Article

Leadership That Gets Results

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Abstract

A leader's singular job is to get results. But even with all the leadership training programs and "expert" advice available, effective leadership still eludes many people and organizations. One reason, says Daniel Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data. Now, drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviors yield positive results. He outlines six distinct leadership styles, each one springing from different components of emotional intelligence. Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in turn, on its financial performance. The styles, by name and brief description alone, will resonate with anyone who leads, is led, or, as is the case with most of us, does both. Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future. The research indicates that leaders who get the best results don't rely on just one leadership style; they use most of the styles in any given week. Goleman details the types of business situations each style is best suited for, and he explains how leaders who lack one or more of these styles can expand their repertories. He maintains that with practice leaders can switch among leadership styles to produce powerful results, thus turning the art of leadership into a science.

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... In the sequence, we present the themes observed after careful analysis. Bass, 1990;Bass and Bass, 2008 Bass, 1990;Bass and Bass, 2008 Bass, 1990;Bass and Bass, 2008 Finally, in Table 6, we present the types of leadership themed by (i) Emotional Intelligence (Goleman, 2000); (ii) Advanced Communication Technology (ACT); (iii) leaders' roles, and (iv) based on Situational Theory, as follows: Goleman, 2000;Zaccaro and Bader, 2003;Pielstick;Hersey and Blanchard, 1969 4.1. Traits or personality? ...
... In the sequence, we present the themes observed after careful analysis. Bass, 1990;Bass and Bass, 2008 Bass, 1990;Bass and Bass, 2008 Bass, 1990;Bass and Bass, 2008 Finally, in Table 6, we present the types of leadership themed by (i) Emotional Intelligence (Goleman, 2000); (ii) Advanced Communication Technology (ACT); (iii) leaders' roles, and (iv) based on Situational Theory, as follows: Goleman, 2000;Zaccaro and Bader, 2003;Pielstick;Hersey and Blanchard, 1969 4.1. Traits or personality? ...
... However, in the last decades of the XX century, the cognitive approach to Leadership became prominent. For example, see Table 5, (i) Coercive; (ii) Authoritative; (iii) Affiliative; (iv) Democratic; (v) Pacesetting; (vi) Coaching (Goleman, 2000). ...
Article
Full-text available
In this work, we addressed the epistemology of Leadership styles and supporting theories, providing a new perspective on the emerging themes after careful analysis and revision. From examining 37 leadership supporting theories, and 120 leadership styles, themes relating to the nature of Leadership emerged from the analysis, such as "cognitive" or "behavioral;" "situational" or "transformational;" "eye-to-eye" or "remote," and from the literature review, such as "informal or formal," "small groups" or "organizations," and leaders. As a result, we believe it is possible to reduce somehow the confusion that has contaminated leadership research for more than a century, paving the way for future research by understanding complex concepts affecting Leadership over the centuries.
... Based on Goleman's classification we considered and named the following worker leadership profiles: 1) Coercive, requiring immediate obedience; 2) Centralizer, the leader usually takes decisions, subsequently informing all the steps to be followed; 3) False paternalistic, building emotional bonds, although exercising abusive and unpredictable supervision; 4) Toxic role model, emphasizing high-performance standards, however in a toxic way; () Coach, who develops people, however, only following his own rules; 6) Narcissisticempowering, who recognizes his or her collaborators but only in favoritism of the self-interests; 7) Toxic, exercising a nefarious leadership; and finally, 8) Empowering, revealing a beneficial leadership style. 75,76 For example, the coercive profile concerns individuals with high scores in ELQF2 (Participative Decision-making), TLSF3 (Narcissism) and TLSF4 (Self-promotion), and medium/low scores in the remaining dimensions, which corresponds to individuals who demand immediate obedience from their subordinates, meaning that their own opinions are superior, despite sharing challenges. 75,76 The worker leadership profile with the highest number of participants was the narcissistic-empowering (n = 118), followed by the toxic profile (n = 45). ...
... 75,76 For example, the coercive profile concerns individuals with high scores in ELQF2 (Participative Decision-making), TLSF3 (Narcissism) and TLSF4 (Self-promotion), and medium/low scores in the remaining dimensions, which corresponds to individuals who demand immediate obedience from their subordinates, meaning that their own opinions are superior, despite sharing challenges. 75,76 The worker leadership profile with the highest number of participants was the narcissistic-empowering (n = 118), followed by the toxic profile (n = 45). Conversely, the profiles with the lowest number of participants were the coercive (n = 14) and the toxic role model (n = 15). ...
... Following Goleman's classification, we named them coercive, centralizing, false paternalistic, toxic role model, coach, narcissistic-empowering, toxic, and empowering. 75,76 The false paternalistic and the toxic role model are indistinct in their relation to the subordinates' work motivation. ...
Article
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Purpose: The present study aims to verify the association between two opposing models of leadership, toxic and empowering, and the different dimensions of work motivation. Participants and methods: Three questionnaires (Toxic Leadership Scale, Empowering Leadership Questionnaire, and Multidimensional Work Motivation Scale) were applied to 408 workers. Cluster analysis was performed. Results: Cluster analysis produced eight clusters based on the different configurations of leadership dimensions, namely coercive, centralizer, false paternalistic, toxic role model, coach, narcissistic-empowering, toxic, and empowering. Those clusters relate differently to work motivation dimensions. Conclusion: The profiles with higher scores in empowering leadership dimensions are more generally related to autonomous regulation (identified and intrinsic work motivation). The profiles with higher toxic leadership dimensions are more related to amotivation and controlled regulation (extrinsic work motivation). One profile stood out: the narcissistic-empowering profile that combines high scores in narcissistic leadership and empowering leadership dimensions. This profile unexpectedly relates significantly to autonomous regulation. This study contributed to the knowledge of the work motivation dimensions concerning empowerment and toxic leadership. Therefore, it contributes to deepening the nomological network of the concepts and providing inputs to human resource processes suitable to improving the organizational results and the workers' quality of life.
... Assim, o tema foi abordado partindo de uma perspetiva mais ampla para uma perspetiva mais específica, que inclui teorias sociais, de rede e de liderança de autores como Bourdieu (1986), Putnam (1993;1995), Latour (1996; e Goleman (2000;2004), bem como estudos recentes sobre Coworking de Gandini (2015), Weijs-Perrée et al. (2019), Orel & Dvoulety (2020) entre outros. Após analisar exemplos de estudos de caso, descobriram-se as principais motivações e ferramentas dos profissionais que trabalham nestes locais hibridizados. ...
... (2019), were central in order to understand how their communities can best enrich their environments. A first attempt to reflect on these debates has been the work of Waters-Lynch 13 Concepts related to Achor (2012), Goleman (2000;2004), or Sinek (2009) that try to prove how different styles of leadership, such as related to soft skills and other personal traits, can affect organizational forms. 14 ANT established as short form for Actor-Network-Theory which is not only researched also by other communication scientists. ...
... Achor (2012),Goleman (2000;2004), and Zaleznik(2000)can be named. Zaleznik, for example, discusses the question if and how managers and leaders are different forms of leaders. ...
Thesis
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Due to factors of a changing, multinational labour market and the pandemic situation, shared and mobile offices are more requested than ever before. We set out to explore Lisbon’s coworking communities, as well as the most beneficial resources available to foster and support flexible work practices worldwide. The goals of this research are: 1) to seek a clear definition of coworking and networks; 2) to understand the role of social capital, collaboration, and organizational leadership within coworking communities; 3) to identify community factors, motivations, and user preferences that allow business leaders and customers to make more suitable decisions regarding their unique contexts.
... In the sequence, we present the themes observed after careful analysis. Bass, 1990;Bass and Bass, 2008 Bass, 1990;Bass and Bass, 2008 Bass, 1990;Bass and Bass, 2008 Finally, in Table 6, we present the types of leadership themed by (i) Emotional Intelligence (Goleman, 2000); (ii) Advanced Communication Technology (ACT); (iii) leaders' roles, and (iv) based on Situational Theory, as follows: Goleman, 2000;Zaccaro and Bader, 2003;Pielstick;Hersey and Blanchard, 1969 4.1. Traits or personality? ...
... In the sequence, we present the themes observed after careful analysis. Bass, 1990;Bass and Bass, 2008 Bass, 1990;Bass and Bass, 2008 Bass, 1990;Bass and Bass, 2008 Finally, in Table 6, we present the types of leadership themed by (i) Emotional Intelligence (Goleman, 2000); (ii) Advanced Communication Technology (ACT); (iii) leaders' roles, and (iv) based on Situational Theory, as follows: Goleman, 2000;Zaccaro and Bader, 2003;Pielstick;Hersey and Blanchard, 1969 4.1. Traits or personality? ...
... However, in the last decades of the XX century, the cognitive approach to Leadership became prominent. For example, see Table 5, (i) Coercive; (ii) Authoritative; (iii) Affiliative; (iv) Democratic; (v) Pacesetting; (vi) Coaching (Goleman, 2000). ...
Preprint
Full-text available
In this work, we addressed the epistemology of Leadership styles and supporting theories, providing a new perspective on the emerging themes after careful analysis and revision. From examining 37 leadership supporting theories, and 120 leadership styles, themes relating to the nature of Leadership emerged from the analysis, such as "cognitive" or "behavioral;" "situational" or "transformational;" "eye-to-eye" or "remote," and from the literature review, such as "informal or formal," "small groups" or "organizations," and leaders. As a result, we believe it is possible to reduce somehow the confusion that has contaminated leadership research for more than a century, paving the way for future research by understanding complex concepts affecting Leadership over the centuries.
... As administrators use DG, they assist educators with role clarity; prioritization; understanding of vision, goals, and objectives; clarification of misconceptions; establishment of expectations; and performance feedback. These leadership practices and communications are oriented to the structure dimension of the Ohio State studies, directive leadership in path-goal theory (Howell & Costley, 2006), and consistent with democratic leadership elements (Goleman, 2000). DG supports the Bolman and Deal (2010) political frame by focusing on goals, power, and resource management as well as the structural frame by connecting to goals, roles, accountability and rules providing greater clarity and coordination for the educator. ...
... As administrators use E, they provide strategic individualized praise and authentic encouragement, demonstrate concern for employee job satisfaction and engagement, provide support for individualized professional development and career advancement, express support for employee well-being not only on the job but at home and in life as a whole, and extend trust and confidence to the employee and their abilities. They work with empathy, sensitivity, and care as they engage in the leadership practices and communications-oriented to the consideration dimension of the Ohio State studies, supportive leadership in path-goal theory (Howell & Costley, 2006), and elements consistent with affiliative and coaching leadership (Goleman, 2000). Empathetic language supports the human resources frame (Bolman & Deal, 2010) through its emphasis on individualized employee needs and motives as well as lending support to the concept of educational organizations operating as "families". ...
... As administrators use MM, they strengthen the induction of new employees, enhance the process of change and transformation, shed light on the formal and informal rules of school culture, clarify organizational expectations, and help educators connect their personal goals and visions to school/district goals and visions. Meaning-making language is congruent with authoritative leadership (Goleman, 2000) and aligned to the Bolman and Deal (2010) symbolic frame focusing attention on school culture and sense-making. The symbolic frame helps to highlight heroes and heroines, unspoken codes, informal covenants, shared values, rituals, and other sense-making tools that help govern teacher behavior and "cultivate commitment, hope, and loyalty" (Bolman & Deal, 2010, p. 4). ...
... Victoroff and Boyatzis (2012) stated that Self-awareness helps in knowing ones internal state, preference, resources and intuition. It's not automatic to have the ability to recognize our personal moods and reactions when in the spot light, privately and still be able to remain conscious afterward whether in teams or individually (Goleman 2000). This indicates that self-awareness involves having a realistic assessment of one's abilities. ...
... Self-management refers to the continuous process of managing, evaluating and reinforcing our actions, thoughts and emotions to have appropriate behaviors or performance in relation to our surroundings and environment through constantly reminding ourselves of our norms and values (Goleman 2000). Instead of the usual blame game for mistakes or constantly defending ourselves, we should be able to take responsibility for our own behaviors, deeds, mistakes and in general emotions and how they impact our behaviors and daily lives such as the so many decisions that we have to make in our lives (McPheat, 2010). ...
Article
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Impact of Health on Employee Performance in Nasarawa State.
... Santa Morte é imaginada pelos devotos não apenas como ceifeira de almas, mas simultaneamente repelindo doenças e consertando corpos quebrados, adicionando, assim, mais alguns grãos de areia à ampulheta da vida. Existem múltiplas perspectivas a partir das quais o complexo fenômeno da "liderança" pode ser analisado, tanto no contexto político quanto no religioso (ROST, 1991;STOG-DILL, 1974;BURNS, 1978;CIULLA, 2004;EDWARDS, 2000;GOLEMAN, 1998GOLEMAN, , 2000SIU-DA-AMBROZIAK, 2017). Rost (1991) analisa 221 conceitos de liderança e Stogdill (1974, p. 259) afirma que "há quase tantas definições de liderança quanto há pessoas que tentam definir o conceito". ...
... A percepção dos líderes também é sempre através do prisma dos tempos em que atuam, das qualidades que possuem e habilidades que lhes permitem ganhar apoio e consolidar seu relacionamento com os seguidores (GOLEMAN, 2000;MYERS, 2007). Macedo. ...
... Goleman's (1995;) work on EI happens to be extremely important in developing hypotheses about the subject. The relevance of the relationship between leadership and emotional intelligence has been discussed by George (2000), Goleman (2000Goleman ( , 2003, Holian (2006), and Boyatzis et al (2013). Emotional intelligence is a sine qua non for leadership, according to these studies. ...
... Goleman (2003) describes the main characteristics of an emotionally intelligent leader, including self-awareness, selfregulation, social awareness, and empathy, which will be the focus of this paper's analysis. EI is a crucial aspect of leadership style and decision-making effectiveness, according to Goleman (2000). Decision-making is an important element of everyday interactions; it is an individual's taught habitual reaction pattern when faced with a decision circumstance. ...
