1. Emotional Intelligence is the ability to detect and to manage emotional cues and information. Emotional Intelligence refers to the ability to perceive, control, and evaluate emotions. Emotional Intelligence is a person’s ability to be self-aware, detect emotions in others and manage emotional cues and information. Emotional Intelligence plays an important role in job performance.
3. The Tuchman five stage of team building is used to identify factors that are critical for building and developing small groups. The Tuchman five distinct stages groups go through: forming, storming, norming, performing, and adjourning.
The forming stage is the first stage in group development, ...view middle of the document...
Management consists of implementing the vision and strategy provided by the leaders, coordinating and staffing the organization, and handling day-to-day problems. Managers are concerned with tasks. Good management brings about order and consistency by drawing up formal plans, designing rigid organizational structures, and monitoring results against the plans. Leadership, in contrast, is about coping with change. Leaders establish direction by developing a vision of the future; then they align people by communicating this vision and inspiring them to overcome hurdles. But not all leaders are managers, nor, for that matter; are all managers’ leaders. Organizations need strong leadership and strong management for optimal effectiveness. Leader is more interpersonal. We need both leaders and managers.
6. The Blake and Mouton Managerial Grid, also known as the Leadership Grid is based on the styles of “Concern for people” and “Concern for production”. The grid has 9 possible positions along each axis, creating 81 different positions in which the leader’s style may fall. The grid does not show results produced; rather, it shows the dominating factors in a leader’s thinking in regard to getting results. Based on the findings of Blake and Mouton, managers were found to perform best under a 9,9 style, as contrasted, for example, with a 9,1 (authority type) or 1,9 (laissez-faire type) style.
7. The Cognitive Resource theory is a leadership theory developed by Fred Fiedler and Joe Garcia as a reconceptualization of the Fiedler contingency model. The Cognitive Resource theory of leadership states that stress unfavorably affects a situation and that intelligence and experience can reduce the influence of stress on the leader. The essence of the new theory is that stress is the enemy of rationality. It’s difficult for leaders (or anyone else, for that matter) to think logically and analytically when they’re under stress. The importance or a leadership intelligence and experience to effectiveness differ under low and high stress situations. In fact, a study confirmed that when the stress level was low and the leader was directive, intelligence was important to a leader’s effectiveness. And in high stress situations, intelligence was of little help because the leader was too cognitively taxed to put smarts to good use. Similarly, if a leader is nondirective, intelligence is of little help because the leader is afraid to put these smarts to use to tell people what to do.
8. Paul Hersey and Ken Blanchard have developed a leadership model that has gained a strong following among management specialists. This model - called situational leadership theory (SLT) has been incorporated into leadership training programs at more than 400 of the Fortune 500 companies. Situational leadership is a contingency theory that focuses on the followers.
The emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject...