The paper 'Effective Leadership and Emotional Intelligence' is a great example of a Management Case Study. Emotional intelligence (EI) has rapidly become an important aspect of effective leadership to motivate others to do more than they originally thought could be done, while increasing the motivation and organizational commitment of subordinates (Kouzes & Posner 2007). Leadership challenges facing project managers have changed markedly in recent decades, including increased generational shifts, multicultural environments, skill gaps, force shaping, and technological enhancements, especially based on the entrance of Gen Y (Hinton 2001). On the concept of leveraging EI in large and complex projects, Mersino (2007, 197) noted that many project managers see their career progression as taking on larger and more complex projects.
Project managers who want to succeed with their projects must have high EI. It is possible to get by on small or even medium-sized projects with low EI, but large and complex projects contain very little room for error, as the projects involve too many stakeholders and too many opportunities for breakdown (Mersino 2007, 205). The scope of this essay focused on the application of leadership and EI in solving the organizational challenges for project managers in the 21st century.
The essay concluded with a critique of the theories and a comparative analysis of the different views. Main Body There is a demonstrated need for strong emotionally intelligent leadership in organizational environments (Salovey, Mayer, Caruso, & Seung Hee 2008; Schutte, Malouff, & Bhullar 2009; Stough, Saklofske, & Parker 2009). Such evidence points to the fact that emotional intelligence refers to skills such as identifying, understanding, and managing the emotions of self and others (Ashkanasy & Daus 2002).
Leaders must possess the competencies necessary in meeting current performance targets, and the capacity to practice actions and behaviors that support current and future organizational challenges. The relationship between individual emotional intelligence dimensions and leadership styles need more investigation (Koman & Wolff 2008). While individual emotional intelligence dimensions are correlated abilities included under the broader construct of emotional intelligence, the "skills associated with the management of emotions" (Antonakis, Ashkanasy, & Dasborough 2009, 253) may prove to be of utmost importance. Because within the managing emotions branch is the point at which individuals began to turn emotions into behavior and actions, this branch may demonstrate the greatest predictability of transformational leadership style.
To this end, answers may provide greater insight and a better understanding of the influences each emotional intelligence dimension has on leadership style, thereby further strengthening current leadership theory. Goleman, who popularized the concept of emotional intelligence, "argues that the contribution of EI to effective performance at work is as much as 66% for all jobs and 85% for leadership jobs" (as cited in Kunnanatt 2004, 489). Leadership is instrumental in many aspects of individual and organizational effectiveness.
Specifically, leaders have a key role in the performance, motivation, and organizational commitment of those they lead. As such, a strong understanding of the ways in which leaders can most improve their transformational leadership will, in turn, maximize the effectiveness not only of individuals but of organizations as well (Kouzes & Posner 2007). To this end, the defined transformational leader behaviors encourage followers toward a commitment to a shared vision, innovative thinking, and development of followers' leadership ability (Bass & Riggio 2006). The information gained through this study may present the need for greater emotional intelligence on the part of senior enlisted leaders, thus demonstrating stronger leadership toward creating a more effective leadership approach.
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