The paper "Relationship between Emotional Intelligence and Leadership" is an amazing example of a Management Literature Review. Ramesh (2010, p. 2 & 3), starts with identifying the importance of soft skills in an individual and its relation to career success. The question that lingers on his mind is that why do some employees or managers be successful yet they have limited education. He draws an observation that emotions and emotional intelligence are important and affects how we interact and perceive things at the workplace. Those who have higher emotional intelligence which translates to effective social skills are more prosperous and effective.
He defines soft skills as “ those skills over and above the technical knowledge and expertise in the chosen field, required for an individual to relate to and survive and succeed in his or her environment” . He observes that soft skills are built on attitude, manifested through communication, and polished through etiquette. People form valuable stock for accompany success. Thus a manager has to possess interpersonal skills that will help in leading people. These skills include motivation, leadership, and communication (Papulova & Mokros, 2007, p.
4). Emotional intelligence is a critical component of social skills that allows a manager to navigate their world. The essence of this argument is that organizations are composed of human beings. The same belief is echoed by numerous literature that postulates that leadership is about creating a vision and a sense of possibility for employees through approaches like motivation and reward management. Leadership deals with the future, ideas, people, and personalities (Gillard, 2009, p. 726). Managers and employees now acknowledge the importance of soft skills such as communication, conflict management, leadership, perception, and persuasion as an integral part of success (Gillard, 2009, p. 725).
The ultimate goal of this paper is to outline if there is a relationship between emotional intelligence and transformational leadership or if this belief is contrary as postulated earlier. 2.0 Concepts of Leadership Behaviour and Emotional Intelligence Leadership is wide and a topic of contention. It can be seen as a soft skill or people skill that is derived from interpersonal skills and cognitive power (Papulova & Mokros, 2007, p. 4). There are numerous theories developed to try and explore the concept of leadership in an organization.
While there is formal educational training, those who make it are the ones who are able to inspire and motivate her/his team. Motivation leads to higher synergy and thus successful results. The above aspirations can be achieved by having a multi-pronged approach like visionary and motivational leadership and recruitment of managers with not only technical skills but also soft skills/peoples skills/interpersonal skills/ emotional intelligence who can understand formal and informal relations between people (Armstrong, 2001, p. 7). The essence of all this is to ensure teamwork, a motivated workforce, and thus, enhanced productivity (Armstrong, 200, p. 13). As a manager, one is required to possess’ different skills that contribute towards higher performance and success of an organization.
These skills include sourcing and provision of information, knowing group needs and characteristics, planning, evaluation, controlling the group, sharing leadership, analyzing & understanding group resources, and representing the group among others (White Stag Leadership Development, 2012). As an example, the subsequent paragraph will use controlling the group through teamwork and communication management as a critical skill required of a manager.
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