Goldman (1995) discusses how leaders with high emotional intelligence are able to assess, identify, and predict others emotions while being able to effectively manage their own feelings as they interact with others. Leaders who have high emotional intelligence have the abilities to motivate oneself and persist during difficult situations, they are able to control impulses or emotions, they are capable of regulating their moods, they are able to think during difficult situations as well as empathize with others. This type of leader is able to not only recognize their own emotions, but also recognize the emotions and well-being of people around them. The author describes the importance of listening to others, being self-aware, using self-regulation, having empathy and being able to motivate others all of these are characteristics associated with individuals who have high emotional intelligence (Goldman, 1995).
Flaum (2015) describes mentoring as being something more than what people do at the end of their career. He says that mentoring is something that leaders should do throughout their career since it is not only beneficial to themselves, but it is also beneficial to the person they are mentoring. It is important to identify and groom key players and use aggressive mentoring to not only lift up your employee, but it also improves the skills of the mentor. In today’s society, he has found that it is important to spend at least one day a month mentoring your key players including people who are showing great potential. Mentoring should be done at all levels of leadership, including junior managers. Mentoring is important at all levels of management in order to develop future leaders (Flaum, 2015).
Holt (2016) de...
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...re leadership of organizations. She says that the top five skills leaders are missing are inspiring commitment, strategic planning, leading people, resourcefulness, and employee development. She says that future leaders are lacking these important skills, which will have a negative impact on organizations. She states that in order to create a leadership development plan an organization must first know what elements of leadership are essential as well as the value they have to the organization. She also says that leadership skills that are important in today’s organizations may not all be important in 5 years. She predicts that in 5 years decisiveness, building and mending relationships and composure will not be as important in 5 years. These will be replaced with perceptive management, employee development and balancing personal life and work (Leslie, 2009).
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