Organizational Leaders Produce Results Through Emotional Intelligence Thesis

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Organizational Leaders Produce Results Through Emotional Intelligence

Organizational Development deals with various aspects of workforce management including motivation theories, leadership, hire and fire, and employee training. With the constant ongoing evolutions in the current corporate scenario issues related to employee motivation, hierarchal levels, delegation of responsibility and decentralization of the organizational sectors have attracted a great deal of debate from various circles of the management sciences discipline (Bennis 1969). Management of human resource is therefore a tricky job and therefore requires an effective leader in order to deal with the pertaining issues.

We know that leadership is the demand of the day. Everybody aspires and struggles to get to a high position in big organizations. We should remember that today, organizations do not want managers without leadership skills. Similarly, they do not want leaders without managerial skills. Therefore, a good manager has to be a good leader, and a good leader has to be a good manager. Furthermore, when we talk of management, the most important thing for a leader to manage is his "Human Resource." If one can manage, nourish, groom, and make effective use of the physical, mental, and intellectual abilities of his human resource, which are his followers and/or subordinates, then the said leader can manage everything else easily. This is because then his followers will become his facilitators.Buy full Download Microsoft Word File paper
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Thesis on Organizational Leaders Produce Results Through Emotional Intelligence Assignment

An organization whether large or small ultimately is successful when the customers are satisfied and that too in a way which is cost efficient for the organization itself. This is only achievable if the employees are well motivated and enjoy their work environment. This way, it gets easier for them to align themselves with the organization's strategic goals and it increases their productivity and efficiency. While employee motivation and motivating is generally thought to be a problem for smaller organizations, many corporate giants and even multi-nationals are also known to face the problem despite of the fact that they hire one of the most competitive workforce in the market and spend handsome amount of money to keep them motivated. Still many employers tend to overlook minute factors which might affect their employee productivity and efficiency. Again this responsibility falls under the category of managing human resource and therefore lies on the shoulder of the leader. A good leader must be proficient at the skill of channelizing the inner feelings of the employees and ignite their motivation to work.

This directly means that the most critical and crucial task for an organization is when it comes to choosing leader for any hierarchal level of subordinates. Generally for higher designations, it is relatively easier to do so as past experiences and performances can be used to judge the eligibility of a person to enjoy a position of leadership. However, when it comes to choosing a leader in a situation where the best leader is required yet the past records cannot be trusted the most conventional tool of aptitude testing initially had been Intelligence Quotient or IQ.

The term IQ stands for Intelligence Quotient. As the name implies, it is used as a method of measuring a person's intelligence. This method was developed by Alfred Binet, a French psychologist, in 1904. The sole purpose of this test was to identify children with mental disorders and learning disabilities and recommend special education schools for such children. Although Binet himself was the initiator of this idea, however, he was apprehensive that this method might wrongly be used as a general tool for intelligence measurement. Without a single doubt, it can be said that Binet's apprehensions came true and today IQ tests are most popular device for intelligence testing around the world. The dilemma is that this method is not only used as a tool for testing children, but also adults. Furthermore, the results of the test influence important decisions such as granting admission in a university.

Many contemporary psychologists and management theorists considered it inappropriate to use IQ levels as a tool to appoint people on leadership position. Since the idea of leader in an organizational context revolves around keeping the employees motivated, ensuring their job satisfaction so that they contribute to the organization's productivity and efficiency, a more feasible tool of measuring leadership qualities was born, known as Emotional Intelligence. It must be noted that both motivation and job satisfaction is directly dependent on a person's inner feelings and emotions about his or her surroundings therefore the emotional intelligence plays an important role in influencing those emotional levels.

In simple words emotional intelligence involves a set of skills that one can use to identify the emotional temperament of a person and then channelize those emotions in order to achieve a set of targets. This channelization is of course done by using different motivational tactics. However according to modern management theorists, motivation is a generic term that has different meaning for different employees and therefore not every motivational tool is applicable on every employ. This paper aim at evaluating how various organizational leaders use emotional intelligence for human resource management and how are they implicated on the overall results.

Literature Review

Long before the concept of emotional intelligence, mental intelligence was considered the only tool of intelligence measurement and this was mainly done through IQ tests. Generally, IQ tests measure a person's vocabulary, numerical and spatial skills through a set of multiple-choice questions. The "pro IQ" advocates argue that this helps measuring a person's performance of brain (Kalat, 2007, p.339). The final score is calculated by dividing the intelligence score by his chronological age and then multiplying the final answer by 100 (Kaufman, 2009, p.11).

Users of this test argue that the vocabulary part examines how capable a person is to understand and derive meanings from various words. Similarly, numerical and spatial skills test a person's capability to understand and solve problems through application of logic and visualization. Usually, the test is required to be completed in a given time. Consequently, the faster and accurately a person solves the problem, the faster his brain tends to work.

Assuming that no other factors influence the scoring, this argument seems very sound and strong. No doubt, a smart and intelligent person would get most answers correct. The question is that does this mean everyone scoring high is equally smart? Certainly not. Suppose a candidate does not really understand certain questions and make a wild guess. Since the test is based on multiple-choice questions, guessing is not difficult. The bottom line -- even a person, who otherwise is "not so smart," but coincidently ends up making successful guess will get a high score. Similarly, an intelligent person may score low due to factors like ill-health on test day or time mismanagement. An intelligent person may also perform badly if he does not have command over the language in which questions are set (Macht, 1993, p. 80). This means that the results of test cannot be trusted, as everyone will be attempting it under different circumstances.

Although Intelligent Quotient tests are known to measure intelligence level of human mind, however, it must be considered that intelligence is an abstract noun. It is a generic term with no definite meaning and every individual may have his own way to interpret intelligence. Furthermore, every "tested" individual should be judged in context of his own respective environment (Kline, 1991, p.89). A person designated at a high profile position in a big company might not be as good when it comes to managing personal relationships. Since the word "intelligence" cannot be defined in a definite way, the level of human intelligence cannot be measured in definite terms. Since IQ people at important positions use IQ tests as a decisive factor when hiring employees or granting university admission, such stakeholders should be extra careful when taking decision. Decisions should not be taken based on the test results alone, but other factors such as past school record, communal life, and extracurricular activities should be taken into account. This is where for many researchers emotional intelligence came into the picture.

According to Epstein (1998) emotional intelligence revolves around factors such as social competence, ego strength, tolerating frustrations and controlling impulses. This is directly applicable in an organizational context particularly in a globalized world where employees come from diverse backgrounds.

Multinational organizations are those that exist in areas outside their own geographical boundary. This means that they generally operate more than one country. The fact that they are geograph8ically diverse makes them culturally diverse as well as all the employees originate from different cultural backgrounds. This makes it difficult for them to maintain stability in productivity and keep their employees motivated (Wentland, 2007). Hofstede's theory therefore becomes highly important in context of such organizations as it highlights the fact that employee efficiency can be adversely affected if s/he is not "comfortable" in organization's internal work environment. Therefore multinational organizations should work to develop their human capital so that they can easily adapt to the culture.

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