Book
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This Conference Proceedings volume contains the written versions of most of the contributions presented during the Second International Conference on Fostering Resilient Business Ecosystems and Economic Growth: Towards the Next Normal. Like in the previous year, it took place online from April 27-29, 2022. The Conference provided a setting for discussing recent developments in various topics, including Marketing, OB & HRM, Entrepreneurship, Strategic Management, Operations Management, Economics, Public Policy, Business Analytics, International Business, Finance, and Accounting. The Conference has been a good opportunity for participants from 100s of Institutes from India and abroad. The inclusion of Keynote speeches in every track presentation has been highly appreciated, even for the speakers' efforts to present the ideas and methods in a lively and accessible way. We want to thank all participants for their contributions to the Conference program and their contributions to these Proceedings. Many thanks go to Soetomo University, Indonesia and AIMS, in collaboration with whom we have organized the International Conference for the second time in a row.
... Goleman's (1995;) work on EI happens to be extremely important in developing hypotheses about the subject. The relevance of the relationship between leadership and emotional intelligence has been discussed by George (2000), Goleman (2000Goleman ( , 2003, Holian (2006), and Boyatzis et al (2013). Emotional intelligence is a sine qua non for leadership, according to these studies. ...
... Goleman (2003) describes the main characteristics of an emotionally intelligent leader, including self-awareness, selfregulation, social awareness, and empathy, which will be the focus of this paper's analysis. EI is a crucial aspect of leadership style and decision-making effectiveness, according to Goleman (2000). Decision-making is an important element of everyday interactions; it is an individual's taught habitual reaction pattern when faced with a decision circumstance. ...
Conference Paper
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Regarded as Open Internet Order, earlier, Net neutrality is based on the notion of how fairly is it used i.e. there should be no blocking, throttling or paid prioritization. This facility makes sure that the traffic is operated on fairly on the basis of content and not the origin. This study is based on understanding the impact of net neutrality and on the Indian internet users. This research aims to assess the ability of net neutrality to maintain continuous internet speed and random locations of Mumbai. To find out the common notion of 4G users regarding the affordability of data services and to assess browsing experience of Indians and how does Net Neutrality impact this experience. In the study a consistent internet speed across various Indian Telecom operators after the implementation of net neutrality was found. Internet users expressed their agreeableness on the affordability and quality of the browsing experience of 4G service.
... Goleman's (1995;) work on EI happens to be extremely important in developing hypotheses about the subject. The relevance of the relationship between leadership and emotional intelligence has been discussed by George (2000), Goleman (2000Goleman ( , 2003, Holian (2006), and Boyatzis et al (2013). Emotional intelligence is a sine qua non for leadership, according to these studies. ...
... Goleman (2003) describes the main characteristics of an emotionally intelligent leader, including self-awareness, selfregulation, social awareness, and empathy, which will be the focus of this paper's analysis. EI is a crucial aspect of leadership style and decision-making effectiveness, according to Goleman (2000). Decision-making is an important element of everyday interactions; it is an individual's taught habitual reaction pattern when faced with a decision circumstance. ...
Conference Paper
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Due to Corona pandemic all sectors of businesses shifted to online platforms, for their survival. Increased level of online shopping was seen due to imposed lockdowns and social distancing. Online shopping has number of advantages but there are certain disadvantages associated with the same and hence it’s important to be cognizant of such consequences. Cheating and frauds are the major concern of online buying and hence awareness should be created amongst the online shoppers. The study aims at exploring the disadvantages of online shopping. 120 respondents were surveyed from the city of Pune to collect their view about the disadvantages of online shopping.
... Goleman's (1995;) work on EI happens to be extremely important in developing hypotheses about the subject. The relevance of the relationship between leadership and emotional intelligence has been discussed by George (2000), Goleman (2000Goleman ( , 2003, Holian (2006), and Boyatzis et al (2013). Emotional intelligence is a sine qua non for leadership, according to these studies. ...
... Goleman (2003) describes the main characteristics of an emotionally intelligent leader, including self-awareness, selfregulation, social awareness, and empathy, which will be the focus of this paper's analysis. EI is a crucial aspect of leadership style and decision-making effectiveness, according to Goleman (2000). Decision-making is an important element of everyday interactions; it is an individual's taught habitual reaction pattern when faced with a decision circumstance. ...
Conference Paper
Full-text available
In India, the mobile phone revolution has changed several aspects of life, especially the business of advertising and marketing. Influencer marketing on social media using endorsements and product mentions from influencers that was earlier confined to celebrities and bloggers has grown bigger. Brands are re-imagining their businesses of marketing their products/services by building communities and roping in normal people as content creators. Instagram, YouTube and Facebook are becoming an instant hit allowing people to share reels, pictures/videos instantly. Influencers are people with a huge follower base on some or all of the social media platforms and brands are increasingly roping in these influencers to create a pull in the market for their products/services. These thought leaders create content to influence the idea of people online.
... Organizations, especially with the adoption of innovations such as the moving production line, were now able to define the pace of the operation. Of course, the struggle between people soldiering (i.e., aligning their behaviours similarly to soldiers in parade but not necessarily according to the commander's orders) and the company's pace setting through job design and leadership pace-setting style (Goleman, 2000) is entirely predictable. For example, the current wave of automation is bringing old themes back to life. ...
... Hence, different approaches to human resource management were taught that emphasized one or other of these two attributes (Clegg, Pitsis & Mount, 2021). Goleman (2000) explained that leadership styles are like a Swiss knife: effective leadership requires a combination of styles -setting pace as in the traditional organization but also coaching, democratic decision-making, authority-based influence, and so on. The simplifications of the past gave way to more complex views of people. ...
Book
Presenting the emergence of new organizational designs in a novel way, this insightful book blends theory and practice to examine major trends and directions, the key ideas that underpin organizational design and how these ideas might be applied. The authors explore how, in a world characterized by relentless change and volatility, traditional bureaucracies of the past are increasingly regarded as being too slow and centralized. Instead, emerging ideas, such as platforms, ecosystems, holacracies, agility and improvisation are gaining purchase. Focusing on key trends and forms of design, the book offers an approach to organizing that accommodates paradoxes and offers a fresh view on managing organizational design. Rich in anecdotes and examples, the Elgar Introduction to Designing Organizations will be a useful guide for business and management scholars and advanced students with a focus on organizational studies and innovation. It will be beneficial for business managers thinking about how to design their organization so that it is fit for contemporary purposes.
... As administrators use E, they provide strategic individualized praise and authentic encouragement, demonstrate concern for employee job satisfaction and engagement, provide support for individualized professional development and career advancement, express support for employee well-being not only on the job but at home and in life as a whole, and extend trust and confidence to the employee and their abilities. They work with empathy, sensitivity, and care as they engage in the leadership behaviors oriented to the consideration dimension of the Ohio State studies, supportive leadership in path-goal theory (Howell and Costley, 2006), and elements consistent with affiliative and coaching leadership (Goleman, 2000). Empathetic language supports the human resources frame (Bolman and Deal, 2010) through its emphasis on individualized employee needs and motives as well as lending support to the concept of organizations operating as "families" and deep caring/trusting environments. ...
