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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 ***** of transformational leadership in their organizations.

***** managers have the ability to balance these attributes while at the same time accomplishing project deadlines, milestones, and eventual project completion while at the ***** time getting high levels ***** cooperation and 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 *****y 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 effectiveness, the emotional intelligence (EI) aspects ***** managers and their propensity to develop ***** ***** 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 and strategizing over the emotions of workers was tantamount to manipulative management practices, ***** that emotions were to be controlled first by the individual. Fayol, H. (1949) believed ***** ***** should be a strict line of authority and centralization to assure a tightness of control on all managerial activities. The beginnings of EI ***** quite negative, as theorists did not find the link in exceptional performance and positive management approaches to fostering and sustaining strong emotions of achievement, growth and recognition. The first theorists felt that emotions were ***** be controlled by the individual or he ***** she would succumb to their *****luences (Young, 1936; Schaffer, Gilmer & Schoen, 1940).

***** cognitive side of emotions, where they are ***** used for helping ***** prioritize tasks, 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, *****y were integral to all tasks, and even to the perspective on all events. Researchers also ***** that ***** 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; *****, 1991).

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


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