Abstract This paper relates that the writer's Kouzes-Posner leadership practices inventory (LPI) feedback report revealed that his ability to keep his commitments was rated as one of his greatest personal strengths by his supervisors; however, he needs to work on his listening skills. The writer points out that the LPI allowed him to compare the different responses of the various people reporting on his performance on various leadership attributes. The paper then presents the writer's leadership map to develop his leadership ability especially in the areas of English communication skills, listening better and the impression he gives when working on a team.
Table of Contents:
Leadership Strengths Not Sufficiently Recognized In Myself
Leadership Strengths Not Sufficiently Developed
Connection between the LPI Data and Other Leadership Concepts
What I Learned about Research from this Assignment
Leadership Map
From the Paper "Through improving my listening and communication skills I hope to convey to others that I appreciate their commitment and ideas. Although I do appreciate the commitment of others to a project, it seems that this sense of appreciation is not always registered by other team members or my own superiors, and obviously communicating appreciation is just as important as feeling it, when demonstrating leaderships skills. Good communication skills are essential for me to engage in the form of leadership known as "inspiring".
Tags:commitmentsemotionallistening, anecdotal reports, team
Abstract The writer looks at the power of music to evoke emotional reactions from those listening, whether actively or passively. The paper discusses the ways music can lift spirits and release stress, allowing people to seek comfort in times of distress. The paper also cites cases in which music has been shown to play an important part in improving the performance of employees by easing their stress and stimulating their activity.
From the Paper "By modulating the quality of the music, such as its tempo, one can elicit the desired emotion. Deborah Salmon, a music therapist working with terminally ill patients, finds that music has a vast potential in bringing forth a great depth of emotions, such as hope, faith and sadness, from her patients (Fleming 103). Music with a low tempo and without changes in dynamic lowers blood pressure and heart rates in cardiac patients (Fleming 104). In addition, music that is personally meaningful to the listeners has a more powerful effect on them (Fleming 104). According to Don Campbell, the author of The Mozart Effect, classical music by romantic composers such as Ravel and Chopin and chants, such as Gregorian or Eastern chants, can help produce relaxation (Fleming 105). Rock and country music can stimulate emotions and movements, thus releasing tension and pain. The lively beats of Salsa and Latin music can increase the flow of energy and encourage the body to move. Techno, with its stimulating, pulsating beats and unique rhythms, helps young adults overcome depression (Fleming 105)."
Abstract This paper researches the degree to which what is called the "emotional intelligence" of leadership can raise social capital and even create knowledge in periods of organizational transformation. The author explains the term and describes several ability models linking emotional intelligence with the ability to decipher patterns of meaning displayed in emotional situations. The author also describes some tests used to measure emotional intelligence and summarizes some research studies on leadership that best accommodate this type of intelligence. To conclude, some studies are cited that found that during periods of organizational change, transformational leadership was enhanced by emotional intelligence, which in turn improved overall project performance. This paper contains a table.
Outline:
Motivation and Knowledge Creation
Theories and Models of Emotional Intelligence
Measurements of Emotional Intelligence
Emotional Intelligence and Ethical Considerations
Type of Trust in the Emotional Intelligence Approach
Analysis: The Leader-Member Exchange Theory as Most Synergistic with Emotional Intelligence
Knowledge Creation Models and Organizational Change: the Need for Emotional Intelligence
From the Paper "Would leadership be best organized by a more linearly-structured culture, or a dynamical/ informal one? Either way, it seems true that the other factors of a specific style of the leadership as well as the culture of the organization as a whole include both rational and emotional aspects, showing why personality tests are so highly valued especially at the higher levels of management. This approach explains the contradictory sound of the phrase 'emotional intelligence', which would seem to unite two things usually separated. We generally think of emotions as what we feel during personal reactions to events and intelligence as our ability to decipher and apply abstract knowledge."
Abstract This paper investigates the emotional development process in early adulthood. The paper examines the relationship between emotional development during early adulthood and the experiences of love and mate selection. Also addressed are the role that emotional development plays in lifestyle choices and the changes that occur in adulthood.
From the Paper "Individuals need to effectively deal with the presenting conflict of a current developmental stage in order to advance onto the next stage of development. Therefore, young adults need to work out issues of intimacy versus isolation in order to successfully leave young adulthood and graduate onto adulthood, which presents a different main conflict. Research has indicated that a necessary component for a capacity for intimacy is the achievement of a strong identity, and it has been found that this differs between men and women (Carver & Scheier, 1996). The presence of strong identities was found to be predictive of whether or not men got married, while it predicted the likelihood of a lasting marriage in women (Carver & Scheier, 1996)."
Tags: erikson, psycho-social, young, stages, old-age, intimacy, isolation, commitment, love
Abstract This paper details the various aspects of listening, the skills involved in listening, and the benefits derived from good listening, especially in management functions and business negotiations.
