Excerpt from John J. Errigo's Thesis titled "Emotional Intelligence: A Positive Influence on Leadership Effectivness and Cohesive Team Development" (J. Errigo, Saint Joseph's University P. 25-26, 2009).
Emotional Intelligence and Leadership Pt3
Leadership generally consists of such dimensions as having a vision, power, utilization, delegation, discipline, supervision and external monitoring (Killburg, 2000). “The term team implies a strong cohesive, complementary group of people who pull together in support of the leader’s vision and aspirations” (Blattner & Bacigalupo, 2007 p. 210). The team is primarily influenced by the leader. It is the function of the team to carry-out the mission of the leader and it is the leader who sets the tone and develops the team. The leader has a tremendous influence on the emotions of the team and how the team see themselves. Sosik and Megerian (1999) stated “emotionally intelligent leaders provide the impetus for individuals to collectively perform” (p.368). “The leaders overall charisma, motivational influence, intellectual stimulation, and individualized attention to team members creates an atmosphere of empowerment (Prati, Douglas, Ferris, Ammeter, & Buckley, 2003 p. 28).”
The leader also influences the team’s behavior. If a leader makes each team member feel important and fosters the growth of each individual team member then the leader will effectively build a team. The leader has to have the emotional intelligence present to be able to identify how to foster growth of each team member. This happens with observing others and having an awareness of others and their subsequential motivations. George (2000) reasoned that the emotionally intelligent leader can accurately assess others’ emotions and contructively influence those emotions. “The leader needs to know exactly when and how to access and subsequently influence the emotions of the individual team members to achieve a collective goal or objective” (p. 1032). “Therefore, one who is emotionally intelligent might use emotion to create charismatic authority over team members in order to ensure team transformation” (Prati, Douglas, Ferris, Ammeter, & Buckley, 2003, p. 28). The leader has to know when to regulate those emotions for the common good of the team and use them effectively for a given purpose. The degree of emotional intelligence of a leader is closely connected to their ability and efficiency in their ability to arouse, inspire and lead individuals (Riggio & Pirozzolo, 2002). The emotional intelligence of the leader is closely tied to their ability to influence others and this influence helps nurture and guide each individual team member.
All rights reserved (2010) and my not be duplicated or refernced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
Monday, May 31, 2010
Monday, May 24, 2010
Emotional Intelligence and Leadership 2 of 5
Excerpt from John J. Errigo's Thesis titled "Emotional Intelligence: A Positive Influence on Leadership Effectivness and Cohesive Team Development" (J. Errigo, Saint Joseph's University P. 22-23, 2009).
Emotional Intelligence and Leadership Pt2
According to the research of Kerr et al. (2005), emotionally intelligent leaders can promote effectiveness in all levels in the organization. “They are the primary source of social interaction and have a strong ability to influence outcomes and behaviors of their followers” (p.268). Emotionally intelligent leaders are more effective since they influence outcomes by influencing people. The conclusions to the study of Kerr et al., using MSCEIT to measure EI in their leaders and a rating of supervisor effectiveness, “found employees perceptions of supervisor effectiveness are strongly related to the EI of the supervisor” (p. 275).
The emotionally intelligent leader is more effective since they bring emotional contexts into their relations with others. “Many studies related to leadership strongly indicate that emotion plays a significant role in leadership” (Service & Fekula, 2007, p. 23). Leaders must be able to be aware of their own emotions and the emotions of others. The interaction between the leader and their staff is important, since interpersonal communications and the quality of those exchanges impact greatly the dynamics of the relationship. The leader’s ability to manger their emotions and manage the emotions of others will greatly enhance the interpersonal dynamic with their staff. A subordinate who has a good relationship with their leader is more likely to respond to the work set forth by their leader. Good interactions between the leader and the subordinate will contribute to a much more effective working relationship which will be aligned to the leader’s goals and organizational objectives.
All rights reserved (2010) and my not be duplicated or refernced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
Emotional Intelligence and Leadership Pt2
According to the research of Kerr et al. (2005), emotionally intelligent leaders can promote effectiveness in all levels in the organization. “They are the primary source of social interaction and have a strong ability to influence outcomes and behaviors of their followers” (p.268). Emotionally intelligent leaders are more effective since they influence outcomes by influencing people. The conclusions to the study of Kerr et al., using MSCEIT to measure EI in their leaders and a rating of supervisor effectiveness, “found employees perceptions of supervisor effectiveness are strongly related to the EI of the supervisor” (p. 275).