... As administrators use MM, they strengthen the induction of new employees, enhance the process of change and transformation, shed light on the formal and informal rules of school culture, clarify organizational expectations, and help employees connect their personal goals and visions to school goals and visions. Meaning-making language is congruent with authoritative leadership (Goleman, 2000) and aligned to the Bolman and Deal (2010) symbolic frame focusing attention on school culture and sense-making. The symbolic frame helps to highlight heroes/heroines, unspoken codes, informal covenants, shared values, rituals, and other sense-making tools that help govern teacher behavior and "cultivate commitment, hope, and loyalty" (Bolman & Deal, 2010, p. 4). ...
... On the contrary, if they perceive the styles of principals as autocratic and oppressive, then such communities may stay away from the school and her activities. Goleman (2000) enhanced the idea of leadership styles by identifying six types such as visionary (defining the vision while allowing for exploration and creativity), affiliative (fostering harmony and interpersonal interactions), democratic (focusing on cooperation and collaboration), coaching (establishing long-term objectives based on people's abilities and shortcomings), pacesetting (concentrating on innovative techniques and performance to achieve difficult targets), and commanding (attempting to get quick cooperation) in his famous business paper. The cited author extended his ideas by emphasizing specific combinations of emotional intelligence to leadership styles (Goleman et al., 2002). ...
Article
This analysis examined the collaboration between schools and host communities using the leadership styles of principals and public relations skills as independent variables. As noted, and reported in the literature, the research was motivated by the conflicting links and alienative partnerships between schools and communities. The research followed a quantitative approach with an emphasis on the descriptive survey architecture. The study targeted a population of 667 school administrators; however, data was obtained from 583 secondary school managers who participated voluntarily. A questionnaire was used for data acquisition, with a Cronbach’s reliability index of .84. Key findings showed that the adoption of leadership styles generally and particularly in terms of the bureaucratic, coaching, democratic, servant-oriented and visionary styles was high; the autocratic, laissez-faire, transactional and transformational styles were adopted to a low degree, whereas the strategic leadership style was adopted averagely; the extent of principals’ public relations skills, as well as school-community collaboration (SCC) was low; the degree of SCC did not depend significantly on the leadership styles adopted, but on the public relations expertise of principals. Based on these results, important theoretical and policy implications for effective practices in educational management are discussed. HIGHLIGHTS 1. Democratic and autocratic styles are the most and least embraced forms of leadership respectively 2. Principals’ leadership styles do not determine the extent of SCC 3. PTA activities are the most common PR tactics used to maintain close contact with parents 4. High rates of SCC are associated with principals’ possession of good PR skills 5. Principals’ with good/bad PR skills are 8.2% more likely to maintain good/bad SCC
... He associates his model with emotional and social competencies that contribute to management performance and leadership skills. Goleman (2000) identifies four dimensions of emotional intelligence: 1) self-awareness, 2) self-management, 3) social awareness, and 4) social skills. The mixed model includes mental abilities related to intelligence, emotions and personality traits and dispositions (Bar-On, 1997, 2002; Boyatzis, 2006; Boyatzis and Sala, 2004; Goleman, 1996Goleman, , 1998a). ...
Article
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Abstract: The Office for National Statistics find that productivity in the UK remains sluggish. They describe this as a productivity puzzle. One reason many be associated with the accidental manager. These are people who are appointed to leadership positions with little or no leadership/ management skills and can drain productivity. This suggests that, not withstanding the development of leadership/ management theories, there continues to be a problem that needs to be addressed. This journal article, begins by comparing and contrasting the terms leadership and management and reflects upon a few of the main theories. The findings propose that there is no one right approach to leadership. However, the leader needs to have the requisite skills to adapt and adopt the appropriate leadership style for the situation. This requires the leader to make decisions that involve cognition, intuition and emotion. Therefore, the leader of the twenty first century needs to be able to influence and collaborate with others while recognizing that “words can hurt” and that some people can be more sensitive than others. It is, therefore important that leaders develop their emotional intelligence skills. The leader of the twenty first century also recognizes the damaging impact that passion killers and pathocratic influence can have on the organization. These factors can help build a high performing, passionate and healthy workplace in which people feel valued. In summing up, the role of leader and follower is increasingly blurred. It acknowledges the significance of allowing followers to take responsibility while recognizing leadership is a process not a position.
... Das heißt, diese vier Fähigkeiten der Emotionalen Intelligenz wirken sich nicht nur auf private, sondern auch auf berufliche Beziehungen aus. Zudem konnte nachgewiesen werden, dass Emotionale Intelligenz die Zusammenarbeit und den Erfolg in Organisationen maßgeblich beeinflusst (Salovey & Grewal, 2005;Goleman 2000;Goleman et al. 2002, Magids et al., 2015Delizonna, 2017). Hinsichtlich der Bedeutung von Emotionaler Intelligenz für Unternehmen vertreten unterschiedliche Autoren die Meinung, dass eine ausgeprägte Emotionale Intelligenz die Effektivität von Teams und den Umgang mit Stress in Bezug auf den Arbeitsplatz fördert Goleman 1998). ...
... Sirmon et al, (2007) cited in Mahdi and Almsafir (2014) explained that the awaken leadership do manage portfolios of the organizational resources convert to HC capabilities to leverage for competitive advantage; thus, lead to organizational performance. Goleman (2000) defined that the strategies set by the leaders, creates mission, build culture to motivate employees to achieve results. Petric et al., (1999) defined that those organizations embedded with superior leadership skills strategize and create economic values than others who unable to imitate such superior skills. ...
Article
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The concept of Human Capital (HC) recently received attention from scholars. They hypothesize that HC represents human factor with combined intelligence, expertise and skills of individuals. Human Capital Management is considered as an integrated approach to manage and develop human capabilities thus achieve high performance. Human Capital Management Practices (HCMP), provide with specific competencies that are important to excel best performance in the business world; the war for excellence escalates as the key factor to accomplish the top position among competitors. HC holds transferable characteristics across the jobs, firms or industry. HC has a broad meaning that includes self-generating, expandable, transportable and shareable characteristics that closely linked with the individual economic performance. i Correspondence: email
... The knowledge and skills' acquirement is related to general mental ability of an individual, because the higher an individual's general mental ability is, the faster acquisition of knowledge is got, both in formal training and on the job (Kuncel et al., 2004). In order for an individual to achieve distinct performance, must have a combination of abilities (Goleman, 2000). Employers usually take into account criteria connected to candidates' existing qualifications and skills, such as prior job experience, education degrees, computer certification and foreign languages' knowledge. ...
