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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 ***** create an environment of tr*****sformational 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 at the same 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 ***** intelligence ***** transformational strategies to manage *****ir own activities and those ***** the teams *****y manage, inf***** team dynamics with emotional *****, making the tasks of ***** key milestones more achievable. While there are many theories specifically in the area of management effectiveness, ***** ***** intelligence (*****) aspects ***** ***** and their propensity to develop ***** ***** ***** essential for organizations to attain their objectives.

The 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 emotions were to be controlled first by the individual. Fayol, H. (1949) believed that there should be a strict line of authority and centralization to assure a tightness of control on all managerial *****. The beginnings of EI were quite negative, as ***** did not find the link in exceptional performance and positive management approaches to fostering and sustaining strong emotions of achievement, growth ***** recognition. The first theorists felt that emotions were to be ********** by the individual or he ***** she would succumb to their *****luences (Young, 1936; Schaffer, Gilmer & Schoen, 1940).

The cognitive side of emotions, where they are ***** used for helping to 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, ********** 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 and body; through neural, cognitive, ***** mo*****r processes (Leeper, 1948; Mandler, 1975; Simon, 1982; Izard & Buechler, 1980; Plutchik, 1980; Tomkins, 1962; Izard, 1991).

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


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