The emotionally intelligent leader is more effective since they bring emotional contexts into their relations with others. “Many studies related to leadership strongly indicate that emotion plays a significant role in leadership” (Service & Fekula, 2007, p. 23). Leaders must be able to be aware of their own emotions and the emotions of others. The interaction between the leader and their staff is important, since interpersonal communications and the quality of those exchanges impact greatly the dynamics of the relationship. The leader’s ability to manger their emotions and manage the emotions of others will greatly enhance the interpersonal dynamic with their staff. A subordinate who has a good relationship with their leader is more likely to respond to the work set forth by their leader. Good interactions between the leader and the subordinate will contribute to a much more effective working relationship which will be aligned to the leader’s goals and organizational objectives.
All rights reserved (2010) and my not be duplicated or refernced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
Sunday, May 23, 2010
Emotional Intelligence and Leadership I of 5
Excerpt from John J. Errigo's Thesis titled "Emotional Intelligence: A Positive Influence on Leadership Effectivness and Cohesive Team Development" (J. Errigo, Saint Joseph's University P. 20-21, 2009).
Emotional Intelligence and Leadership Effectiveness
A leader who possesses emotional intelligence could be assumed to be a more effective leader. This was the conclusion from the research of Prati, Douglas, Ferris, Ammeter, & Buckley (2003) who investigated in their article, Emotional Intelligence, Leadership Effectiveness and Team Outcomes, which brings together theory and research on emotional intelligence, leadership and team process and outcomes. They have acknowledged for decades, leadership scholars have sought to identify the personal qualities and characteristics which contribute to leadership effectiveness. The implications and concerns of this study and of Prati et al. (2003) are clear. They have found increased evidence in recent years which seems to suggest that social effectiveness skills are crucial to the performance and effectiveness of leaders’. Social effectiveness includes the ability to understand where a person is coming from as well as how to communicate effectively as a result. Furthermore, emotional intelligence has emerged as one of the “most notable social effectiveness constructs, and they argue it is a foundational element of leadership effectiveness” (Prati, Douglas, Ferris, Ammeter, & Buckley, 2003, p. 22). Leaders who have emotional intelligence would be able to work more closely with their subordinates since they would be able to understand them and how to use the most effective communication to get through to them. They would engage social effectiveness within EI as the foundation of their leadership style. EI in this context would help enhance their leadership effectiveness.
Emotional Intelligence and Leadership Effectiveness
A leader who possesses emotional intelligence could be assumed to be a more effective leader. This was the conclusion from the research of Prati, Douglas, Ferris, Ammeter, & Buckley (2003) who investigated in their article, Emotional Intelligence, Leadership Effectiveness and Team Outcomes, which brings together theory and research on emotional intelligence, leadership and team process and outcomes. They have acknowledged for decades, leadership scholars have sought to identify the personal qualities and characteristics which contribute to leadership effectiveness. The implications and concerns of this study and of Prati et al. (2003) are clear. They have found increased evidence in recent years which seems to suggest that social effectiveness skills are crucial to the performance and effectiveness of leaders’. Social effectiveness includes the ability to understand where a person is coming from as well as how to communicate effectively as a result. Furthermore, emotional intelligence has emerged as one of the “most notable social effectiveness constructs, and they argue it is a foundational element of leadership effectiveness” (Prati, Douglas, Ferris, Ammeter, & Buckley, 2003, p. 22). Leaders who have emotional intelligence would be able to work more closely with their subordinates since they would be able to understand them and how to use the most effective communication to get through to them. They would engage social effectiveness within EI as the foundation of their leadership style. EI in this context would help enhance their leadership effectiveness.
All rights reserved (2010) and my not be duplicated or refernced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
Monday, May 10, 2010
Credibility and Leadership
Within leadership, credibility turns out to be a big word. A resource book entitled "Credibility" by James M. Kouzes and Barry Z. Posner is the best on this tool for experienced and novel leaders alike.
First the basics, there is a distinctive difference between a manager and a leader. A manager manages processes, while a leader inspires others to action.
