Essays on Which Skills, Styles and Attributes of Leadership Behaviour Are Most Effective Literature review

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The paper "Which Skills, Styles, and Attributes of Leadership Behaviour Are Most Effective" is an outstanding example of a management literature review.   Leadership studies polarize researches and debates in social sciences. These studies began with the determination of hereditary characteristics that distinguished leaders from non-leaders. However, subsequent studies have revealed that personal behavior, skills, demographics, traits, and abilities do predict leadership effectiveness. Opponents of the trait paradigm have gone further to examine how the behavior of a leader affects his leadership effectiveness. This resulted in the behavior paradigm. The effects of behavior have been elaborated in theories such as the transactional and transformational leadership models, Blake and Mounton’ s (1964) managerial grid, and Fiedler’ s (1967) contingency model.

The behavior paradigm has not only provided a basis for new theories but has indeed proven that a leader’ s behavior has a significant share in the effectiveness of leadership (Judge & Piccolo, 2004). Emotional intelligence (EI) is also an interesting topic of study and research among scholars in the field of social sciences. Researchers have found out that the intellectuality of an individual plays a major role in the effectiveness of his/her leadership.

While past research underscored the role of academic intellectuality, which is quantified using Intellectual Quotient (IQ), as the cornerstone of effective leadership, recent studies have identified more components of intelligence other than IQ scores. The concept of emotional intelligence was coined by Salovey and Mayer (1990) during their study of the interaction between thoughts and emotions. There are numerous discussions and studies attempting to explore the concept of EI and in particular how it can serve as a good leadership tool. A relationship exists between EI and certain aspects of leadership behavior specifically transformational and transactional leadership models.

This essay will begin by giving an overview of leadership behavior in terms of attributes, styles, and skills, as well as the concept of emotional intelligence. It will further discuss the concepts of transactional and transformational leadership models and describe how they are related to emotional intelligence. Two other leadership models of personal interest will also be discussed.

References

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Barling, J., SLater, F., & Kelloway, K. (2000). Tranformational leadership and emotional intelligence: an explanatory study . Leadership and organization development 21(1) , 157-161.

Bono, J., & Judge, T. (2004). Personality and transformational and transactional leadership: A meta-analysis . Journal of applied psychology 89(5) , 901-910.

Burtler, C., & Chinowsky, P. (2006). Emotional intelligence and leadership behavior in contsruction executives . Journal of management in engineering22(3) , 119-124.

Cherry, K. (2012). What is Laissez-faire leadership. Retrieved October 12, 2012, from psychology.about.com: http://psychology.about.com/od/leadership/f/laissez-faire-leadership.htm

Gardner, L., & Stough, C. (2002). Examining the relationship between leadership and emotional intelligence in senior level managers. Leadership and organization development journal 23(2) , 68-78.

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Jassawalla, A., Ciara, T., & Jennifer, G. (2004). Cross-cultural conflict and expatriate manager adjustment. Management decision 29(4) , 837-849.

Johnson, P., & Indvik, J. (1999). Organizational benefits of having emotionally intelligent managers and employees. Journal of workplace learning 11(3) , 84-88.

Judge, T., & Piccolo, r. (2004). Transformational and transactional leadership: A meta analytic test of their rtelative validity. Journal of applied psychology89(1) , 755-768.

McCauley, C., & Van Velsor, E. (2003). The center for creative leadership handbook of leadership development . San Francisco: Jossey-Bass.

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Wong, C., & Law, K. (2002). The effects of leader and follower emotionsl intelligence on performance and attitude: An exploratory study. THe leadership Quarterly 13 , 234-274.

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