Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
I truly take an interest in what other people have to say, so this helps them to feel respected because they can tell I am not just going through the motions. I tend to live by the principle of the golden rule, that is, 'do unto others as you would have them do unto you.' I believe that great leadership is based on this principle, both in attitude and in action.
Helping Others Solve Problems
"A problem is the difference between your current and desired conditions." Therefore solving a problem means closing this gap by aligning where you want to be with where you are. Leaders are in a position to help other people move from point a to point B. In an effective and efficient manner. Unfortunately, some leaders find it difficult to find a balance between helping too much and helping too little. According to the article "Problem Solving: It's in the Questions" the key to finding that balance is to ask the right questions.
Asking the right questions in the right way to the right people can alter the discovery process in such a way that solutions become inevitable outcomes. Of course, in order to help others solve problems effectively, the leader must be an excellent problem-solver himself. As Andrew J. Dubrin points out, even the personal characteristics...
Some people thrive on power and coercion; others desire prominence and wealth, and others simply want to be in a position that allows them to help other people solve problems. Ultimately, it is only those in the latter category that can truly qualify as successful leaders because to me, success should be based on contributing to mankind -- not on lining one's own pockets or pumping up one's own ego.
Works Cited
Calano, James and Selzman, Jeff. "Move from Management to Leadership" Newsweek, 145.14 (2006): 45-48
Dubrin, Andrew J. Coaching and Mentoring Skills, 2005
Stein, S.J. And Book, H.E. The EQ Edge: Emotional Intelligence and Your Success, 2006
Weidenkiller, Keith. "The Right Stuff? Able Leadership is the Best Practice." Film International Journal, 110.2 (2007): 23
Welch, Jack. "How to Be a Good Leader," Newsweek, 42.6 (1990): 45-48.
Welch, Jack and Welch, Suzy. "The Leadership Mindset; Success Will Now Come From the Reflected Glory of Your Team, Not From What You Do" Business Week, 3969 (2006): 120
Works Cited
Calano, James and Selzman, Jeff. "Move from Management to Leadership" Newsweek, 145.14 (2006): 45-48
Dubrin, Andrew J. Coaching and Mentoring Skills, 2005
Stein, S.J. And Book, H.E. The EQ Edge: Emotional Intelligence and Your Success, 2006
Weidenkiller, Keith. "The Right Stuff? Able Leadership is the Best Practice." Film International Journal, 110.2 (2007): 23
Comstock incorporated a flexible, creative culture into the formerly restrained one at GE. To do so she must have garnered information from firms in various industries. Deciding what worked and what didn't, Comstock was able to introduce her new ideas to an old firm intelligently. Her prior work with Proctor & Gamble, FedEx, and 3M offered Comstock a wealth of information and experience from which to draw her plan
Emotional Intelligence in Organizations The term "emotional intelligence" refers to a person's ability to identify and regulate his own emotions, as well as the ability to identify and respond appropriately to the emotions of others. The notion that emotional intelligence is linked to professional and commercial success has been around since the 1930s, when psychologist Robert Thorndike coined the phrase "social intelligence," essentially referring to intrapersonal and interpersonal communication skills. In
These factors were used to develop the Emotional Intelligence portion of the study. The study encompassed all four of these skill areas, placing equal weight on all four factors. Assumptions and Limitations As with any survey-based study, there are several assumptions and limiting factors that may effect the results obtained. Self-reporting surveys can be criticized for their inability to measure the honesty of the test subject. It is assumed that the test
Emotional intelligence is what makes people effective in social situations, or in any situation requiring self-control or calm responses to stress. In fact, a large component of what people used to call "street smarts" is related to emotional intelligence, because emotional intelligence refers to the ability to read other people, read situations, and react in ways that are conducive to desirable results. Emotional intelligence is easily as important as intellectual
Emotional intelligence Leadership - What makes a good leader? Emotional intelligence (EI) refers to the capability to recognize, manage and assess emotions. Some researchers propose that emotional intelligence can be learned and reinforced, while others claim it is an innate trait (Cherry, 2011). Emotional Intelligence has become a crucial part of how today's leaders meet the significant challenges they face everyday. Emotional Intelligence can help leaders in an increasingly difficult leadership
Armed with such information, transformational leaders can respond appropriately thus effectively averting possible fallout. This is a clear indication that they possess empathy. Empathy according to Goleman (2004) is "the ability to understand the emotional makeup of other people." By easily identifying with the thoughts and concerns of their followers, transactional leaders can better take a group's pulse while at the same time correctly reading its concerns and thoughts. Further,