Leadership, Innovation and Change Assignment
Added on 2020-05-16
9 Pages3203 Words48 Views
Leadership ManagementProfessional DevelopmentPsychology
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RUNNING HEAD: Leadership, Innovation and ChangeLeadership, Innovationand Change
Leadership, Innovation and Change 1This article provides that there is a strong role of emotional intelligence in the transformational leadership style of a project manager. The primary responsibility of a project manager is the achievement of project objectives by performing the role of a leader. For the accomplishment of such objectives, an integrated approach is required to be adopted. This approach assists in focusing on the emotional and rational aspects of the project. Therefore, this article studies the linkages between transformational leadership styles and emotional intelligence abilities of a project manager. This linkage is under the project management and systems thinking approach. Moreover, the tremendously changing business environment results in the redesigning of systemsin order to decrease costs. It also necessitates the speeding up of product development along withfocused attention on the satisfaction of the customers. This requires the utilization of project management for the implementation of strategic initiatives through projects (Leban & Zulauf, 2004). The article also highlights that project management is the assistance provided by various activities such as planning, developing and controlling that are required to be completed in order to meet the objectives of the project. The role of the project manager is critical to the success of the project. It also specifies the abilities required in the thinking process of project managers along with other qualities in order to perform the effective management of the project. The leadership role performed by the project manager is considered to be a proactive job where the project managers must possess the capability to understand what drives people (Bryman, Collinson, Grint, Jackson & Bien, 2011). They should also possess the ability to enlist the self-interest of the people for the accomplishment of goals and objectives of the project. The leaders that engage in the transformational behaviors produce positive outcomes in the organization.This article assists in coming to a conclusion that transformational leadership style of a project manager has a progressive influence on actual project performance. It also provides that emotional intelligence ability of the project manager makes a great contribution to the transformational leadership style (Clarke, 2010). In other words, there are a various connections between transformational leadership style and emotional intelligence abilities. The transformational leadership has an inspirational motivation component which is related with emotional intelligence. Individual consideration and idealized influence components of transformational leadership are related with strategic use of emotional intelligence. However, the
Leadership, Innovation and Change 2component of laissez-faire and transactional leadership has negative relationship with understanding emotions and strategic emotional intelligence. The measurement of emotional intelligence is suggested by the capability of managing and understanding sentiments. Such measurement can follow without recognizing emotional state or completely undergoing them (Rezvani, et. al., 2016). Also, effective leadership has interpersonal skills as an integral part since more service oriented industries have come into existence nowadays. Therefore, leadership roles help in motivating andinspiring others along with fostering positive attitudes at work (Ramchunder & Martins, 2014). Italso creates a sense of contribution the stakeholders and team members. This article demonstrates various concepts such as diamond model which is also known as ‘four wheel drive’ model. The four wheels or elements of diamond model are self, others, task and organization. The ‘self’ element of diamond model specifies the personal characteristics of a leader. In order to be an effective leader, good oration, good looks and charisma are not enough. The ‘others’ element consist of the people the leader is trying to convince. It highlights the kind of relationship that the leader shares with the people which mean the ability to influence them. The ‘task’ element represents the possible initiatives, topics and issues that might be focused by the leader. The ‘organization’ element represents all the aspects of an organization such as control systems, hiring systems, promotion systems, etc. The articles also demonstrates the career concept which signifies that the decision making and thinking of people is grouped in three categories namely anticipated stability of career field, anticipated direction of movement in career and anticipated duration of staying in a career field. The answers to these questions give rise to four career concepts- linear concept, expert concept, spiral concept and transitory concept which shows the relationship between power and status andtime. This article also provides for VABE (values, assumptions, beliefs and expectations) concept. This concept specifies that in today’s organizations, the leaders are required to influence the employees in order to be motivated. This means that their commitment towards high level performance cannot result by simply telling them what to do or through a power relationship.
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