Leadership and Organizations for the New Millennium
22 Pages7695 Words223 Views
Added on 2020-12-07
Leadership and Organizations for the New Millennium
Added on 2020-12-07
ShareRelated Documents
ContentsINTRODUCTION.............................................................................................................2LEADERS AND MANAGERS IN THE CURRENT MILLENNIUM............................................3TRANSFORMATIONAL LEADERSHIP CHARACTERISTICS.................................................5Love of work..............................................................................................................5Meaningful work........................................................................................................5TRANSFORMATIONAL LEADERSHIP AND EMOTIONAL INTELLIGENCE............................6EMOTIONAL INTELLIGENCE...........................................................................................8Self-Awareness..........................................................................................................9Self-Management....................................................................................................10Social-Awareness.....................................................................................................11Relationship Management.......................................................................................12PROCEDURE OF ANALYSIS AND INTERPRETATION......................................................13Methodology...............................................................................................................14CONCLUSIONS............................................................................................................16REFERENCES:..............................................................................................................17
INTRODUCTIONThe aim of this paper is to suggest the impact on transformative leadership andmanagerial success of leadership intellect, personality and emotional intelligence.Companies need leaders that are capable of working in multicultural environments inthe current century, are aware of global marketing challenges, and understand theneed for diversity because they will allow companies to stay competitive and succeedin multicultural environments (Pool & Cotton, 2015). As well as social literacy issuessuch as confidence, listening, constructive impatience, connective teaching, andcollaborative individualism, leaders around the world need to recognize personal ,social, business, and cultural dimensions of global literacy (Rosen & Digh, 2016) (Pool& Cotton, 2015). Furthermore, Rosen and Digh (2016) state that, among other skills,business literacy must include the ability to build leaders, handle dauntingcircumstances, and be a real connection between leaders and followers. In short,global literacy and social literacy relate to emotional intelligence through motivation,adeptness in relationships, and self-regulation ofemotions.Burns (2019) first indicated that high levels of moral action, ethical behavior, self-sacrifice, commitment, and far-sightedness are exhibited by transformational leaders.Four dimensions consist of transformational leadership behaviors: idealized power,individualized attention, inspirational encouragement, and intellectual stimulation. Bycultivating and mentoring followers, transformational leaders offer individualizedattention (Bass & Avolio, 1994). By giving meaning to work, promoting pro-socialactions, and stressing social objectives instead of individual goals, they provideinspiring encouragement. By fostering innovation and imagination in solving oldsituations in new ways, they also encourage intellectual stimulation. Transformationalleadership is dependent on subordinate interpretation, because the moresubordinates believe that the leader is a type of change, the more the idea of theleader is rooted in followers. Emotional intelligence playsacrucial rolehere.High EIleaders help organizations create and maintain competitive advantage throughincreased performance, improved innovation, efficient use of time and resources,restored confidence, teamwork, and motivation (Goleman, 2019). Transformationalleadership theory provides a model where, in addition to traditional leadership ,leaders can develop their abilities to coach, mentor, and facilitate in the workplace.
Emotional intelligence is defined as one's ability to regulate and monitor one's ownemotions; recognize different kinds of emotions in others; discriminate between one'semotions and those of others; and have the ability to direct information to one'sactions in decision-making (Mayer & Salovey, 2019).In reality, EI has beenrecognized as a real measure of distinguishing superior leadership abilities and skills(Pool & Cotton, 2015), and has become an important social and organizationalscience subject in recent years (Fineman, 2019; Mayer & Salovey, 2014).Moreover,theinfluenceofemotionalintelligenceonpopularcultureandthe academiccommunityhasbeenrapidlygrowing(Emmerling&Goleman,2015).Therefore,under a wide variety of psychological models, the EI thesis has inspired a largenumber of research initiatives that have created a void between what we know andwhat we need to know (Emmerling & Goleman, 2015). Emotional intelligence hasdrawn the attention of business leaders and academics in the same way (Goleman,Boyatzis, and McKee, 2014); and its principles are in an area of interest toconsultants in