Article
Human capital is considered as the most valuable resource for an organization. Proper personnel selection for recruitment and positioning, including authority (managerial) positions, may affect significantly total organizational performance. In the Greek public sector, a research was conducted about the criteria used for personnel evaluation for positioning and performance. Our aim was to investigate the employees' opinion about the variables used for personnel selection, promotion and performance, revealing their possible important statistical correlations. Results showed that employees consider formal qualifications, such as education, training and job experience, very important to evaluate candidates for the best matching to the appropriate positions, including authority positions. Statistical analysis, showed important statistical correlations between employees' formal qualifications and parameters connected to performance. Exploratory Factor Analysis revealed four main factors for positioning and performance criteria. Confirmatory Factor Analysis led to a model to validate the statistical significance between the above factors. The model produced will represent the basis for further analysis techniques in order to predict the employees' performance through formal qualifications even in the selection stage, using algorithms.
... Συγκρίνοντας τα ευρήματα της παρούσας έρευνας (σχετικά με τα χαρακτηριστικά της Ηγεσίας της Υ.ΒΙ.Π) με τα χαρακτηριστικά που πρέπει να έχει ένας αποτελεσματικός ηγέτης, σε αυτά μπορούμε να συμπεριλάβουμε: την ηθική, την καινοτομία, τον σχεδιασμό και την οργάνωση, τη διαχείριση έργων, τη δημιουργία ομάδων, την ενθάρρυνση για συμμετοχή των υπαλλήλων (Quinn et al. 2007), την ακεραιότητα, το να θέτει το καλό παράδειγμα, την κατανόηση, την ικανότητα καλού ακροατή, την αυτοβελτίωση (Hernon et al. 2008), την κουλτούρα συνεχής μάθησης και ανάπτυξης του προσωπικού (Creth 1995), το να εμπιστεύεται τους υφισταμένους του και να προκαλεί διαφορετικές απόψεις (Ershova 1998), την ανάπτυξη συνεργασιών και συμμαχιών (Riggs 1998). Τέλος, η αυτογνωσία και η αυτεπίγνωση αναφέρονται από τη βιβλιογραφία ως σημαντικά χαρακτηριστικά για την ηγεσία (Goleman (2000); Βαρδακώστα και Κωσταγιόλας (2006)), και η Διεύθυνση της Βιβλιοθήκης αποδεικνύεται ότι τα έχει σε μεγάλο βαθμό. Οι ακαδημαϊκές βιβλιοθήκες σήμερα βρίσκονται σε μια αβέβαιη θέση, μιας και οι πόροι απόκτησης και πρόσβασης πληροφοριών ελαττώνονται ενώ αυξάνονται οι δυνατότητες πρόσβασης σε διαθέσιμες πληροφορίες. ...
Thesis
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Η παροχή ποιοτικών υπηρεσιών αποτελεί θέμα επιβίωσης για τις ακαδημαϊκές βιβλιοθήκες και μέσο ενίσχυσης της ανταγωνιστικότητάς τους. Σε περιόδους κρίσης και συνεχών αλλαγών η ανάγκη για αποτελεσματική ηγεσία μέσω της ποιότητας γίνεται πιο έντονη. Από τη βιβλιογραφία προκύπτει ότι παρόλη την προσοχή που έχει δοθεί στην ποιότητα των παρεχόμενων υπηρεσιών και πηγών από τις ακαδημαϊκές βιβλιοθήκες, σχετικά λιγότερη προσοχή έχει δοθεί στη συστηματική κατανόηση των διαδικασιών της ηγεσίας σε σχέση με τις προσπάθειες συνεχούς βελτίωσης της ποιότητας. Στην παρούσα εργασία αφού γίνεται ανασκόπηση της βιβλιογραφίας σχετικά με την ηγεσία και την ποιότητα στις ακαδημαϊκές βιβλιοθήκες διερευνώνται με τη μέθοδο της συνέντευξης οι αντιλήψεις τόσο της Διεύθυνσης όσο και των υπαλλήλων της Βιβλιοθήκης του Πανεπιστημίου Μακεδονίας για την έννοια της αποτελεσματικής ηγεσίας. Η διεξαγόμενη έρευνα βασίστηκε στο πρώτο κριτήριο του Μοντέλου Επιχειρηματικής Αριστείας EFQM που αφορά στην Ηγεσία. Σε εθνικό επίπεδο δεν έχει πραγματοποιηθεί κάποια ανάλογη έρευνα στο χώρο των βιβλιοθηκών. Σκοπός της είναι η αξιολόγηση της απόδοσης της Ηγεσίας της Βιβλιοθήκης του Πανεπιστημίου Μακεδονίας. Το Μοντέλο EFQM αποδεικνύεται ένα εργαλείο κατάλληλο και χρήσιμο για βιβλιοθήκες. Μέσα από την εφαρμογή του επετεύχθη ο εντοπισμός τόσο των δυνατών σημείων της Ηγεσίας της Βιβλιοθήκης του Πανεπιστημίου Μακεδονίας όσο και των σημείων που χρήζουν βελτίωσης.
... A common leadership analogy is that of an expert golfer who draws on a wide range of tools, in the form of various woods, irons, and putters, to best meet the conditions under which they are playing. While an inexperienced or first-time golfer may pull out of their golf bag a club they've used before, the skilled golfer will draw on their knowledge, skills, and experience to choose the best club for the situation (Goleman 2000). ...
Research
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School leadership is a complex and demanding role, adapting to change in uncertain times added challenges and difficulty in decision making. Their normal leadership practices and approaches are been put to their utmost. This study aims to generate a theory on emerging school leadership among school heads in providing education in this time of COVID-19 pandemic. Utilizing the Grounded theory approach to investigate the phenomenon of interest, obtained data through a semi-structured in-depth interview with ten (10) School leaders; using comparative and qualitative thematic analysis themes were compared with each other, and similar concepts were integrated. The results showed that providing quality education in a time of pandemic is systemically planned, the curriculum was modified, and established a partnership with the community shared common goals for the education of the learners. Maximizing and outsourcing funds to provide enough resources to address the needs (e.g. printing materials, COVID-19 virus equipment preventions, etc.) of the school and community. Implemented plans based on the context of the school, and concerns of the community. Parents' active participation, telecommunication devices, and literacy in social media are significant factors in this new normal education. The study recommends that school leaders must enhance their (1) communication skills in disseminating information, listening to the concerns, and giving feedback, and (2) immerse themselves in the status quo of their teachers, learners, parents, and community. (3) Skills in Information Communication technology for facilitating and monitoring distance learning modalities of the school.
... There was sufficient evidence to show that certain types of structures were good for identified types of management practices, strategies and leadership styles. The study by Goleman (2011) affirms that leadership styles had a bearing of organisational climate and ultimately performance. Accordingly, the significance of re-emphasising where people where managed from is the need to enhance their work environment as a sine qua non for effective performance. ...
