Emotional intelligence and its relationship to project manager performance is examined. The document provides background on the development of emotional intelligence as a concept. It discusses the ability model and mixed model approaches to measuring emotional intelligence. The study aims to determine if ability emotional intelligence correlates with four interpersonal competencies important for project managers: communication, motivation, conflict management, and problem solving. Additionally, it explores relationships between ability and mixed models of emotional intelligence.
Designing for Shared Regulatory Processes in CSCL (CSCL 2013 -Workshop)TieLab
ย
Designing for Shared Regulatory Processes in CSCL
CSCL 2013 Invited Workshop - Panel Presentation
Mariel Miller & Allyson Hadwin
University of Victoria
http://place.dawsoncollege.qc.ca/~echarles/?OpenItemURL=S00446B71
EI is at the heart of job performance. This presentation discusses research indicating the link and how you can use EI to maximise organisational success.
Designing for Shared Regulatory Processes in CSCL (CSCL 2013 -Workshop)TieLab
ย
Designing for Shared Regulatory Processes in CSCL
CSCL 2013 Invited Workshop - Panel Presentation
Mariel Miller & Allyson Hadwin
University of Victoria
http://place.dawsoncollege.qc.ca/~echarles/?OpenItemURL=S00446B71
EI is at the heart of job performance. This presentation discusses research indicating the link and how you can use EI to maximise organisational success.
Journal of Business Studies Quarterly 2013, Volume .docxchristiandean12115
ย
Journal of Business Studies Quarterly
2013, Volume 4, Number 3 ISSN 2152-1034
Emotional Intelligence and Effective Leadership
Bano Fakhra Batool, Superior University
Abstract
Emotional Intelligence has become increasingly popular as a measure for identifying potentially
effective leaders, and as a tool for developing effective leadership skills. There is little empirical
research that substantiates the efficacy of emotional intelligence in these areas. The aim of the
present paper is to explore the relationship between emotional intelligence and effective
leadership to evaluate the tendency of emotional control of the working class both male and
female at a managerial level in a private and public sector of Pakistan mainly Banking sector. A
survey of 50 people is conducted by distributing. Random sampling technique is used to answer
the instrument of the study. SPSS software was used to analyze the data collected based on
descriptive statistics (mean, standard deviation, percentage. The result indicates that the
relationship between leadership style and Emotional Intelligence is positive and significant.
Key words: Leadership, Stress, Performance, Motivation, Communication and Emotional
Intelligence.
1. Introduction
One of the most applied constructs which emotional intelligence has been associated with
is that of leadership. The leadership literature has produced countless theories outlining which
characteristics compose the most effective leader, however, current academic research in the area
describes two distinct types of leaders: transformational and transactional (Mandell&
Pherwani,2003). Transformational leader stimulates interest among colleagues, inspires a
different outlook on the work, generates an awareness of the goals of the organization, develops
others to higher level of ability and motivates others to consider the interests of the group over
their own interests. Along these lines, transformational leadership is said to be comprised of the
following four dimensions: idealized influence, inspirational motivation, intellectual stimulation
and individual consideration (Bass &Avolio, 1994). Alternatively, the transactional leader is one
whom rewards (or disciplines) staff on the basis of their performance. They emphasize work
standards, task completion and employee compliance while relying heavily on organizational
rewards and punishments to influence employee performance (Bass &Avolio, 1994).
Researchers investigating the effects of transformational and transactional leadership
have found that transformational leadership predict higher ratings of effectiveness and
satisfaction (Hater & Bass, 1998), higher group performance (Keller, 1995) and higher amount
of effort on the part of subordinates (Seltzer & Bass, 1990) compared to transactional leadership.
ยฉJBSQ 2013 85
Researchers on the.
Emotional Intelligence and Project Success in Construction ProjectsNauroz Khan Naseri
ย
Abstract: Project complexity either technical or human in any project leads to a substantial increase in the challenges faced by the project managers. Draw upon the affective event theory, the research intentions to explore the nexus between emotional intelligence (EI)and project success (PS) with a mediating role of employee job satisfaction (JS). Data was collected by distributing 500 questionnaires among the construction sector project workers from which 356 employees responded. Results of the study revealed that EI has a significant influence on PS, whereas JS partially mediates the linkage between EI and PS. