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Evaluating the Effectiveness of Managers


The effectiveness of managers in a team environment is directly linked to *****ir emotional intelligence (EI) and corresponding ability ***** create an environment of tr*****sformational leadership in their organizations.

Exceptional ***** have the ability to balance these attributes while at the same time accomplishing project deadlines, milestones, and eventual project completion while at the same time getting high levels ***** cooperation ***** coordination. The intent of this literature review is to provide insights into how managers are using a varied style ***** ***** intelligence and transformational strategies to manage *****ir own activities and those of the teams they manage, infusing team dynamics with emotional intelligence, making the tasks of accompl*****hing key milestones more achievable. While there are many theories specifically in the area of management *****, the ***** intelligence (EI) aspects ***** managers and their propensity to develop ***** ***** is essential for organizations to attain their objectives.

***** Generational Shift in Valu*****g Emotional Intelligence as a Management Performance Indicator

Early theorists often remarked that knowledge of ***** strategizing over the emotions of workers was tantamount to manipulative management practices, and that ***** were to be controlled first by the individual. Fayol, H. (1949) *****lieved that *****re should be a strict line of *****uthority and centralization to assure a tightness of control on all managerial *****. The beginnings of ***** were quite negative, as theorists did not find the link in exceptional performance and positive management approaches to fostering ***** sustaining strong emotions of achievement, growth and recognition. The first theorists felt that emotions were ***** be ********** by the individual or he or she would succumb to their influences (Young, 1936; Schaffer, Gilmer & Schoen, 1940).

The cognitive side of *****, where ***** are ***** used f***** helping ***** prioritize *****, *****ocus, organize, and motivate w***** the next generation of researchers' primary focus. These researchers specifically found that emotions weren't just a tangential part of a humans' existence, ********** were integral to all tasks, and even to the perspective on ***** events. Researchers also found that emotions are holistic in nature because they involve the whole human, mind ***** body; through neural, cognitive, and mo*****r processes (Leeper, 1948; Mandler, 1975; Simon, 1982; Izard & Buechler, 1980; Plutchik, 1980; Tomkins, 1962; Izard, 1991).

In the *****ment of what would later become EI as a str*****tegy of defining managerial effectiveness, researchers also found that ***** developed in an evolutionary process "to provide new types ***** motivation and ***** action tendencies as well ***** a greater variety of behaviors ***** cope with the environment ***** life's demands" (Izard, 1991, p9). The many management and motivation theorists of today po*****t out that emotion are viewed as organized responses that can create outst*****ing leaders and star performers (Boyatzis, 1982; George, 2000). These theorists also state ***** exceptional and outst*****ing leaders, performers, and managers are for the most part exceptional due to their ability to manage ***** emotions, and the emotions they elicit in others ***** effective use of


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