Understanding on how the brain process and how the emotional response system works should also be a factor in where we place team members within our organizations. Being able to relate behaviors and challenges of emotional intelligence on workplace performance is an immense advantage in building an exceptional team. One of the most common factors that lead to retention issues is communication deficiencies that create disengagement and doubt. A leader lacking in emotional intelligence is not able to effectively gauge the needs, wants and expectations of those they lead. Leaders who react from their emotions without filtering them can create mistrust amongst their staff and can seriously
So either they have it or not! Others believe that leadership is mostly demonstrated through the the relationship between leaders and followers. Most of the people believe that leadership is really important for the effectiveness of the organization (Cherry, 2013) since it influences others in understanding everything that needs to be done and how. Moreover,leadership motivates employees in order to accomplish the organizational goals. The topic of leadership effectiveness is of special interest, and the discussion keeps returning to the question of what makes a person an effective leader (Yukl, 1998).
3.1 Summary of the Theoretical Considerations Recent study on educational leadership has pointed consistently to leadership styles as one of the critical goals of higher education and a yardstick for measuring its efficiency (Rafiq & Mehmood, 2010). Quality of higher education is considered if the leadership styles of heads and teachers are powerful and motivational (Davies et al; 2001) that behaviors contribute to subsequent student learning and development of organization (Lok & Crawford, 2004), including the behaviors they develop (Cummings & Worley, 2014) and the quality they make (Trivellas & Dargenidou, 2009). Behavioral theories of leadership were governing in the 1990s. There are number of examples as PGT (path-goal theory) (House
Being a leader managing one’s emotion is very vital for his leadership. As described by Ashkhanasy and Tse (2000), all types of leadership resolve around “mobilizing human resources toward the attainment of organizational goal”. Researcher have emphasized on the proper use of emotions to become a successful leader. Pescosolido (2000) argues that leader use emotions for securing assistance within groups, to encourage groups and improve the required communication. One field of leadership that seems promising for heaving a relationship with emotional intelligence is transformational leadership.
Koh proposed the hybrid learning pedagogy to raise awareness and develop crisis leadership qualities. The design of the learning pedagogy aim to maximise learners’ engagement which shaped an effective learning culture (Constantinescu, 2013; Stasio, 2013) which enhanced learning efficacy and ensured desired learning outcomes especially for leadership education in the military context (Persyn & Polson, 2012). Quality of supporting
Public leadership does not function properly without a solid relationship between the leader and those who are led. Leadership is conventionally attributed as a skill or quality pertaining to the individual, however, leadership contains complex layers that transcend the common individual and gives rise to a dynamic power relationship. Personal and contextual aspects contribute to the definition and understanding of what makes a successful leader. Joseph S. Nye, George C. Edwards III, and Graham T. Allison are some of the academics that have contributed to this school of thought. Their works focus on several aspects of the dynamic power relationship between leaders and followers, like: personal traits of the leader, charisma, contextual intelligence, and decision making.
Considering that emotional intelligence deals more with skills to be developed than just personality traits, I look at areas of growth for myself when it comes to explaining my own emotional intelligence. I learned that emotional intelligence involves interpersonal skills and the ability to manage the behaviors and emotions of others in the workplace. In order to achieve emotional intelligence at a high level, many factors regarding one 's self must be analyzed. Self-Awareness, Self Motivation, and Self Regulation are all key components of emotional intelligence. In order to be self aware, I must be able to understand my own emotions, and my own strengths and weaknesses, as well as my needs.
Self-awareness can be described as understanding what you are feeling and why you are feeling that way, as well as understanding what other people are feeling and why they are feeling that way (Hughes and Terrell, 2012). By understanding these two information, awareness and empathy, we can respond, behave, and communicate in any different situation. In other words, this skill is the most critical component that can influence our actions and others as well. Self-awareness as the foundation of emotional intelligence enables people to monitor and observe themselves. This is the most important skill of emotional intelligence as stated by Weisinger (1998) “emotional intelligence can only begin when affective information enters the perceptual system”.
Transformational leadership usually concerned with emotion, values, ethics and standards. As mentioned by Northouse (2010), this leadership style created a close connection between the leaders and followers. This is because transformational leaders always raise followers’ motivation, satisfy their needs and treat them as full human being. Therefore, transformational leaders can easily influence their followers in term of belief and perception. However, transactional leadership contrary to transformational leadership.
And share sufficient information that would lead to goal accomplishment. The leader is further expected to delegate powers, to appreciate others’ needs, and to make decisions based on mutual interest. If a leader exemplifies these characteristics, he/she is viewed as successful positive individual. A transactional refers to two-way influence and the presence of social exchange in the relationship, both of which have a dynamic quality. Under this theory, “the term transaction is needed to indicate a more active role by followers in an exchange relationship with the leader, including mutual