Job satisfaction of employees is one of the emerging issues for today’s HR managers based on the strategic link between job satisfaction and employee productivity. Satisfaction of employees is a complex phenomenon as it depends on various factors for employees at different hierarchal level of the enterprise. It is therefore essential for the executives of the organizations to cope with this challenge strategically.
Job satisfaction concerns with physical as well as psychological aspects of jobs. Personal factors of employees should be linked with financial gains in order to achieve the long term viability of the organizational objectives. Emotional intelligence concept is vital which use social skills in understanding the personal emotions of employees and accordingly motivate them towards the desired goals. A good leadership style is also essential by the executives to accomplish the optimum level of satisfaction of the employees.
Emotional Intelligence, Job satisfaction and Leadership Style are some of the emerging issues in the organizational theory. The past literature endorse emotional intelligence (Daus & Ashkanasy, 2005; Van Rooy & Viswesvaran, 2004) and transformational leadership (Albion & Gagliardi 2010; Yang, and Islam,2009) as predictors of job outcomes including job satisfaction.
A wide range of research suggests that emotional intelligence abilities and traits influence job satisfaction (e.g., Carmeli, 2003; Sy, Tram, & O’Hara, 2006) but relationship between Job Satisfaction, Emotional Intelligence and Leadership Style has not yet received empirical attention. Further, there are rare studies that find the mediating effect of transformational leadership between emotional intelligence and Job Satisfaction.
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...Intelligence and Transformational Leadership. Under certain conditions Emotionally Intelligent people are assumed to be more satisfied than other people. Organizations must train their employees for both Emotional Intelligence skill and technical skills side by side. Organizations should be enlightened and well aware of the importance of Emotional Intelligence for Job Satisfaction of employees.
Trainings are required to conduct to get employees recognize with Emotional Intelligence and the use of Emotional Intelligence. It will be not only beneficial for employees but for the organizations also by creating a win-win situation for both entities. Therefore recognizing Emotional Intelligence is first step that further require encouragement to promote and improve this construct, by doing so, in long run, individual success becomes synonymous with organization success.
The transformational leadership characteristics of idealized influence, inspirational motivation, and individualized consideration are heavily linked with Daniel Goleman’s theory of emotional intelligence (Barling, Slater, & Kelloway, 2000). Emotional Intelligence has gained great prominence in the study of its relationship with leadership effectiveness. By understanding one’s own emotions, managing and controlling these emotions, as well as understanding the emotions of others, research shows that leaders can have great influence on an organization’s success (Goleman, 1997; Goleman et al., 2002).
Emotional intelligence is a new way of thinking about success in life and especially in leadership. Emotional intelligence (EQ) is the ability to identify, use, understand, and manage emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges, and defuse conflict. Emotional intelligence impacts many different aspects in daily life, such as the way we behave and the way we interact with others. The benefits of higher emotional intelligence are it easier to form and maintain interpersonal relationships and to fit in to group situation. And it’s also better of understanding their own physiological state which can include managing stress effectively and being less likely to suffer from depression.
Goleman (1998) remodelled Mayer and Salovey (1997) model into an analogous form. Since emotional intelligence is the ability to identify one’s own feelings as well as the feelings of others, capacity to motivate oneself and others and the management of emotions in relationships, it is one of the best tools to analyse the degree of skills required for each job.
Emotions are frequent companions in our lives. They come and go, and constantly change like the weather. They generate powerful chemicals that create positive and negative feelings, which have a powerful effect on leadership. Some emotions can either facilitate leadership, while others can detract from successful leadership. This course, Emotionally Intelligent Leadership, has truly opened my eyes to the affects that emotions have on being an effective leader. Peter Salovey and John Mayer defined emotional intelligence as “the ability to monitor one’s own and other’s feelings and emotions to use the information to guide one’s thinking and actions” (p. 5). This definition in itself states that emotions, whether it be ones own emotions or those of others, is the underlying factor that directs the actions of a leader. Therefore, throughout the progression (advancement) of this course, I have learned the importance of the development of emotional intelligence for being an effective leader, and because of this I plan on developing the capacities that contribute to being an emotionally intelligent leader for my own success, now and in the future.