Article
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People management is the management of Human Resources in the organisations. The purpose of HRM is fundamentally to maximise the output of the organisation by augmenting the effectiveness of its employees. Employees are an essential factor of achieving competitive advantage in organisations. Advancement in technology has left a paltry room to maneuver in the quest to differentiate products or services hence the focus on people based strategies. A number of studies have attempted to address a question of people management as a vital tool to accomplishing more with less effort. Nevertheless, most studies tended to be skewed towards specific areas leaving out a wealth of aspects critical to the subject. Accordingly, this study attempted to address the topic of people management using the 5W and 1H as an all-encompassing approach to achieving more with less effort in people management. This study is aimed at ascertaining essential elements in people management to achieve, augment and sustain employee output with less effort.A narrative review of literature was used in this study to get insights of the subject under investigation. A narrative review was used to fully explain concepts related to the subject and how they augment with the current study. A total of 38 journal articles on people management were reviewed, particularly from Elsevier, Science Direct and JSTOR.The study revealed that people management focus at all levels of HR in organisations. Behaviours, values, norms and habits should resonate with the organisation's goals. Formal structural set up in organisations facilitated good leadership practices, for continuous and timely management of behaviours, habits, aptitudes and team effort. Further, the implementation of management systems, processes and principles which if intertwined with a suitable strategy enhance efficiency output and competitive advantage of the organisation.The study concludes that a sustained blend of appropriate human resource processes, strategies and leadership styles sprout a culture that differentiate 2 the organisation's competitive advantage for efficient output and ultimate success. The study set ground for further probe of some elements revealed. 1. Introduction There is recognition that people are an essential part of productivity. Armstrong (2006) notes that people are the most important resource in the factors of production. It is human resource that bring together all other resources in the quest to achieve the set objectives of the organisation (Armstrong, 2006). People organise financial resources, secure a place where to operate from, source for raw materials and inputs to the production line, produce a product or service, market and offer it for sale (Stewart and Brown, 2011). In going through these processes humans are the only resource that have cognitive abilities, emotions and feelings. Accordingly, they need to be managed in order for them to manage other resources effectively. Reasoning, emotions and feelings can have a bearing on their behavior, attitude and consequently performance. Although human response to stimuli may be unpredictable, a desired behavior can be achieved by triggering elements that influence given desired behaviours and actions. Stewart and Brown (2011) notes that, hiring employees with talent and effective motivation enhances productivity. In addition, good human resource practices create more satisfied employees, who in turn work harder to meet customer needs. It is on the above premise that people management concept is a widely accepted phenomenon in achieving desired results. People operate in an environment with a predetermined system. To manage their performance, both the environment and behaviour should be effectively managed to achieve better results. The ultimate goal of managing people is to achieve more with less. To produce more with minimal input. Human resource management strategies aim to support programmes for improving organisational effectiveness by developing policies in such areas as knowledge management, talent management and generally creating 'a great place to work' (Armstrong, 2006). This bring out the element of efficiency whose elements include: time, cost and quality. People are managed to get results. They are managed because any given social set up, is established to achieve results. Organisations have goals, objectives and set targets which ought to accomplished. Achieving the objectives, is in itself not sufficient. Objectives have to be achieved at the right time, with the right cost and of great quality. The overall purpose of human resource management is to ensure that the organisation is able to achieve success through people (Armstrong, 2006). The aim of this study is to ascertain a mix of essential elements in people management to achieve better results with less effort. While there was wide recognition that managing people was prime to enhancing organisational performance, the practice has been to employ part of the strategies in people management leaving a major aspect of it unattended to. This phenomenon leads to frustration in practice and an illusion that not much result could be attained in pursuing human resource management strategies as a panacea to enhancing organisational performance. It is against this background that this paper attempted to use the 5Ws and 1H as a logical formula of inquiry to determine the appropriate way of managing people to achieve more with less effort in the organisation. The 5Ws and 1H is a formula used in an inquiry to get a complete picture of the subject under investigation. The formulae help to provide a complete report when the 6 questions are comprehensively answered. The elements in the 5Ws and 1H, are; who, what, where, when, why and how. The formula will help in ascertaining the efficient way of managing human resources, accomplishing more with less effort. It should be noted that, while the author recognises that there is a clear distinction between the concept "people" and "human resources" the two terms have been used interchangeably throughout the this article.
... Authoritarian leaders assert absolute authority and control over employees and require employees' unquestioning compliance, manifested in the oft-quoted phrase, "Do what I say" (Cheng et al., 2004;Goleman, 2000). Through dominating supervision, authoritarian leadership impairs employees' self-esteem (Chan et al., 2013) and affective trust (Chen et al., 2014). ...
Article
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Attachment style is essential in guiding individuals’ social interactions, especially in adversities. Based on social defence theory, we develop a moderated-mediation model to explore how employees’ attachment style guides employees’ reactions to threatening authoritarian leadership. Through a time-lagged design with 258 employees and their 142 direct leaders, we find that insecure attachment exhibits a positive role in alleviating authoritarian leaders’ negative indirect influence on employee voice via employees’ perceived status. However, secure attachment strengthens authoritarian leaders’ negative influence on employee status perception and voice behaviour. These findings expand the perspective of leadership drawn upon attachment theory and provide practical implications for management.
... Já sob uma perspectiva sociológica, Goleman (2000: 76 , 93 -102, cit. por CUNHA M.P. et al., 2003 veio apresentar um conjunto de fatores que influenciam o ambiente de trabalho, como flexibilidade, responsabilidade, modelos, recompensas, clareza e empenho, e sugerir uma relação com os estilos de liderança. ...
Experiment Findings
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Pós-doutoramento ( USP e UTAD), São Paulo, 2012 "Estudo comparado sobre o “estado da arte” da Comunicação Organizacional e das Relações Públicas entre Portugal e o Brasil Uma primeira abordagem"
... When followers receive compassion from their leaders, they will often manifest higher work engagement and more connectedness with their supervisor (Dutton et al., 2014;Miller, 2013). Although this type of language is seldom used, research suggests that it is yearned by employees and contributes to a leader's success (Goleman, 2000). ...
Article
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Purpose The novel coronavirus (COVID-19) outbreak thrust a spotlight on organizational leaders and the challenges that employees face during periods of organizational change. The purpose of the current study is to examine the influence of empathetic supervisor communication on employee turnover intention and the mediating role of affective trust toward supervisors and employee–organization relationship (EOR) quality. Informed by the social exchange theory and EOR literature, the authors develop a model in which affective trust toward supervisors and EOR quality mediates the relationship between empathetic supervisor communication and employee turnover intention. Design/methodology/approach This study recruited 417 employees based in the USA through an online panel operated by a professional survey company. Data collection that followed a quota sampling procedure lasted for about three weeks in October 2020. The authors used structural equation modeling to test the study hypotheses. Findings The findings of this study indicated that the extent to which supervisors adopted empathetic communication during organizational change had considerable repercussions on their supervisees' affective trust toward supervisors, relationship perception toward their organizations, and ultimately, their turnover intention. Originality/value This study is among the first that identifies empathetic communication as a pivotal force in driving employees' positive relational and behavioral reactions, reinforcing the growing expectation of supervisors in fulfilling communication functions during organizational change. Moreover, the authors contribute to understanding change management as an activity rooted in and enacted through communication between supervisors and subordinates. In addition, this study contributes to the organizational research of empathy during change.
