Essays on Leadership Styles in Relation to Emotional Intelligence Literature review

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The paper “ Leadership Styles in Relation to Emotional Intelligence” is a   sage example of the literature review on management. Emotional intelligence (EI) is delineated as the capability to identify, take control of, and assess one’ s emotions. It is the capacity of identifying, using, understanding, and managing one’ s emotions in a constructive and positive manner and it concerns recognizing one’ s emotional state and that of others and engaging with other individuals in a manner that draws persons to you (Travis and Greaves, 2009). The trait has been a subject of study by many researchers in the past years.

Some academicians have argued that individuals are able to learn and strengthen emotional intelligence, whereas others suggest that it is an inborn trait that can never be learned. Some researchers including John D. Mayer and Peter Salovey have been the principal investigators on emotional intelligence since 1990. The two researchers delineated emotional intelligence as the subsection of social intelligence which encompasses the capacity to monitor personal and other’ s emotions and feelings, to discriminate amongst them, and to employ this data to monitor one’ s actions and thinking (Salovey and Mayer, 1990). Leadership styles in relation to Emotional IntelligenceThere are various leadership styles and each proves efficient depending on the attitude, circumstances, beliefs, values, and preferences of the persons involved.

Sunindijo, et al. (2007) described various leadership styles which have diverse impacts on people’ s emotions. Some of them include visionary leadership, affiliative leadership, and democratic leadership. In visionary leadership, the leader moves individuals towards attaining a shared vision, directing them where to go but not the means of going there, therefore, motivating them. Information is openly shared, therefore, providing others with knowledge power (Goleman, 1998). In affiliative leadership, the leader establishes connections among individuals which creates harmony in the firm.

This is a collaborative style that centers on emotional needs rather than work needs (Goleman, 1998).

References

Antonakis, J. (2009). Emotional intelligence: What does it measure and does it matter for leadership?. Greenwich, CT: Information Age Publishing.

Antonakis, J., Ashkanasy, N. M., and Dasborough M. T. (2009). Does leadership need emotional intelligence? The Leadership Quarterly 20, p. 247-261.

Goleman, D. (1998). Working with emotional intelligence. New York, NY: Bantam Books.

Kluemper, D.H. (2008). Trait emotional intelligence: The impact of core-self evaluations and social desirability. Personality and Individual Differences, 44(6), 1402-1412.

Owen, J. (2007). The Leadership Skills Handbook: 50 Key Skills from 1,000 Leaders. London: Kogan Page Publishers.

Salovey, P. and Grewal D (2005). The Science of Emotional Intelligence. Current directions in psychological science, 14 (6).

Salovey, P., and Mayer, J.D. (1990). Emotional intelligence. Imagination, Cognition, and Personality, 9, 185-211.

Sunindijo, R.Y; Hadikusumo, B.H.W., and Ogunlana, S. (2007). Emotional Intelligence and Leadership Styles in Construction Project Management “Journal of Management in Engineering, 23 (4).

Travis, B. and Greaves, J. (2009). Emotional Intelligence 2.0. San Francisco: Publishers Group West.

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