(2013) separated emotional intelligence into four domains, self-awareness, self-management, social awareness, and relationship management (pp. 30, 38). These domains are then broken into two competencies. Self-awareness, the understanding of one 's emotions and being clear about one 's purpose, and self-management, the focused drive and emotional self-control, make up the personal competence (pp. 39, 45-46). While social awareness, or empathy and service, and relationship management, the handling of other people 's emotions, make up the social competence (pp. 39, 48, 51). These emotional intelligence competencies are not innate talents, but learned abilities, each of which contribute to making leaders more resonant and effective (p. 38). This is good news for me because I still have much to develop in regards to emotional
As a leader, this unit has been extremely fruitful in helping to understand when and why leaders are effective. For years now, I have pondered the difference between managers and leaders in the workplace and considered what leadership skills I have. It is imperative for leaders to explore themselves and understand their followers in order to shape organisational culture and build social capital. For some people, leadership comes naturally for some situations but not others. For other people, they may find leading a task or department fairly easy but feel uncomfortable in areas that don’t suit them. This essay also discusses the significance of followers and the potential success followers may achieve, potentially through strong leadership succession programs. The essay will then explore the broad topic of emotional intelligence which is a
Daniel Goleman (Big Think, 2012) refers to “emotional intelligence (EI) as how well we handle ourselves in our relationships” and is comprised of four dimensions: Self-Awareness, Self-Management, Social-Awareness, and Relationship Management. Scientifically-based assessment tools like the Multifactor Emotional Intelligence Scale (MEIS) have been developed to measure an individual’s EI areas of strength and weakness. The following paper will analyze and discuss the results of my Maetrix MEIS Self-Assessment, how emotional intelligence impacts my self-leadership abilities and strategies that I plan on using to develop into a more efficient leader.
...sults were compared with those from another 140 supervisors, peers, and Regression analyses showed that there is a positive correlation between the emotional intelligence of managers and organizational climate. The results of the analyses also show that among emotional intelligence's factors, social awareness and self-awareness have more influence on organizational climate, while among organizational climate factors, credibility is most influenced by managers' emotional intelligence.”
Rehman, R. (2011). Role of emotional intelligence among leadership styles, decision making styles and organizational performance: A review. Retrieved from: http://works.bepress.com/rashidrehman/2
It is well established reality that organisations in the world today can no longer survive without focusing on their employees. If they have to be at the competitive edge they have to invest in human resource, and placing their employees on top priority. This notion has lead to the strategies that, most organisations are pursuing through employee management. To achieve the optimum performance from employees organisations must motivate their employees, and have to engage them in activities that will benefit and help employees in achieving their predetermined goals and objectives. In order to achieve this, it is imperative for managers to set in motion work conditions that will help employees to achieve satisfaction of their job, low turnover and absenteeism rate and promoting the environment that promotes the organizational commitments and organizational citizenship behavior. Job satisfaction has been identified as a major requirement for organisations which aim to achieve excellence in their operations. Armstrong (2003) refers to job satisfaction as the attributes and feelings people have about their work. By extension, job satisfaction will mean positive or favourable attitudes towards one’s job whilst a negative or unfavourable attitude indicates job dissatisfaction.
Research demonstrates for professions of all categories, emotional intelligence is more important than IQ and technical skills combined. Emotional intelligence is more than 85% of what sets star performers from the average. The higher the level of a job 's complexity is and its authority, the larger the influence of outstanding performance on the bottommost-line. Top leaders can enhance or destroy enormous financial value and the higher the level, the higher the force - so the higher the impression. We are speaking about "solid" results such as enhanced effectiveness from higher efficiency, amplified sales and lowered costs as well as "weaker" results as enlarged drive and enthusiasm, greater collaboration, lower turnover and loss of talent.
There are many different positions in an organization that require different knowledge, skills and abilities. Supervisory and management positions encompass more than just technical knowledge, skill and expertise in their given area, but being leaders over others. This is of interest to organizations in having leaders who are able to motivate, understand and get their teams to work together. Many organizations are looking to improve their performance and productivity through finding and placing the right people in leadership positions. How the concept of emotional intelligence and its evolution has come to the forefront in assisting companies about leadership performance and decisions will be discussed along with the debate among researchers and the review of three assessments as to their impact and uses.
Sy, T., & Cote, S. (2004). Emotional intelligence: A key ability to succeed in the matrix organization. Journal of Management Development. 23(5). 437-455
Fernandez-Araoz C.(2001) The challenge of hiring senior executives, The emotionally intelligent workplace: how to select for, measure, and improve emallenge emotional intelligence in individuals, groups, and organizations, Jossey-Bass Ch.6
Job satisfaction represents one of the most complex areas facing today’s managers when it comes to managing their employees. Many studies have demonstrated an unusually large impact on the job satisfaction on the motivation of workers, while the level of motivation has an impact on productivity, and hence also on performance of business organizations. There is a considerable impact of the employees’ perceptions for the nature of his work and the level of overall job satisfaction. Financial compensation