Emotional Intelligence: Effective Workers And Leaders Essay

Question:

Discuss about the Emotional Intelligence for Effective Workers and Leaders.

Answer:

Dabke, D., 2016. Impact of leader’s emotional intelligence and transformational behavior on perceived leadership effectiveness: A multiple source view. Business Perspectives and Research, 4(1), pp.27-40.

In this article, Dabke (2016) has mentioned about the importance of emotional intelligence (EI) in the effectiveness of leadership. This article was based on the research carried out to focus on the relationship between EI based on performance and transformational leadership. The research purposed served the job role of the participants with efficient leadership by the superiors and the perception of the sub-ordinates. The research sample consisted of 200 managers who went through the Mayer, Salovey and Caruso EI test and Multifactor Leadership Questionnaire 5X scale. Supervisory leadership survey was used for the purpose of this research on the subordinates for measuring the viewpoint of effective leadership. The multiple regression analysis outcomes have led to the advent of transformational leadership behavior as an affirmative indicator of the subordinate’s leadership efficiency. On the other hand, supervisor’s perception of effective leadership explained transformational leadership on a range of 48%. It was found out at the end of this research that in terms of both perception of subordinates and the leaders, EI of the leaders could not get success in rising as an indicator of the observed effectiveness.

Ramchunder, Y. and Martins, N., 2014. The role of self-efficacy, emotional intelligence and leadership style as attributes of leadership effectiveness. SA Journal of Industrial Psychology, 40(1), pp.01-11.

Ramchunder and Martins (2014) has explained in their work that the police service is complicated in its organizational structure and because of that; they face challenges in effective leadership. The complex leadership nature in the police services is due to the failure in developing the officers as effective leaders. The aim of this research was to find out about the relationship among the three factors of emotional intelligence, self- efficiency and leadership effectiveness. The research sample was composed of 107 police officers. Assessing Emotions Scale, the self- efficacy scale, and the multi- factor leadership questionnaire was used as instruments for assessment. EI and self- efficiency were used as the key factors in choosing leaders for the police organizations and developing their skills for effective leadership. A quantitative design was used for attaining the research objectives by using questionnaire for gathering information from the selected sample. The findings of this research were used as a guide for further selection of leaders in the police organization, which has paved the way for further research and development.

Vidyarthi, P.R., Anand, S. and Liden, R.C., 2014. Do emotionally perceptive leaders motivate higher employee performance? The moderating role of task interdependence and power distance. The Leadership Quarterly, 25(2), pp.232-244.

According to Vidyarthi, Anand and Liden (2014) a wide extent of EI has scrutinized the relationship between the employee performance and intelligence. A theory was developed to make the research wider in the area of leader and employee relationship. Emotional intelligence research and social change theory was combined to boost up employee performance based on the leader’s emotional perception. Based on the social impact theory, it was countered in this article that the power of the relationship was dependent on two research variables- intra- group task dependence and power distance. The research hypothesis was assessed based on a sample of 350 employees among 74 workgroups. It was further supported by hierarchical linear modeling, which resulted in assuming the relationship between the leaders’ emotional viewpoint and the employee performance. The research findings highlighted that the relationship between them could be enhanced by interdependence of job role. It further reduced the probable effect by power distance.

Miao, C., Humphrey, R.H. and Qian, S., 2016. Leader emotional intelligence and subordinate job satisfaction: A meta-analysis of main, mediator, and moderator effects. Personality and Individual Differences, 102, pp.13-24.

In this article, the writers Miao, Humphrey and Qian (2016) emphasized on the important factors of leaders’ emotional intelligence (EI). They have mentioned that the EI of the leaders is positively connected with employee job satisfaction. It is a symbol to represent incremental validity. It further represents the associated importance based on EI. On the other hand, the subordinates’ emotional intelligence balances with the EI of the leaders and their job satisfaction relation. The research was carried out with the purpose of finding out that emotional intelligence of the leaders varies on certain national and cultural dimensions. The research was based on the meta- analysis where the leader’s emotional intelligence was related positively to the employees’ job satisfaction. Different dimensions of EI have displayed important incremental value and the associated importance of personality and cognitive ability to assume about job satisfaction. The leaders’ EI represented important incremental validity and relative importance in front of the subordinates’ EI to assume about job satisfaction. The research findings have determined that EI is hardly related to employee job satisfaction and the leaders are more inclined towards employee satisfaction in low humane organizational culture.

Balamohan, P., Tech, M. and Gomathi, S., 2015. Emotional intelligence–Its importance and relationship with individual peformance, team-effectiveness, leadership and marketing effectiveness. Mediterranean Journal of Social Sciences, 6(1), p.120.

The authors Balamohan, Tech and Gomathi (2015) have explained the association of emotional intelligence with the employee performance, effective leadership and marketing. This research was carried out to serve the purpose of evaluating the ways in which emotional intelligence plays a major role in directing and boosting an individual’s behavior within oneself and organization in an effective manner. The review of the literature focused on the relative significance of emotional intelligence, the methods used for its measurement and its association with the research variables. The research variables included employee performance, team effectiveness, marketing and leadership. The research findings have highlighted the fact, EI is related with the research variables and play a crucial role in assessing, amending and channeling an individual’s behavior for the betterment of personal and organizational experience. There was difficulty in measuring emotional intelligence due to lack of valid evidence and it was not clarified if EI originated from inherent trait or through learning and experience. Further research needs to focus more on the empirical framework for a better understanding.

Bibliography

Balamohan, P., Tech, M. and Gomathi, S., 2015. Emotional intelligence–Its importance and relationship with individual peformance, team-effectiveness, leadership and marketing effectiveness. Mediterranean Journal of Social Sciences, 6(1), p.120.

Dabke, D., 2016. Impact of leader’s emotional intelligence and transformational behavior on perceived leadership effectiveness: A multiple source view. Business Perspectives and Research, 4(1), pp.27-40.

Miao, C., Humphrey, R.H. and Qian, S., 2016. Leader emotional intelligence and subordinate job satisfaction: A meta-analysis of main, mediator, and moderator effects. Personality and Individual Differences, 102, pp.13-24.

Ramchunder, Y. and Martins, N., 2014. The role of self-efficacy, emotional intelligence and leadership style as attributes of leadership effectiveness. SA Journal of Industrial Psychology, 40(1), pp.01-11.

Vidyarthi, P.R., Anand, S. and Liden, R.C., 2014. Do emotionally perceptive leaders motivate higher employee performance? The moderating role of task interdependence and power distance. The Leadership Quarterly, 25(2), pp.232-244.

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