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Evaluating the Effectiveness of Managers


The effectiveness of managers in a te*****m environment is directly linked to their emotional intelligence (EI) and corresponding ability to create an ***** 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 ***** 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 ***** own activities and those of the teams they manage, inf***** 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 *****, ***** emotional intelligence (EI) aspects ***** ***** and their propensity to develop transformational ***** is essential for organizations to attain their objectives.

***** Generational Shift in Valuing 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 ***** ***** should be a strict line of *****uthority and centralization to assure a tightness of control on all managerial activities. The beginnings of EI ***** quite negative, as ***** did not find ***** link in exceptional performance and positive management approaches to fostering ***** sustaining strong emotions of achievement, growth and recognition. The ***** theorists felt that emotions were to be controlled by the individual or he or she would succumb to their ********** (Young, 1936; Schaffer, Gilmer & Schoen, 1940).

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

In the ********** of what would later become ***** as a str*****tegy of defining managerial effectiveness, researchers also found that emotions developed in an evolutionary process "to provide new types ***** motivation and ***** action tendencies as well as a greater variety of behaviors to cope with the environment ***** life's demands" (Izard, 1991, p9). The ***** ***** and motivation theorists of ********** point out that emotion are viewed ***** organized responses that can create outstanding leaders and star per*****mers (Boyatzis, 1982; George, 2000). These theorists also state that ***** and outstanding *****, performers, and managers are for the most part exceptional due to *****ir ability to manage their *****s, and the emotions they elicit in others ***** effective use of


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