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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 transformational leadership in their organizations.

***** ***** 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 of cooperation ***** coordination. The intent ***** this literature review is to provide insights into how managers are using a varied style of ***** intelligence and transformational strategies to manage ***** own activities and those ***** ***** teams they manage, inf***** team dynamics with emotional *****, making the tasks of ***** key miles*****nes more achievable. While there are many theories specifically in the area of management *****, the emotional intelligence (EI) aspects of managers and their propensity to develop ***** ***** ***** essential for organizations to attain their objectives.

***** Generational Shift in Valu*****g 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 ***** were to be controlled first by the individual. Fayol, H. (1949) *****lieved ***** there should be a strict line of authority and centralization to assure a tightness of control on all managerial *****. The beginnings of ***** ***** 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 ***** theorists felt that emotions were ***** be controlled by the individual or he ***** she would succumb to their ********** (Young, 1936; Schaffer, Gilmer & Schoen, 1940).

The cognitive side ***** emotions, where they are ***** used for helping to prioritize t*****ks, focus, organize, and motivate was the next generation of researchers' primary focus. These researchers specific*****y found that emotions weren't just a tangential part of a humans' existence, ***** were integral to all tasks, and even to ***** perspective on all events. Researchers also found 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; Izard, 1991).

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


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