one that holds expertise in their role that the leader can rely on? Building a relationship with a staff member doesn’t happen instantly. The relationship grows over time which can result in staff members being a close confidante to the
What is a leader? Who are chosen to be leader, and why are they chosen? What set these certain individuals aside from everyone else? A leader is someone who can encourage even those with feeble hearts, insecure souls and self-doubting minds. A leader takes not only their vision but everyone’s vision and create one beautiful creation that is seen throughout the world. My experiences with leadership range from the worst to the best. Once holding a great leadership position myself, I can testify the benefits of great leadership and the disadvantages of horrible leadership. Through my experience with great leadership and the effects on the people, it seemed to the naked eye that everyone was thinking the same thing at the same time. In actually it was the leader uniting the members together on one common chord to produce a sound that would remain in the souls. A leader is someone who not only leads, but also encourages people to do their best, share a collectively common idea or passion with a group, and challenge the process of a traditional style.
Leadership is being able to direct or guide other people by either your own actions or by actually guiding them into the right direction (Acumen). Inspiration to be a leader might come from many different areas like your family, friends, peers, or even teachers. My inspiration didn’t really occur to me until I started attending college in August 2013. In all actuality I never even thought of how to be a leader until I was in Mrs. Moore’s Perspectives class. I now have a desire to be a great leader, and the inspiration has come from Mrs. Moore, and my family. I am the first to attend college out of my family, so in a away I have already started leading my siblings in the right direction. Being a leader means inspiring others to pursue their dreams, and aspirations and helping throughout the journey to success. Being a leader has nothing with authority or being able to tell other what, and how to do things, it’s about having people who look up to you and want to follow your example.
Emotions are frequent companions in our lives. They come and go, and constantly change like the weather. They generate powerful chemicals that create positive and negative feelings, which have a powerful effect on leadership. Some emotions can either facilitate leadership, while others can detract from successful leadership. This course, Emotionally Intelligent Leadership, has truly opened my eyes to the affects that emotions have on being an effective leader. Peter Salovey and John Mayer defined emotional intelligence as “the ability to monitor one’s own and other’s feelings and emotions to use the information to guide one’s thinking and actions” (p. 5). This definition in itself states that emotions, whether it be ones own emotions or those of others, is the underlying factor that directs the actions of a leader. Therefore, throughout the progression (advancement) of this course, I have learned the importance of the development of emotional intelligence for being an effective leader, and because of this I plan on developing the capacities that contribute to being an emotionally intelligent leader for my own success, now and in the future.
(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
In the same way that we depend on our physical heart to pump life-giving blood to every part of our body, we depend on our emotional heart to keep vulnerability coursing through the veins of courage” (Brown 73). We trap our emotions, thoughts, actions, and the overall feeling of value because of our ego. Our ego is that little voice in your head that tells you to pretend and protect yourself. If you begin to lose courage to lead your team because of your ego, then think of the negative outcomes if employees start feeling lonely, exhausted, and fearful. Afterwards, Brown begins to discuss your personal drive and how your values should reflect them.
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...
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.
The leadership predominant in the chronology of the direction of the century in health care organizations has been the Complementary Leadership. The supplemental administration is sub divided into Authentic Leadership Model and Challenge Leadership Model. These models are used as a frame of reference in health care organizations, integrate their philosophy, style, and behaviors. The model of Authentic Leadership is one of the frameworks that emphasizes the relationships between leaders and followers and focuses on the potential of self-development of leaders (Marshall & Broome, 2017, p.146).
I scored moderate on the LOC, (specifically internal LOC) and EI assessments. When evaluating these two tests I found a relationship between my control of emotions and my fate. These surveys made it apparent that my capability to control my feelings provides a higher internal LOC. As Mohapatra and Gupta’s (2010) study suggests, “Being in charge of one's emotions leads a person to believe that he's in control of his/her life and can attain his/her goals by well directed efforts” (p. 16). At work I run into this correlation every time I am dealing with a customer. When I am socially aware of their emotions, I can micro manage my own emotions accordingly. In succession, this increases my relationship management capability. If I do not maintain a high level of EI at work I see my customers’ dissatisfaction as my fault. Therefore, when taking the fate of my customers’ happiness into my own hands, whether it goes bad or good, depends on my handling of the surrounding emotions. Before this test I had not critically thought about how I handled my emotions in a work setting. This helped me understand the connection between being in c...
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
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...adership Practices in Relation to Productivity and Morale." In D. Cartwright and A. Zander, Group Dynamics: Research and Theory, 2nd ed. (Elmsford, NY: Row, Paterson, 1960)
Many people associate leadership with a specific job title or form of power within an organization. However, through personal experience, I have concluded that leadership can come in many forms and position as well as from multiple sources of roles and job titles both with and without power. Based on the definition of leadership, anyone can be considered a leader as long as they have the ability to influence people to achieve a particular result or goal which benefits the organization or group as a whole. Individuals with a secure sense of self and understanding, acceptance of diversity within an organization tend to be the strongest leaders that not only make others want to follow, but they also encourage other leaders to gravitate to their