This paper’s theme assesses whether a leader’s emotional intelligence perspective affects organizational management and leadership qualities. A key point of the subject is proposing a future leadership role. The aspiration of the role includes an exploration of the following topics: the current performance strengths, vulnerabilities and changes contributing to the aspiration of leadership; relationship and changes of emotional intelligence related to leadership aspirations, seminal theorists guiding the aspiration of leadership, and the application of positive change usefulness in strategies and effectiveness in leadership aspirations. The final section is the development of a plan to ...view middle of the document...
The results of the examination indicate leadership strengths and weaknesses, and provide a gap analysis, which supports various resolution actions. The following assessments include the identification of the gap and its action plan.
Building and leading teams. The building and leading teams assessment measure the management stages of team development, including forming, storming, norming, performing, and adjourning (Tuckerman & Jensen, 1977). The analysis provides an indication a gap in this assessment type, and need to assist the team in understanding the project’s mission to permit greater team independence and self-management.
Leadership style. This assessment provides a measurement indication of placement along a relationship-orient leader or a task-oriented leader axis. Bass (1999) indicates relationship-orientation is more transformational, strategic, and effective. Without becoming people-oriented, to improve task vigilance is a leadership gap.
Conflict handling style. Various types of conflict avoidance styles include resignation, withdrawal, diffusion, and appeasement (Limbare, 2012). The Project Management Institute, as part of their project management professional certification defines the following types of conflict resolution: confronting, compromising, smoothing, forcing, and avoiding (PMI, 2013). Analysis assessment scores indicate the resultant score is within an acceptable range. The highest score is collaborating and indicating a preference win-win results. The assessment scores are within a proper range for a transformational leader, therefore, developing a gap analysis or correction plan is not required.
Form of power. Influence on team member’s performance is dependent on the form of a leader's power. The best type of power in technical teams is expert as it provides the most respect by the members (Wren, 1995). The assessment score supports the role as project manager for a client’s team and is within the proper range for a transformational leader.
Charismatic assessment. Charismatic leaders provoke trust from and are a follower’s role model (Zagoršek, Dimovski, & Škerlavaj, 2009). The assessment indicates a balanced charismatic nature. To gain more meaning from others, critical listening requires improvement.
Emotional intelligence. Emotion refers to a state of sensing ones responses to social information (Dulewicz, Young, & Dulewicz, 2005). Intelligence refers to the capacity to understand information (Dulewicz, Young, & Dulewicz, 2005). Therefore, emotional intelligence is the capacity to understand and react to social information (Dulewicz, Young, & Dulewicz, 2005). The analysis and interpretation section of the assessment indicates balanced emotional intelligence. This assessment indicates the use of emotional intelligence is dependent on the situation and is within a proper range for a transformational leader.
Relationship and changes of emotional intelligence
According to Brown & Moshavi, (2005),...