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

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

The Generational Shift in Valuing Emotional Intelligence as a Management Performance Indicator

Early theorists *****ten 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) believed ***** ***** should be a strict line of ********** and centralization to assure a tightness of control on all managerial activities. The beginnings of EI were quite negative, as *****orists 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 controlled by the individual or he ***** she would succumb to their influences (Young, 1936; Schaffer, Gilmer & Schoen, 1940).

***** cognitive side ***** *****, where ***** are specifically used for helping ***** prioritize t*****ks, 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, 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; Izard, 1991).

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


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