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Evaluating the Effectiveness of Managers

Summary

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

Exceptional managers have the ability to balance these attributes while at the same time accomplishing project deadlines, milestones, and eventual project completion while ***** 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 of emotional intelligence and transformational strategies to manage ********** own activities and those of the teams ********** manage, inf***** team dynamics with emotional *****, making the tasks of accomplishing key miles*****nes more achievable. While there are many theories specifically in the area of management *****, ***** ***** intelligence (EI) aspects of ***** and their propensity to develop transformational leadership is essential for organizations to attain their objectives.

The 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 w***** tantamount to manipulative management practices, and that ***** were to be controlled first by the individual. Fayol, H. (1949) *****lieved ***** *****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 ***** did not find the link in exceptional performance and positive management approaches to fostering ***** sustaining strong emotions of achievement, growth and recognition. The ***** theorists felt that emotions were ***** be ********** by the individual or he or she would succumb to their influences (Young, 1936; Schaffer, Gilmer & Schoen, 1940).

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

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

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