From the Paper "The first one is the "talker" and the one who receives the communication is the "listener". Often, one hears the term "lack of communication" when some misunderstanding occurs between these two parties, which most of the time implies that whoever delivering the message did not do an effective job. This may not always be true. Unfortunately, few know how to be good listeners. Statistics indicate that the normal, untrained listener is likely to understand and retain only about 50 percent of a conversation. One has to develop appropriate skills and techniques to be a good attentive listener during individual conversations and also during meetings and lectures. Strange as it may sound, there are courses and training sessions conducted to develop listening skills."
Abstract This paper discusses the innate relationship exhibited between listening skills and leadership. Specifically addressed is how listening skills are key to developing refined leadership skills and how good leadership skills, in combination with listening skills, can have a profound impact on the communication and interchange between employees and management.
From the Paper "Listening skills are important in management and in developing leadership skills because managers and administrators must rely on information as it is relayed from their staff, co-workers and colleagues. One research study frames the importance of listening skills in this way: "The average individual spends from 42 to 60 percent of daily communication time listening...Yet most people are inefficient listeners; they forget, ignore, or misunderstand up to 75 percent of what they hear..." (Lynott, 1998, para.5). That is a large percentage of information that is either forgotten or generally unheeded. "
Abstract Emotional intelligence is as an individual's ability to understand other's emotions and to use that understanding to successfully interact with others. It has been argued that emotional intelligence is more important as compared to traditional intelligence or IQ. This paper provides a detailed description of the concept of emotional intelligence, before examining how it is applied in the workforce, as well as in business leadership.
Paper Outline:
Introduction
Emotional Intelligence at the Workplace
Achieving an Appropriate Level of Emotional Intelligence at the Workplace
Creating Opportunities for Emotional Intelligence: Important Considerations
Promoting Emotional Intelligence in Organizations
Emotional Intelligence and Business Leadership
Learning Emotional Intelligence
Conclusion
Works Cited
From the Paper "Motivation helps the individuals to define new and improved methods of completing a certain task or performing a job. It also creates loyalty among the individuals, towards their cause. In addition to this, the element of empathy further contributes towards the development of emotional intelligence in an individual. It allows the individual to consider the feelings of the individuals who are expected to be affected by his or her decisions. Emotional Intelligence helps the individuals to realize the fact that their decisions are going to affect others in a positive or a negative manner and therefore they should consider the consequences of their decisions. Finally, social skills allow the individuals to come close to their peers and subordinates and understand their emotional needs."
Abstract This paper begins with a definition of emotional intelligence and an overview of the five components that comprise emotional intelligence. The paper explains that, while IQ is an important qualification for effective leadership, emotional intelligence is the key. The paper also takes a look at how emotional intelligence is assessed, how those in leadership positions can enhance their emotional intelligence and how leaders with high emotional intelligence improve the quality of the organization they are managing. The paper concludes with a list of suggestions for what a company can do in order to facilitate and accelerate the competencies of its leaders.
Table of Contents
Definition
Assessment
Implementation
Improvement
From the Paper "Leadership requires some degree of intellect and IQ but these are merely "threshold capabilities" that help achieve a high-level position (Goleman, 1998a). Goleman's (199b) extensive research on emotional intelligence has proven that 85 to 90 percent of successful leadership is highly attributable to their emotional intelligence. Figure 1, provided in the appendix, shows the correlation between a person's success and their level of experience, emotional intelligence, and IQ (Cherniss & Goleman, 2001). Although high competency levels are necessary for leadership there are other underlying factors that will determine whether the competence manifests itself (Macaleer & Shannon, 2002). Furthermore, having emotional intelligence does not guarantee successful leadership because failure is possible as illustrated in figure 1. A further study conducted by Goleman (2001) demonstrates that previous work experience and a high level of emotional intelligence is the most powerful combination that breeds success in leaders. Generally, IQ is an important qualification but emotional intelligence is the facet to effective leadership."
Abstract This dissertation proposal examines the relationship that exists between the role of 'emotional intelligence' and 'effective leadership and job success'. According to the paper, the theory of emotional intelligence states that emotional intelligence "is a combination of the intelligence we have that helps us both know and manage ourselves well, and the intelligence that we have that helps us understand, motivate and relate effectively to other people." The paper further discusses how even the most academically brilliant among us are vulnerable to being undone by unruly emotions.