... An up-todate meta-analysis (Miao et al., 2019), after controlling the common covariates that considered to overlap with EI, also confirmed the uniqueness of EI in expecting further measures other than job performance. Goleman (2000) stated that to achieve success in the workplace is not only cognitive ability (cognitive intelligence) course needed, but also the ability of emotional (emotional intelligence). Gunu (2014) argues that the more existence and the application of emotional intelligence in the workplace, the better it will make employees achieve better performance. ...
Article
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The achievement of success in the workplace and the employees' level of job performance are largely determined by the ability to manage the emotions of oneself and others. This study assessed the effects of Organizational Citizenship Behaviour (OCB) and Emotional Intelligence (EI) on agro-faculties' job performance in Federal University of Agriculture, Abeokuta (FUNAAB) and University of Ibadan (UI) Southwest Nigeria. Multistage sampling procedure was used to select 110 agro-faculties for the study. Primary data were obtained using a structured questionnaire and analysed using frequency counts, percentages, mean, and regression analysis. Results indicate that the mean age of the respondent was 44 years, 95.5% were married and the mean years of experience and monthly income as 10 years and N300,000 respectively. Majority (98.2%) of the respondents noted that they had learned a lot about themselves through their feelings and emotions, while 93.6% of agro-faculty engaged in self study in order to increase the quality of workout. In addition, majority (99.1%) of the respondents noted that they feel encouraged to come up with new and better ways of doing their job, while 90.9% agreed that they enjoyed their work, while 91.8% sees problems as challenges rather than obstacles. The regression result revealed a significant association between the emotional intelligence of the respondents (t=5.60, p<0.05) and their job performance. It was concluded that most of the agro-faculties had high emotional intelligence; hence, they can control their emotions and feelings. Based on this, the study recommends that continuous training and reorientation and formal sensitization workshop be organized to improve employees' OCB.
... Step Module (Fink 2003 The module's inception last year has provided the opportunity to reach Steps 10 and 12, completing the experiential cycle for both teacher and class and enabling me to present a more dynamic and improved course to the current year's second cohort. With a lot of proactive encouragement through the coaching leadership style (Goleman 2000), the module is being shaped and effectively run by teams through its mastery-based assessment sequence across Part 1 (September-February). Such is the shift of the control of assessment in this paradigm and indeed a proportion of each class, that it may be challenging for students and teachers more accustomed to a traditional learning model. ...
... Já sob uma perspectiva sociológica, Goleman (2000, pp. 76, 93-102, cit. ...
Experiment Findings
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Pós doutoramento: Comparação do “estado da arte” da Comunicação Organizacional e das Relações Públicas entre o Brasil e Portugal - Portugal no contexto Europeu O Pós-doutoramento teve a Supervisão científica do Professor Paulo Serra da Universidade da Beira Interior, do Professor Esteves Rei da UTAD e da Professora Margarida Kunsch da ECA-Universidade de São Paulo. O Projeto contou com o Patrocínio da FCT e Fundos Europeus. DOI: 10.13140/RG.2.2.26120.01284.
... Dynamic leadership is based on a journey where an agile leader walks a path in and out of different spaces within an ecosystem, drawing on diverse talents and perspectives, as well as ways of thinking and doing [35,36]. These leaders so function to stay committed to progress, while simultaneously making the most of the leader's inherent strength which is a hallmark of agility. ...
Article
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Traditional models of academic leadership are based largely on managerial and transactional approaches. Such efforts frequently support status quo individual success rather than values-based leadership based on collective institutional or sustainability-centered pursuits. Evolved reward systems and leaderships modes that support collective and institution-level effort and innovations prioritizing community and sustainability require new leadership models. Innovative leadership models that transcend traditional gatekeeping are needed and four leadership modes to support innovation and collective efforts are discussed, including shared leadership that draws on distributed contributions of multiple individuals; creative or innovative leadership that requires risk-taking, experimentation, and experiential learning; qualitative leadership that is data-driven and includes evidence-based innovation; and, dynamic leadership based on demonstrated agility and ability to traverse different spaces using diverse modes of doing and thinking. Progressive leaders can move in and out of these modes in response to ecosystem needs, demands, and changes through the use of design thinking and initiatives to support innovation and sustainability in higher education. Success in evolved leadership approaches, including centering sustainability goals that impact institutions themselves and communities in which they exist, require aligning reformed leadership goals and practices with funding models and reward systems, as well as policies and institutional change strategies.
... Destaca-se também que o resultado da favorabilidade da questão "Levando-se tudo em conta, este é um bom lugar para trabalhar?", com o resultado de 85,71%, reflete também o esforço do MOD16, por meio de uma liderança confiável e democrática, que segundoGoleman (2000), são melhores aplicadas em processos de mudanças e consenso dos colaboradores, como na implantação do teletrabalho Sabesp. Outras ações implementadas pela liderança do MOD16 para a contínua evolução da cultural organizacional são: as melhorias nas instalações; o fornecimento de equipamentos adequados; a maior participação dos colaboradores em congressos, seminários e treinamentos não financeiros, inclusive voltados à gestão de ativos; participação da equipe em projetos multidisciplinares; autonomia aos colaboradores etc.Apesar do resultado apresentado da PCO 2019, não se referir ao teletrabalho, o exercício da liderança confiável e democrático foi mantido durante a transição do trabalho presencial para o trabalho a distância, sendo que as manifestações da equipe mantiveram mesmo sentido durante os acompanhamentos diários e registros nas RADs, ou seja, toda equipe demonstra satisfação com o teletrabalho com ótimas condições de trabalho, conforme exemplificado nas Figuras 16 e 17. Goleman (2000) estabeleceu seis estilos de liderança adotados por líderes de alto desempenho, resultantes de componentes de inteligência emocional, que combinados ou não, geram impacto direto nas empresas, nas equipes e no desempenho financeiro. ...
