This paper has been formulated to explore the four components of Emotional Intelligence (EI), and how they aid leaders achieve strategic goals that support organizational goals and visions. In doing so research is conducted on the leader styles of transactional and transformational leader’s are compared and contrasted. The research discerns how EI factors as a critical skillset for communicating the organization’s mission and vision statement to employees in a synergistic approach that garners employee discernment and acceptance. Introduction Emotional intelligence (EI) is a critical skillset required in today’s workplace. EI is the ability of a person to recognize, express, and understand emotions; and the capacity to regulate both negative and positive emotions in oneself and others (Matthews, Zeidner, & Roberts, 2003). Leaders that possess EI are successful with communicating a company’s mission and vision to employees in a manner that garners acceptance of, and a willing to contribute their talents voluntarily (Hacker & Roberts, 2003).
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Employees embrace leaders that connect with them on an emotional level (Leban & Zulauf, 2004). Leaders with EI have long term success in their organizations, and they understand employee concerns (spoken and unspoken) as they are capable of monitoring emotions, and managing emotions (Rosete & Ciarrochi, 2005).
Leaders that do not possess a high degree of EI are not as successful at accomplishing a communicating a company’s mission and vision statement to employees. Their leadership styles does not connect emotionally with employees (Dvir, Kass, & Shamir, 2014), and they are not as successful in the long term.
An evaluation of transformational leaders, and transactional leaders provides insights into how their leadership styles garner understanding, acceptance, and an employee voluntary contribution to a company’s mission and vision.
Literature Review EI is the ability to recognize the emotions in others, to express one’s own emotions, to guide thinking, and to manage and regulate the emotions in oneself and others (Rosete & Ciarrochi, 2005). EI encompasses self-awareness (recognizing and understanding our thoughts, and feelings), social awareness (recognizing the thoughts and feelings of others), social skills (inducing desirable and effective response in others), and self-regulations (managing responses) (Diggins, 2004). An EI leader understands emotional language when used to describe emotions, they understand how emotions occur, and why some emotions are linked to certain situations and not to others (Rosete & Ciarrochi, 2005). EI leaders foster a positive work environment (Zeidner, Matthews, & Roberts, 2009), and are able to gauge employee’s confidence and anxiety levels about change in an organization (Rosete & Ciarrochi, 2005). Transformational Leadership. Transformational leadership is challenging. It requires the leader to be aware of oneself, their relationships with other, and with the organization (Hacker & Roberts, 2003). They seek to empower employees by successfully communicating an organizations mission and vision (Hacker & Roberts, 2003). Empowering employees helps them relate their life’s purpose with their work, and the company’s mission and vision (Hacker & Roberts, 2003). Empowerment requires the leader to focus on the job, and also understanding the employee’s talents and goals. (Hacker & Roberts, 2003). Transformational leaders are focused on team building, motivation, collaboration, and incentives to push the organization to higher levels and professional growth (Ingram, 2015). Transformational leaders are also linked with employee effectiveness and commitment to the organization (Leban & Zulauf, 2004). The transactional leadership style is effective in certain situations; their approach differs, and their success does not have lasting effects on a company’s mission and vision. Transactional Leadership. Transactional leaders are seen as managers that maintain harmony within the workplace …show more content…
Evidence was provided to compare and contrast the leadership styles of transactional and transformational leaders. In doing so, EI intelligence is demonstrated in the leadership style of the transformational leader. Research concluded that transformational leaders are more effective long term than transactional leaders (Bycio, et al. (1995); however, transactional leaders are effective in roles such as maintaining the flow of daily operations (Ingram, 2015). Concrete evidence provided from various resources purport that transformational leader is emotionally connected with their employees, and are best positioned to communicate the organizations mission, and vision statement in a manner that garner voluntary support. Research also concludes that both leadership styles are necessary in the business community. The transformational leaders are better suited for environments where strategic goals have been developed to support an organizations mission and vision statement (Ingram,
Employees embrace leaders that connect with them on an emotional level (Leban & Zulauf, 2004). Leaders with EI have long term success in their organizations, and they understand employee concerns (spoken and unspoken) as they are capable of monitoring emotions, and managing emotions (Rosete & Ciarrochi, 2005).
Leaders that do not possess a high degree of EI are not as successful at accomplishing a communicating a company’s mission and vision statement to employees. Their leadership styles does not connect emotionally with employees (Dvir, Kass, & Shamir, 2014), and they are not as successful in the long term.
An evaluation of transformational leaders, and transactional leaders provides insights into how their leadership styles garner understanding, acceptance, and an employee voluntary contribution to a company’s mission and vision.
Literature Review EI is the ability to recognize the emotions in others, to express one’s own emotions, to guide thinking, and to manage and regulate the emotions in oneself and others (Rosete & Ciarrochi, 2005). EI encompasses self-awareness (recognizing and understanding our thoughts, and feelings), social awareness (recognizing the thoughts and feelings of others), social skills (inducing desirable and effective response in others), and self-regulations (managing responses) (Diggins, 2004). An EI leader understands emotional language when used to describe emotions, they understand how emotions occur, and why some emotions are linked to certain situations and not to others (Rosete & Ciarrochi, 2005). EI leaders foster a positive work environment (Zeidner, Matthews, & Roberts, 2009), and are able to gauge employee’s confidence and anxiety levels about change in an organization (Rosete & Ciarrochi, 2005). Transformational Leadership. Transformational leadership is challenging. It requires the leader to be aware of oneself, their relationships with other, and with the organization (Hacker & Roberts, 2003). They seek to empower employees by successfully communicating an organizations mission and vision (Hacker & Roberts, 2003). Empowering employees helps them relate their life’s purpose with their work, and the company’s mission and vision (Hacker & Roberts, 2003). Empowerment requires the leader to focus on the job, and also understanding the employee’s talents and goals. (Hacker & Roberts, 2003). Transformational leaders are focused on team building, motivation, collaboration, and incentives to push the organization to higher levels and professional growth (Ingram, 2015). Transformational leaders are also linked with employee effectiveness and commitment to the organization (Leban & Zulauf, 2004). The transactional leadership style is effective in certain situations; their approach differs, and their success does not have lasting effects on a company’s mission and vision. Transactional Leadership. Transactional leaders are seen as managers that maintain harmony within the workplace …show more content…
Evidence was provided to compare and contrast the leadership styles of transactional and transformational leaders. In doing so, EI intelligence is demonstrated in the leadership style of the transformational leader. Research concluded that transformational leaders are more effective long term than transactional leaders (Bycio, et al. (1995); however, transactional leaders are effective in roles such as maintaining the flow of daily operations (Ingram, 2015). Concrete evidence provided from various resources purport that transformational leader is emotionally connected with their employees, and are best positioned to communicate the organizations mission, and vision statement in a manner that garner voluntary support. Research also concludes that both leadership styles are necessary in the business community. The transformational leaders are better suited for environments where strategic goals have been developed to support an organizations mission and vision statement (Ingram,