Outline:
Introduction
Emotional Intelligence Theory
EI as a Form of Intelligence
Spearman - Psychological Ability
Thorndike Social Intelligence
Weshsler - "Non-Intellective Abilities"
Howard Gardner - "Multiple Intelligences"
Mayer & Salovey - "Four Branch Model"
Daniel Goleman - Personal and Social Competencies
Reuven Bar-On - EI in the Context of Personality Theory
Emotional Intelligence and Leadership
EI and Successful Organizational Leadership
Summary and Conclusion
From the Paper "Emotion Quotient Inventory (EQ-I) self report measure of emotionally and socially intelligent behavior that provides an estimate of emotional-social intelligence. The EQ-I was the first measure of its kind to be published by a psychological test publisher (BAR-On, 1997a) Contains 133 items (short sentences) (5 point response scale) takes 40 minutes to complete (scales are scored on 15 subscale scores: Intrapersonal (self-regard, emotional , self-awareness, assertiveness, Independence, self actualization) Interpersonal (empathy, social responsibility, interpersonal relationship) Stress management (stress, tolerance, impulse control) Adaptability (reality testing, flexibility and problem solving) General Mood (optimism, happiness) Scores computer generated/raw scores auto. tabulated and converted into standard scores based on a mean of 100 and standard deviation of 15. Resembles IQ scores - (E) Ave to above ave EQ scores - suggest respondent = effective emotional and social functioning. Higher scores - more positive prediction for effective functioning in meeting daily demands/challenges. Low - inability to be effective due to emotional, social or behavioral problems. Has built in correction factor automatic adjustment of scale scores based on scores obtain from two of the instrument's validity indices (positive impression and negative impress) Important feature for self-report reducing potential of distortion in effects of response bias with increased accuracy in results."
Abstract This paper describes the emotional labor involved in being a psychiatrist. It takes as a starting point Hochschild's study of flight attendants, "The Managed Heart", which describes the difference between emotional labor systems and private emotional systems. The paper describes two distinct contexts of psychiatric emotional labor: diagnostic and therapeutic.
From the Paper "From a historical perspective, the phrase "emotional labor" is strange because it suggests that things that occur naturally to us in our daily lives might constitute "work." If this is true, is our everyday eating "nutritional labor," or chatting with friends "social labor"? Yet in many fields, empathy and other proper emotional responses to others are a necessary job task to be fulfilled on demand. This demand characteristic marks the difference between labor and non-labor: labor is doing that which is required of us, whether or not we want to do it, while non-labor is doing what we want to do, whether or not we are required to."
Abstract This paper discusses whether emotional intelligence in young children can be assessed. The author defines the concept of emotional intelligence and the different components that make up its hierarchical paradigm. Additionally, the paper describes the reasons why such an assessment is important. Literature and other research in this field is cited, along with the findings from this study. The author concludes that further research in this field would optimize better understanding of assessing emotional intelligence.
Outline:
Introduction
Statement of the Problem
Purpose of the Study
Significance of Study
Research Question
Research Methodology
Delimitations of the Study
Basic Assumptions
Organization of the Study
Chapter Two
Introduction
Review of Literature
Historical Perspective of Emotional Intelligence in Young Children
Characteristics and Elements of Emotional Intelligence
Chapter Three
Research Findings
Summary
Recommendations
Bibliography
From the Paper "Over the past thirty years, educational theorists have created a paradigm to categorize emotional intelligence into three categories - self-knowledge or emotional literacy, consequential relationships or self-choice, and noble goal setting or giving of self. These components combine to form a hierarchal paradigm. While there are various sub-components under each heading. These three categories comprise the definition of emotional intelligence. (Fish, 2004)."
Abstract The paper examines the book "Working with Emotional Intelligence" by Daniel Goleman, which focuses on how the concept of emotional intelligence applies to the workplace in the form of what he calls "emotional competence". The paper discusses how Goleman offers the business executive, corporate leaders and individual employees advice on how one can improve his levels of emotional competence. The paper posits that the reader comes away with an in-depth understanding of the important and complicated role emotional intelligence plays in the business world.
From the Paper "In his book entitled Working with Emotional Intelligence, author Daniel Goleman expands on his groundbreaking work on what it means to be smart published in Emotional Intelligence. In Working with Emotional Intelligence, Goleman focuses on how the concept of emotional intelligence applies to the workplace in the form of what he calls "emotional competence". According to Goleman's theory, in today's rapidly evolving business world, emotional intelligence plays a more and more important role in predicting and achieving performance and success."
Abstract This essay explores the emotions and feelings in the decision making process. It does this by first defining what is meant by the decision making process. It then looks at emotions and feelings in consumer psychology, relating how this impacts on the decision-making process. The essay also views the role of these emotions and feelings in the decision-making process in the South African context, and discusses various ways in which emotions and feelings can be used in a marketing strategy to enhance marketing communication (i.e.: the combination of advertising, the sales force, public relations, packaging and any other technique in which that the company provides itself and its products) and a company's total product (i.e.: the entire set of characteristics involved in the marketing strategy).
From the Paper "The most perverse and influential assumption in consumer behavior research is that a decision making process precedes purchases (ie: that the consumer goes through a complex process of deciding what and where to purchase, before the actual purchasing itself). Many definitions of the decision making process exist, but most agree that two or more actions occur within it and, therefore, choice must occur. In addition, individual consumer's "evaluative criteria" facilitate the forecasting of each alternative's consequences for the consumer's goals or objectives. Further, the chosen alternative is determined by an evaluative procedure, and information sought from external sources or retrieved from memory is processed in the application of this evaluation process (Olshavsky & Granbois, 1991). Interestingly, there is evidence that a significant proportion of purchases may not be preceded by a decision process, and that for many purchases, a decision process never occurs."
