Thus, the understanding of motivation is a great management’s means in achieving organisation’s goals. To be precise, understanding the behaviour, directing, changing, and controlling the behaviour in organisations are all essential requirements for effective leadership aimed at achieving organisation’s goals, mission, and vision (Blanchard, 1993). Motivated and fulfilled individuals can ensure growth of an organisation in a vibrant and highly uncertain environment because of the strong influence leadership has on employee’s performances and their involvement in achieving organisation’s goals (Hellriegel et al., 1992). This has encouraged numerous researches which have tried to give an answer to which leadership approach is the most suitable. This pursuit has resulted in important leadership theories - from trait theory, through the behavioral and contingency theory, to the contemporary approaches to leadership such as transactional, transformational, interactive, and servant leadership.
When I say strengths I mean I would find each employers strong and low points in each area of the organization, once I figured out their lowest and high points in certain areas I place them in their positions. I believe this will better the organization because each worker will have a position that they are comfortable with, if their comfortable they're going to master the skill that was given to them. According to (Traynor,2010)) The learning process begins with building awareness and identifying individual talents using the Clifton StrengthsFinder Profile and reflecting on previous use of these talents. This statement is basically stating the same thing that I said I would do to better my employees in a organization, you always have to figure out what a person strengths, that's why some organizations fall apart because a lot of their employees are placed in positions that they really don't even know much about. Another article stated managers can better the natural strength of their employees by developing a talent differentiation analysis (Wilson,2010).
But as the world moved to 21st century its working demands are changed. One key to be successful in 21st century is combining people together in a team (vivovere, kooskora & valler, 2014). To obtain its real potential, a team needs its member to be emotionally intelligent about their own emotions, their team member’s emotions and emotions of other persons in the organization outside the team. (Virovere, A. ,et.al 2014).This paper purpose to investigate the effects of emotional intelligence employees in team work management to enhance organizational
For one simple reason, because that the ninth intelligence, meaning the Existential one, has been alluded to by Gardner, yet has never been fully confirmed, endorsed or described. Gardner 's Multiple Intelligences theory is a very useful model for developing a systematic approach to nurturing and teaching children and honouring their individual needs and strengths within a classroom setting. The theory of Multiple Intelligences includes the notion that each person is smart in all seven (or nine) types of intelligences. According to Gardner, each individual possesses each type of intelligence in varying degrees, stronger in some ways and less developed in others. 34 By broadening one’s view of intelligence, as well as valuing and nurturing abilities other than mathematics and reading, doors can be opened by using the strength of children as a means of complementing their less developed area.
The main idea of this theory is that knowledge should not be seen as a single general ability, but a combination of eight distinct forms of intelligence. Psychologist Howard Gardner at Harvard University in 1983 originally proposed the Multiple Intelligences (MI) theory . He defined eight measures of multiple intelligence: linguistics, logical- mathematics, visual-spatial, interpersonal, intrapersonal, musical, bodily-kinesthetic and naturalist. (Armstrong, 2007; Gardner, 1983). According to MI theory individuals differ is in the strength of these intelligences.
INTRODUCTION: What is Organizational Behavior?Organizational behavior studies the impact individuals, groups, and structures have on human behavior within organizations. It is an interdisciplinary field that includes sociology, psychology, communication, and management. Organizational behavior complements organizational theory, which focuses on organizational and intra-organizational topics, and complements human-resource studies, which is more focused on everyday business practices. Organizational studies encompass the study of organizations from multiple perspectives, methods, and levels of analysis. "Micro" organizational behavior refers to individual and group dynamics in organizations.
According to Boswell (1973) some studies have shown that “effective managers stress the need for supportive people; while others did not produce clearly defined results on this” (p.11). According to Boswell (1973), “some have however showed reverse relationship to the following: size of the firm, the nature of the production process, personalities of subordinates, the feelings of the subordinates and the manager’s power in the organization”. The implication is that no leadership style may suit all situations. Thus, there has to be modifications. Agboli and Chikwendu (2006) indicated that “different work situations need different styles if the staff members of that particular organisation are to perform optimally”.