executive growth (Connor & Mackenzie-Smith, 2015).Whiletechnicalskillsandcorecompetenciesareessentialforsustainablecompetitive advantage,theabilitytooutperformotherorganizationslargelydependsonhowemployeesmanage theirrelationshipswithothers.Inotherwords,emotionalintelligencehelpsanorganizationcommit toabasicstrategy,buildrelationshipsinsideandoutsidethatoffercompetitiveadvantage,promote innovationandrisktaking,provideaplatformtosharedlearning,maintainbalancebetweenthe human and financial side of thecompany’s agenda, and develop open communicationandtrust- buildingamongemployeesandleaders.Therefore, under a wide variety of psychological models, theEI thesis has inspired a large number of research initiatives that have created a voidbetween what we know and what we need to know (Emmerling & Goleman, 2015).Emotional intelligence has drawn the attention of business leaders and academics inthe same way (Goleman, Boyatzis, and McKee, 2014); and its principles are in anarea of interest to consultants in executive growth (Connor & Mackenzie-Smith,2015).The aim of this paper is to provide a theoretical model that enables us to understandhow EIrelatestoleadership.WefirstpresentashortbackgroundofEIandadefinitionofEI.Second, we discuss social information processing theory and goalsetting theories in their relevance to EI andworkplaceeffectiveness.Theimplications
forfutureresearcharediscussedinthefinalsection.LEADERS AND MANAGERS IN THE CURRENT MILLENNIUMLeaders and managers are aware that the current interest in emotional intelligence isits potential utility in forecasting a range of criterion among different populations(Emmerling & Goleman, 2015). In the same way, the validity of the emotionalintelligence structure has been questioned by several scholars. In his article on EI,Lanser (2019) refers to how individuals who use its values find a different way to bewise, encouraging leaders within spheres of power to collaborate with followers. Inaddition, emotional intelligence's predictive validity would likely depend on thecontext, interest criteria, and particular theory used. For instance, traditionalmeasures of intelligence have not been able to perform in accurate ways for a largeportion of the variance in work performance and career success (Emmerling &Goleman,2015).DespitetheimportanceofEI,psychologicalissuesrelatedwithEIhaveledtoagreatdeal of controversy and debate among people who research and practice principlesassociated with emotional intelligence. As with any emerging topic, such discussion isan inherent part of any theoretical creation and scientific discovery phase(Emmerling & Goleman, 2015). The role of EI in organizational behavior and humanrelations research has begun to be recognized by researchers; however, very littleempirical work has been done in evaluating EI and its impacts on workplace issuessuch as efficiency, job satisfaction and leadership issues (Rozell, Pettijohn, & Parker,2014). Thus,researchershavepaidlittleattentiontohowEIofleadersenhance workplace effectiveness. Figure 1 presents a proposed framework of EI and work placeeffectiveness.Transformational LeadershipWorkplaceEffectivenes
s
TRANSFORMATIONAL LEADERSHIP CHARACTERISTICSFrom a general point of view, leadership is defined as the art, act, or function of goingbeforeorshowingtheway.Infact,theconceptofguidingandstimulatingdirectionisassociated with leadership (Stanley, 2015). The present reality must also berecognized by leaders. "The actual situation is sized up by leaders as it actually is,not as it used to be or as they would like it to be" (Tichy & Cohen, 2014). Successfulleadership, however, allows one to consider how well we are doing, so determining avision for the future is a strategic thought to cultivate the capacity to reflect onexternal factors and the individuals served (Stanley, 2015). Similarly, creating a goodteam would also be a critical part of every company. Good leaders and administratorsrecognize how good applicants should be motivated to apply for particular positionsin the organization (Stanley, 2015). In addition, Crane (2016 ) notes that coachingabilities are also a requirement for success and describes transformative coaching as"the art of helping individuals develop their performance in a way that they feelhelped." Therefore, correct use of language and word choices is one of the mostcritical skills needed for good coaching. In the same way, Boverie and Kroth (2016)indicate that in the workplace, there are three keys to generating excitement andthus stimulating transformative leadership. There are love for work, satisfying work,and a workplace that nurtures.Love of workWhen staff and team members enjoy their jobs, they will become more successful. Indeveloping a supportive climate for work, teammates should be enthusiastic. Inaddition, it is well recognized that individuals do better when they are put in positionsthat they are well-suited for.Meaningful workEmployees and team members are conscious of the value of internal contact becausefuture supporters need to learn from all institutions that do ups and downs. It justhelps remind staff why they are working so hard. Boverie and Kroth (2016) proposethat a nurturing workplaceisakeytocreatingacaring,understanding,andflexible
End of preview
Want to access all the pages? Upload your documents or become a member.
Related Documents
Developing Emotional Intelligence - A Professional Workshop Planlg...
|12
|3109
|83
(PDF) Emotional intelligence and nursinglg...
|17
|850
|69