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Emotional Intelligence
I actually have an issue with the idea of "empowering followers to take a more active role in leadership." The entire point is that people do not exist in a dichotomous world of leaders vs. followers, but instead live a world governed by complex relationships. Organizations' find leadership throughout, even when the leadership relationship is not formalized. This is first year leadership stuff -- there are many types of leadership - formal leadership, referential leadership, expert leadership, charismatic leadership and more. These different types of leadership exist throughout the organization so it is not a matter of "followers" taking a leadership role, it is a matter of recognizing that the company is full of leaders.
Ogawa and Bossert (1995) note that "leadership flows through the networks of roles that comprise organizations," so there are opportunities for leadership to emerge at any number of points within the organization. This is usually what happens, and the best companies will encourage this process because all of these leaders can offer more to the company when their leadership is recognized and allowed to be given voice. If their leadership is suppressed,...
DiLiello and Houghton (2006) note that people who are strong self-leaders are critical to innovation processes in organizations, because of their willingness to take initiative and bring others in the organization along with them. The more the organization can do to support these individuals, the more they will likely contribute to the organization's overall success in the innovation sphere.
There are times when empowering followers is challenging, however. Some organizations have a culture that has built up where the employees are not empowered at all and seemingly do not want to be. Such organizations will often have a history of attracting people with limited leadership potential, while those with leadership will have moved on to other organizations. There are several different questions that arise with the issue of empowerment. First, it has to be approached the right way -- it is sometimes implemented in a top down fashion, which of course is antithetical to…
References
Ahearne, M., Mathieu, J. & Rapp, A. (2005). To empower or not to empower your sales force? Journal of Applied Psychology. Vol. 90 (5) 945-955.
Avolio, B., Zhu, W., Koh, W. & Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structure distance. Journal of Organizational Behavior. Vol. 25 (2004) 951-968.
DiLiello, T., Houghton, J. (2006). Maximizing organizational leadership capacity for the future: Toward a model of self-leadership, innovation and creativity. Journal of Managerial Psychology. Vol. 21 (4) 319-337
Ogawa, R. & Bossert, S. (1995). Leadership as an organizational quality. Educational Administration Quarterly. Vol. 31 (2) 224-243.
In other words Emotional Intelligence means that the individual is capable of: (1) Accurately perceiving emotions in oneself and others; (2) Uses emotions to facilitate thinking; (3) Understands emotional meanings; and (4) Manages emotions well. This model is referred to as the 'ability' model of emotional intelligence. (Mayer & Salovey, 1997) DANIEL GOLEMAN-PERSONAL & SOCIAL COMPETENCE Daniel Goleman proposed the model of emotional intelligence based on the Personal and Social competencies
Emotional Intelligence and Effective Leadership EMOTIONAL INTELLIGENCE - AN EFFECTIVE AND RELEVANT LEADERSHIP VIRTUE IN MODERN TIMES Emotional intelligence can be defined as the ability to appreciate and clarify emotions, as well as to use them to improve and develop thoughts. In management and leadership in the workplace, emotional intelligence is an essential skill that allows one to reason with, and about emotions. Another definition of emotional intelligence is the capability to
In recent years, many researchers have been attracted by the topic of emotional intelligence (EI) and leadership style. Their interest in the area is based on claims that effective leadership style and Emotional Intelligence are linked. Therefore, the purpose of this research is to examine the relationship between Emotional Intelligence and leadership style giving emphasis to transformational in organizations and countries by incorporating the concept of organizational culture. The future
Ferbrache, C. P. (2009). Virtual team leader emergence: A model to objectively measure leader emergence (Doctoral dissertation, California State University, Fresno). This dissertation focuses on leader emergence in virtual teams. The author discusses the formal and informal processes of virtual team leadership development, aiming for the emergence of an objective model or means of creating reliable, effective virtual teams. Ultimately, this research addresses a gap in the literature related to leadership
Executive Report and Roundtable Presentation Modassir, A., & Singh, T. (2008). Relationship of Emotional Intelligence with Transformational Leadership and Organizational Citizenship Behavior. International Journal of Leadership Studies, 3-21. This study examines the relationship of emotional intelligence (EI) with transformational leadership (TL) and organizational citizenship behavior (OCB) of the followers using a sample of 57 dyads of managers and their supervisors (i.e., 114 respondents) participated in this study (Modassir & Singh, 2008). Transformational
Emotional Intelligence in Law Enforcement Emotional Intelligence for Officer in a Law Enforcement Environment Law enforcement officers constitute exceptional and diverse personnel that experience a broad range of emotions. They therefore encounter numerous and strange challenges. Because of the nature, perception and significance of the services these officers offer to the public, their occupation is always under scrutiny and expected to portray high level of public standards. In addition, due to the