Article
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Auditor Líder ISO Série 9000 pela SGS Certificadora. Lider Facilitador e Consultor Empresarial pela ADIGO. Endereço (1) : Rua Martim Tenório, 80 apartamento 03-Lapa-SP-CEP: 05074-060-País Brasil-RESUMO As melhorias implementadas em 2016 no sistema de processo eletrônico do TCESP, intensificaram o ritmo dos trâmites e atos processuais naquela instituição. Em resposta às melhorias implantadas no TCESP a Diretoria Metropolitana-M, por meio de sua ME-Superintendência de Gestão de Empreendimentos, criou a célula TCESP-M, para dar maior segurança aos administradores de contratos e solicitar às áreas financeiras da Diretoria M os documentos requisitados por aquele tribunal. Assim, após a transição para o SAP, a equipe do MOD16 durante a RAD (Reunião de Análise de Desempenho), de dezembro 2019, chegou ao consenso que o recebimento e arquivamento dos documentos em meio eletrônico no MOD16 deveria ser retomado com maior ênfase, já que as iniciativas anteriores não foram frutíferas devido a restrições externas. Porém, em 2020, a mudança no ambiente externo acelerou a implementação da adequação digital no MOD16. Foi a pandemia do Coronavírus, que impôs um ambiente desafiador para a todo o mundo, modificando a dinâmica da vida das pessoas, obrigando a adaptação das empresas e dos trabalhadores ao distanciamento social efetivando ações que antes não eram necessárias ou eram restritas. Assim, conforme os aspectos legais, que considera os serviços essenciais da Sabesp, foi estabelecido inicialmente pela Sabesp o trabalho em home office e posteriormente o "Projeto Piloto de Teletrabalho Sabesp", que tem se mostrado uma grande oportunidade para a Sabesp e suas partes interessadas. A nova forma de trabalhar criou percepções positivas no ganho de produtividade, colaboração entre as áreas, manutenção dos prazos e entregas, redução de custos e mais qualidade de vida para o empregado. O trabalho foi desenvolvido considerando-se a contribuição da área financeira ao pioneiro "Projeto INTRODUÇÃO Ativo é um item, algo ou entidade que tenha valor real ou potencial para uma organização, que ao ser administrado por meio de atividades coordenadas com foco no valor que pode proporcionar, alavanca os
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The intent behind the Book is to raise and disseminate awareness about upcoming research areas, issues and success stories, Such activity will affect the teaching learning process in a positive manner, as the academia will get acquaint with recent trends in the domain of Engineering, Social Science, Management, Basic Science. This book will provide a common platform, where academia, delegates from industry, and nominees from various Government and Private Universities and Institutions can put their views on Research trends across various fields as well as deliberate upon futuristic approaches along with major bottlenecks. The deliberations will not only encompass all avenues of Engineering, Social Science, Management, Basic Science, but also through a spotlight on the positive and inadvertent impact of modern technologies on society. We are attempting for Most Chapters in Single Book for India Book of Records. We are applying it to ‘Wonder Book of Records’, with 21 Editors and more than 250+ Authors and Co- Authors.
Chapter
Salespeople play a key role as they are the link between companies and their clients. This means that sales managers must be increasingly concerned about managing their teams to maximize their results. Therefore, to ensure best practices and promote their performance, companies should periodically audit the management of their sales team. The main objective of the present study is to identify the most relevant activities for sales managers and build an audit procedure to evaluate their performance and identify potential gaps that need to be rectified to promote their success and companies. Seven themes were identified as being the most relevant to the activities of sales managers. From this information, a qualitative method through face-to-face interviews with sales managers was used, which allowed the construction of an audit procedure that evaluates the performance of salespeople and can be applied by any company.
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This chapter analyzes how mindshifts turn into transformation leadership. The COVID-19 pandemic has demonstrated humanity’s collective ability to provide solutions to a disruptive threat in record time. It is this mindset and political will that are required to address the much bigger, existential threats including nuclear, climate change, unsafe AI, and unethical social engineering that is assaulting democracy. After introducing Wilber’s integral theory as an underlying map of consciousness, the author discusses some hidden truths of the current consciousness crisis and maintains that any transformation literacy, individual or collective, must go beyond exterior aspects of the world out-there to include interior, mindshifting factors of the world in-here. The author shares research performed on consciousness leaders and emphasizes (1) the complexity of the human psyche including the circumstances that enable, facilitate, and accelerate societal polarization; (2) the underlying dynamics facilitating broken information ecologies; (3) the major aspects leading to individual and collective mindshifts; (4) how the human capacity can be enticed to cooperate toward addressing current existential threats; (5) how to uncover cognitive, emotional, moral, and other biases that twist our picture of reality; and (6) how to learn to separate the truth signals from the fake noise.
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This paper explores the awareness and concern for environmental protection among consumers in India. Data was collected from 374 respondents using questionnaire survey covering issues on product usage and disposal. It is evident from this study that Indians are aware and concerned about the environmental conditions but the commitment level to take proactive individual actions is moderate.
Chapter
This chapter explores how loneliness, alienation and solitude set their stamp on ‘quiet professionalism’ in a climate of neoliberalism. This theme is considered in the context of a higher education system that is increasingly associated with efficiency, effectiveness and ‘time-management’ rather than passion or vocation. Departing from the example of Greta Garbo, who famously declared that she wanted to be let alone, the authors explore how the notion of correspondence – with its echoes of response, responsibility and responsiveness – sheds new light on the state of being ‘alone together’ as conducive to the freedom to think. They explore attacks on subjectivity through a novel reading of the psychoanalytical notion of impingement. This is considered against the background of a form of alone/togetherness that arises in and through a quest for ethical forms of collaboration.
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An epidemic of the novel coronavirus disease (COVID-19) has been confirmed in Wuhan, China since late December 2019 caused by SARS-CoV-2 transmitted in more than 200 countries around the world. The aim of this study is to evaluate the potential inhibitors of SARS-CoV-2 using natural compounds using computational approaches. Non-structural proteins consisting of Nsp3, Nsp5 (PLpro domain), Nsp12 (RdRp) and Nsp15 (endoribonuclease), while the structural proteins consisting of Spike and nucleocapsid protein (N protein) were prepared in form of wildtype. Flavonoid compounds from therapeutic plants such as Curcumin, Dicumarol and Salvinorin were retrieved and their pharmacokinetics properties including drug likeliness, ADME and toxicity have been evaluated. The protein ligand interaction study was then performed. Dicumarol has the highest affinity but Curcumin is oral drug in human and all are qualified drugs. Salvinorin has strong skin contact and pass across BBB however all are well absorbed in HIA and Caco-2 low permeability. All ligands are known to be non-carcinogenic. Curcumin scored the highest binding energy with Nsp15-NendoU. Therefore, Curcumin denoted as the potential vaccine for SARS-CoV-2 for its effective antiviral activity in blocking the host viral interaction in humans.
Chapter
COVID-19 has catapulted organizations across every industry into upheaval. As organizations struggle to pivot and innovate, leaders understand that VUCA (volatile, uncertain, complex, ambiguous) conditions require a different approach to leadership, innovation, operations, and management. VUCA conditions challenge both the traditional modalities of Western leadership practices, which rely on hierarchical control and predictability, and executive coaching practices that are based on linear frameworks of cause and effect. Since executive coaches often serve as trusted advisors, it is imperative for them to not only understand the nature and impact of VUCA conditions on a leader’s wellness and mental clarity, but also build their skillset to ensure leadership effectiveness through such uncharted times. This chapter summarizes findings from a qualitative research study that examined the best practices for executive coaches who support global leaders (Bayat, Supporting leadership success in a complex global economy: Best practices in executive coaching, Unpublished doctoral dissertation, Pepperdine University, 2018). The results combine insights and advice from 39 highly successful, in-demand executive coaches, representing nine different countries, from a wide array of disciplines and professional backgrounds who provide strategies for leadership success in a VUCA world. Findings suggest nine key best practices, centered on presence and open-mindedness, as the basis to support leadership success as we collectively address the challenges during the COVID-19 pandemic and beyond.
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