Essay - Evaluating the Effectiveness of Managers Summary the Effectiveness of Managers...

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Evaluating the Effectiveness of Managers


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

***** managers have the ability ***** balance these attributes while at the same time accomplishing project deadlines, milestones, and eventual project completion while ***** the same time getting high levels of cooperation ***** 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 *****ir own activities and those of the teams they manage, infusing team dynamics with emotional intelligence, making the tasks of accomplishing key miles*****nes more achievable. While there are many theories specifically in the area of management *****, ***** emotional intelligence (EI) aspects ***** managers and their propensity to develop ***** ***** is 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 ***** ***** should be a strict line of ********** and centralization to assure a tightness of control on all managerial activities. 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 ***** theorists felt that emotions were to be controlled by the individual or he or she would succumb to *****ir influences (Young, 1936; Schaffer, Gilmer & Schoen, 1940).

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

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


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