In the aforementioned book referenced, credibility goes a long way in the essential leadership tool kit. Kouzes and Posner translate it into six disciplines, ranging from "discovering yourself" to "sustaining hope" Their discussion of the latter is particularity impressive. Often times, it is much easier to get trapped into the mundane day to day activity of managing, however hope is an important attribute to add to your leadership development. "Leadership is a reciprocal relationship between those who choose to lead and those who decide to follow (Kouzes, Posner, 1993"Credibility" page 1).
Oftentimes leaders get into the role of just leading and not noticing who is following. This important distinction adds a much dynamic attribute to leadership since the leader is collaborative and as a result adds to their credibility. Leadership is paramount to organizational development and without essential, grass roots leadership principles, organizations will falter and will not rise to the occasion to meet their competition in a dynamic way.
Credibility is one way to add to this organizational development to achieve the best in the leaders leading the way and the followers charging ahead. Good collaborative relationships are not only essential in any organization but are helpful in leading a team and bringing out the best of others talents. Good leadership begets credibility. Think of someone who isn't credible, are you apt to follow?
All rights reserved (2010) and my not be duplicated or refernced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
First the basics, there is a distinctive difference between a manager and a leader. A manager manages processes, while a leader inspires others to action.
In the aforementioned book referenced, credibility goes a long way in the essential leadership tool kit. Kouzes and Posner translate it into six disciplines, ranging from "discovering yourself" to "sustaining hope" Their discussion of the latter is particularity impressive. Often times, it is much easier to get trapped into the mundane day to day activity of managing, however hope is an important attribute to add to your leadership development. "Leadership is a reciprocal relationship between those who choose to lead and those who decide to follow (Kouzes, Posner, 1993"Credibility" page 1).
Oftentimes leaders get into the role of just leading and not noticing who is following. This important distinction adds a much dynamic attribute to leadership since the leader is collaborative and as a result adds to their credibility. Leadership is paramount to organizational development and without essential, grass roots leadership principles, organizations will falter and will not rise to the occasion to meet their competition in a dynamic way.
Credibility is one way to add to this organizational development to achieve the best in the leaders leading the way and the followers charging ahead. Good collaborative relationships are not only essential in any organization but are helpful in leading a team and bringing out the best of others talents. Good leadership begets credibility. Think of someone who isn't credible, are you apt to follow?
All rights reserved (2010) and my not be duplicated or refernced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
Sunday, May 2, 2010
Problem Solving: Effective Needs Assessment
Problem solving is an art as well as a science. Directing your attention to a good resource "Thinkertoys" a book which helps engage your creative and mind attention to attract good solutions to everyday and complex problems.
The book is also a tool which helps you creatively attract good ideas along the way. Along with effective problem solving, it can be as easy as asking probing questions to get to the appropriate answers. It can be as complex as an organizational development performance gap, which will need a thoughtful and probing needs assessment to get to the root issue.
A good resource to help effectively map a good needs assessment is "A practical guide to needs assessment" by Kavita Gupta.
A good needs assessment requires the practitioner to ask questions to close the gap to arrive at a solution. A 10 or 12 question survey would be sufficient as well as thoughtful interviews with 4-6 people. The interview questions would be different from the needs assessment survey. Together, combined with these thoughtful questions would allow the practitioner to collect "data" to analyze the problem and solve and close the gap. Therefore: problem solving is based around asking the right questions and a needs assessment analysis can help you get you from point A to point C and find out what is going on by finding out point B.
All rights reserved (2010) and my not be duplicated or refernced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
The book is also a tool which helps you creatively attract good ideas along the way. Along with effective problem solving, it can be as easy as asking probing questions to get to the appropriate answers. It can be as complex as an organizational development performance gap, which will need a thoughtful and probing needs assessment to get to the root issue.
A good resource to help effectively map a good needs assessment is "A practical guide to needs assessment" by Kavita Gupta.
A good needs assessment requires the practitioner to ask questions to close the gap to arrive at a solution. A 10 or 12 question survey would be sufficient as well as thoughtful interviews with 4-6 people. The interview questions would be different from the needs assessment survey. Together, combined with these thoughtful questions would allow the practitioner to collect "data" to analyze the problem and solve and close the gap. Therefore: problem solving is based around asking the right questions and a needs assessment analysis can help you get you from point A to point C and find out what is going on by finding out point B.
All rights reserved (2010) and my not be duplicated or refernced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)
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