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DOCTOR OF BUSINESS ADMINISTRATION
Annotation
Singh, L. K., & Srivastava, R. (2012). Influence of Age and Gender on the Emotional Intelligence of Managers. IBA Business Review, 7(1), 128.
Critical Summary of Article
Emotional Intelligence has been a hot topic in recent years. Emotional Intelligence can affect leaders in many different ways. A manager whom is not in control of their emotions can harm an organization and create hostility. Stress can be one factor that affects Emotional Intelligence. According to Singh and Srivastava (2012), a leader who can achieve a high level of emotional intelligence can handle stress, anxiety and other emotional problems while someone who has poor emotional intelligence will deal with depression, emotional
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It is important for the leader to reevaluate their current situation and regain control of their Emotional Intelligence when needed.
Critical Analysis of Results and Conclusion According to Singh and Srivastava (2012), the results of the study show that gender does not affect emotional intelligence of leaders, while age of the leader is a major influence on emotional intelligence. The leader tends to have control of emotional intelligence until a certain age. Stated by Singh and Srivastava, Managers over 60 years old has the lowest level of emotional intelligence. It is possible that factors of retirement, changes in health, and other factors will be a reason why leaders over 60 years old may have a lower emotional intelligence. Emotional Intelligence is not influenced by gender. Providing another reason why women are successful leaders. Organizations realize how important Emotional Intelligence is when it comes to leadership therefore programs are being created to help how to be an effective management, (Singh and Srivastava, 2012). This article will be used to support other research projects.
Emotional intelligence is defined as the ability to identify, assess, and control the emotions of oneself or of groups. Researchers such as Peter Salvoey and John D. Mayer define it as “the subset of intelligence that involves the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them, and to use this information to guide one’s thinking and actions” (Feeley& Driscoll CPA, 2014). In this paper, I will identify the role emotional intelligence plays in the critical thinking skills used by the forensic accountant during various stages of the investigative services of the engagement.
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).
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) called, resonance. Resonance is when a leader is attuned to people 's feelings and move them in a positive emotional direction (p. 20). When leaders create resonance they become in sync with those they are leading and the emotions those people feel is the glue that holds them together as a team (p. 20). However, when leaders are not in tune and out of touch with the feelings of the people they lead, they instead create dissonance (p. 19). Dissonant leaders create a lack of harmony and people feel conflict emotionally. Dissonance discourages people and burns them out. The toxic environments that dissonance produces doesn’t just exist in the group or workplace but is carried by the people throughout the rest of their interactions (pp. 21-22). How much a leader has developed their emotional intelligence is seen through how they lead and if they produce resonance or
There is an importance of leaders to first analyze the impact of their emotional manifestation. Leaders should own emotional intelligence. Those leaders that don’t possess emotional int...
Emotional Intelligence is the ability of awareness and understanding of an individual towards the others signal and emotion, in order to display a positive and accurate feedback. Identify effectively human being’s reaction and emotional would prepare the leaders to handle with different situation in an impassive manner. Emotional Intelligence indicate its self in five categories: self-awareness, self-regulation, motivation, empathy, and social skills.
Stein, S. J., & Book, H. E. (2011). Emotional intelligence and your success (3rd ed.). Mississauga, Canada: John Wiley & Sons Canada, Ltd.
...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
Mamta, M., & Gupta, A. (2010). Relationship of Emotional Intelligence with Work Values & Internal Locus of Control: A Study of Managers in a Public Sector Organization. Vilakshan: The XIMB Journal Of Management, 7(20), 1-20.
Khalili, A. (2012). The role of emotional intelligence in the workplace: a literature review. International Journal of Management, 29(3), 355-370.
Emotional intelligence has a large amount of number, which in common with social intelligence. Both of them are relevant with perception and understanding of other’s emotion, oneself and act cleverly way in interpersonal relationships. They are mood driver, a neurological and biological state of mind which are the significant key for human relationship, furthermore they are overlapping, interdependent and multidimensional. Additionally, found that most successful people seem to behave wiser in socially and emotionally, for instance, in the workplace and close relationships (Kang,Day, & Meara, 2005). However, each of them contains and focuses on different elements. According to
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
Not having emotional intelligence will bring selfishness and aggogance to the workplace therefore high emotionally intelligence will bring positive relationship between you and your workmates in your