Emotional Intelligence
Essays

The 4th edition of the American Heritage Dictionary of the English Language defined Peace as an inner contentment. It is an emotion where one is satisfied and fulfilled and where he is agreeing that things happening…

The origin of the term emotional intelligence is from a book by Daniel Goleman in 1995 and this book has made it one of the hottest subjects to be discussed in corporate America. This led to an article in the Harvard…

In recent years, it has not been easy for employees to completely trust the corporations for which they work. Accounting scandals have made the average employee question business practices unlike before.

A small but successful systems integrator had recently employed, Sam X, a young man of 25 to run the day-by-day business for the owner/ managing director. The problem is that he people who have to report to him are significantly older, the average age in their 40s, most of t hem having been long employed b y the business, and skilled in their jobs. Conflict is felt and this conflict is being evidenced in various ways. it upset employees' lethargy, routine, and habits making them adopt new strategies, making them anxious of job security, and leading to changes in the organization. Other feelings that were evidenced were personal frustrations , low job satisfaction , and reduced motivation and performance

Nurturing Entrepreneurship to Create a Learning Organization

It is often said a manager is what one does, and a leader is who one is. Leadership theorists, experts and practitioners agree that leadership, especially the turbulent 21rst century, is more driven by unanticipated change that strict, formal execution. Leaders who are effective today have the ability to keep their organizations agile, goal-focused and moving forward to attaining challenging objectives despite formidable obstacles and uncertainty. Transformational leaders in the 21rst century nurture and foster creativity and a high level of autonomy, mastery and purpose on the part of their teams (Cheung, Wong, 2011). The growing reliance on virtual teams and the need for creating and sustaining trust within them, transformational leaders are called upon to do more than just accomplish tasks, they are expected to lead entire teams beyond their current levels of performance to higher levels of achievement (Andressen, Konradt, Neck, 2012). The combining forces of greater economic pressure on organizations and the need for greater accuracy and speed in new product development is leading many organizations to create virtual teams that are thinly staffed with highly qualified professions, with many having over a decade of experience in their own fields (Andressen, Konradt, Neck, 2012). The role of the transformational leader has also changed markedly in the 21rst century as well. Now, leaders are expected to maintain teams at high performance levels while also ensuring they stay agile enough to respond to market fluctuations and changes in direction of their firms. To attain this level of agility, the best transformational leaders infuse a very high level of autonomy, mastery and purpose into their organizations, creating a culture of self-driven motivation and long-term learning (Cheok, Eleanor, OHiggins, 2012). It takes a transformational leader to be able to attain this very high level of performance however, a manager acting in an authoritarian or even transactional leadership style will not be able to accomplish this. The prerequisites and foundational elements of a transformational leader enable and accentuate a very high degree of autonomy, mastery and purpose. These foundational elements of transformational leadership have been proven through decades of research and empirical study, and have been underscored in importance due to the pace of severity of change occurring in the 21rst century with teams and what they are expected to accomplish.

Jane Austen's Pride and Prejudice, first published in the early 1800s, expresses the author's belief that prejudice is the most fierce enemy in human relationships and pride is the ingredient that makes everything else…

Emotional Intelligence and Midwife Practice

I am a manager in a United Health Care position. A manager in the public or not-for-profit sectors can be considered as a person with vision.   A good manager is driven and is committed to achieving her goals and vision.   Managers are the catalyst within the organization responsible for focusing their attention on problems that need to be fixed, and for tackling the situation at hand.  This reminds me of Cooper's treatment of managerial responsibility where he writes that there are three levels of responsibility: objective responsibility -where clear expectations and accounts of accountability are existent at each level of the organization; subjective responsibility – teammates in organization are involved in organizational decision and policy making; heightening the objective and subjective levels of expectation so that importance of achievement of goals is felt.

The study of marketing, sales and company ethics has a very diverse foundation of empirical and analytical research ranging from gender- and trait-based analysis to the defining of models that seek to capture the dynamics that create ethical paradoxes and drive decision-making in organizations. In the research completed and presented in the article A Framework For Personal Selling and Sales Management Ethical Decision Making (Ferrell, Johnston, Ferrell, 2007) the authors carefully analyze trait-based and situational ethics theories and previous research. The first sections of this well-written and researched article illustrate that trait theories alone cannot explain the spectrum of ethics within sales and marketing departments and their decision-making processes, or provide insights into corporate cultural mindsets with regard to ethics. What the authors do however in this initial section of the article is frame up the foundation of their model, A Framework For Selling And Sales Management Decision Making (Ferrell, Johnston, Ferrell, 2007). This model captures the paradoxical nature of ethics by showing how organizational culture, sales activity, ethical issue intensity (perceived and actual) and ethics decisions are dependent on both the sales ethical climate and individual factors of a business (Ferrell, Johnston, Ferrell, 2007). All of these factors are taken into account in defining the evaluation of outcomes. What is missing from this model is a contextual component that the authors only speak to, yet don't include as a component in the overall model. Contextual reference could have been added as a core foundational element or created as an overarching module that unifies the entire model. Figure 1, A Framework of Selling and Sales Management Ethical Decision Making is shown, illustrating the integration of concepts the authors make reference to.