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MANAGING (EMOTIONAL INTELLIGENCE (EMOTIONAL INTELLIGENCE
refers to…
MANAGING
EMOTIONAL INTELLIGENCE
EMOTIONAL INTELLIGENCE
- refers to competencies related to one's ability to recognise, understand, and manage their own emotions as well as those of others they interact with
- IQ alone does not predict effective leadership and therefore organisational success
- emotional intelligence can be learned; managers can be trained on emotional intelligence through structured long-term training programs
- Trait theories suggested that effective leaders have unique traits- intelligence determination, vision.
SELF-AWARENESS
- have a deep understanding of one's emotions, strengths, weaknesses, needs and drives
- have a solid understanding of their values and goals
- understand how their feelings affect them, others and their job performance
-ability to speak accurately and openly about their emotions and the impact they have on their work
- recognise and highlight their limitations as well as strengths
SELF REGULATION
- extreme displays of negative emotion unlikely to result in effective leadership
- not bounded or controlled by their feelings- able to control feelings and use them to their advantage
MOTIVATION
- have the desire to achieve beyond expectations
- they want to achieve for the sake of achievement and not necessarily for external rewards
- continuously attempt to raise the performance bar and track progress
EMPATHY
- thoughtfully considering other's feelings along with additional factors when making decisions
SOCIAL SKILL
- culmination of other dimensions of emotional intelligence- allows competency in other dimensions to be employed
- a core task of being a leader is managing relaionship with others
LEARNING EMOTIONAL INTELLIGENCE
- can be learned- long term training programs
-genetic component to emotional intelligence
-nurture also play a significant role
Daniel Goleman: Handle yourself in a way that aligns with your own sense of purpose, meaning and values
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POLC
PLANNING:
-defining the organisations goals
-establish an overall strategy to achieve goals
two types of planning are informal and formal
planning leads to increased performance
GOALS:
- desired outcomes for individuals, groups or entire organisations
- provide direction and performance evaulation criteria
PLANS:
- documents how goals are to be accommoplised and how resources are to be distributed
ORGANISING:
-arranging and structuring work to accomplish these goals
- process of creating an organisation's structure.
ELEMENTS:
- work specialisation
- departmentalisation
- chain of command
- span of control
- centralisation
- formalisation
TYPES OF ORGANISATIONS:MECHANIC:
- high specialisation
- rigid departmentalism
-high chain of control
- narrow span of control
- high formalisation
- centralised
ORGANIC:
- cross functional teams
- cross hierarchial teams
- free flow of information
- wide span of control
- low formalisation
- decentralised
CONTROLLING:
- the process of monitoring, comparing and correcting work performance
- final link between the four functions
CONTROL PROCESS:
- Measuring
- Comparing
- Taking managerial action
LEADING:
- the process of influencing a group of people to achieve goals
- someone who can influence others who may or may not possess managerial authority
LEADERSHIP THEORIES:TRAIT THEORIES:
- leaders are born, cannot be trained
BEHAVIOURAL THEORIES:
- leadership is more than possessing a few generic traits
- leaders are not born, rather trained
CONTINGENCY THEORIES:
- effective leadership requires more than an understanding of traits and behaviours
- ability to read and adapt to situational circumstances.
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