Emotional Intelligence, Management, and Leadership - Assignment Example

Emotional Intelligence (EI), Management, and Leadership Paper due: Reflective Personal Leadership Development Plan Leadership is a complex multiphase concept that describes the relationship between two entities in different levels in an organization’s hierarchical structure (Ashkenas, Ulrich, Jick, & Kerr, 2002). Different approaches to this concept have been formulated to encompass attributes such as culture, profession, intelligence, and society, among other aspects of life. The definition of a good leader is founded in productivity, with varied strategies are employed in teams for motivational purposes. A successful leader is defined via utilization of individual strengths and transposing them onto the team, leading to a positive output (Ashkenas et al., 2002). It is vital to incorporate self-evaluation techniques, which aids a leader’s interaction with the team on a personal, as well as professional level (Beamish, Morrison, Inkpen & Rosenzweig, 2003). My personal goal in leadership is an influential transformational leader. How my current performance strengths and vulnerabilities contribute to my performance as the leader I aspire to be As a transformational leader, I have to engage and understand the subordinates, team, and or employees, a category I intend to fit following my strengths of being exceptionally focused and visionary. This is an important goal since I intend to establish an emotional connection with my team. I believe this position facilitates motivating the team towards productivity. The intention is being a leader capable of providing direction, and vision towards corporate goals (Bateman & Snell, 2007). My strength, open-mindedness and understanding, contributes to the objective, since it is via the attribute that the relationship with my team will develop beyond the workplace environment, such that each individual feels important to the team goals. This approach in leadership will increase the teams and individual members’ confidence. The improvements needed to achieve this goal are an increase in charisma and interpersonal skills, to facilitate the leader-subordinate relationship. Every project has a limitation in schedule, and being prompt is one of my personal aspirations as a transformational leader. This desire of always being on time adds vulnerability in my character, since my patience is short-lived, resulting in a temperament following shortcomings and failures in progress. I am tasked with ensuring that any project is on schedule, which has developed my skills in management. As a weakness, this is advantageous to clients, since most of the undertaken projects are completed in time. The skills developed from this weakness include prowess in solving problems, instilling discipline and a sense of urgency in the team. Quality assurance is improved since it is my view that redoing a task is tantamount to a waste of time and resource. Quality control and maintenance are elements that are incorporated in my approach to leadership following the need to adhere to a schedule (Bateman & Snell, 2007). Improvements are needed in sustainability, resource distribution to ascertain that there is no strain on the resources, and qualities as well as timeliness are maintained in projects. My current emotional intelligence related to the leader I aspire to be As a transformational leader, the chief objective is developing resonant relationships with the team (Beamish et al., 2003). Relationships are essential to the leadership style, since it is via this approach that the team is compelled towards action (Bradberry & Greaves, 2009). The work environment can be stressful, following constraints associated with different projects, and emotional intelligence contributes towards the maintenance of cordial leader-subordinate and subordinate-subordinate relations. Striking a balance between work, social, and psychological strain marks the leadership abilities of an inspirational leader (Jones, 2010). Encompassing mindfulness, optimism, concern and playfulness in leadership contributes towards dealing with issues of conflict, work-related stress, and mental fatigue (Northouse, 2010). Partaking team building activities is a popular way of minimizing work-related knots in the interpersonal links, between the team members as well as towards the leaders (McKee, Boyatzis, & Johnston, 2008). Employing psychological-oriented leadership techniques, founded in neuroscience and psychology can contribute towards improving the emotional intelligence employed in my leadership styles. The improvement is stemmed on the ability to provide a positive emotional attractor (Bradberry & Greaves, 2009). Lessons from Seminal Theorists Leadership entails taking responsibility for the success or failure of a team, even if tasks are delegated to different individuals (Jones, 2010). I have acquired a different perspective to the assignment and undertaking of tasks. A team needs direction and a distinctive definition of responsibilities and tasks. Although, brainstorming and collaboration in tasks is encouraged, to have an open-minded resolve to issues arising in the period of a project, it is necessary to append tasks and responsibilities to individuals, depending on the size of the team. The leader is expected to be team-oriented, such that engaging the entire team is an attribute of success (Northouse, 2010). Teams are comprised of different experts associated with a variation of skills and capabilities, but all members have to be encompassed in the establishment of a common goal. The team expects me to provide vision, direction, and be reliable throughout the project as it is part of a leader’s responsibility. Outcome Skills acquired from experience, and research on leadership will contribute towards developing a comprehensive leadership style that focuses on individual, team, and organizational well-being. The organization, by structure, depends on each entity, regardless of level in the hierarchy. Ensuring that the working environment for all members under my leadership is reason enough for a positive outcome (Gallos, 2008), but as a transformational leader, I intend to connect with the members on a personal level, since emotions, personality, and attitude impact productivity. Plan for moving from where you are today to the leader I aspire to be Leadership Strategies v References Ashkenas, R., Ulrich, D., Jick, T., & Kerr, S. (2002). The Boundaryless Organization: Breaking the Chains of Organizational Structure (2nd Ed.). San Francisco, CA: Jossey-Bass. Bateman, T. S., & Snell, S. A. (2007). Management: Leading and Collaborating in a Competitive World (7th Ed.). Boston, MA: McGraw-Hill/Irwin. Beamish, P.W., Morrison, A., Inkpen, A., & Rosenzweig, P. M. (2003). International Management: Text and Cases (5th Ed.). Boston, MA:McGraw-Hill/Irwin. Bradberry, T., & Greaves, J. (2009). Emotional Intelligence 2.0. San Francisco: Publishers Group West. Gallos, J. V. (2008). Business leadership: A Jossey-Bass reader. San Francisco: Jossey-Bass. Jones, G. R. (2010). Organizational Theory, Design, and Change. (6th ed.) Upper Saddle River, NJ: Pearson/Prentice Hall.  McKee, A., Boyatzis, R. E., & Johnston, F. (2008). Becoming a Resonant Leader: Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness. Harvard: Harvard Business Press. Northouse, P. G. (Ed). (2010). Leadership: Theory and Practice. London: SAGE Publications. Read More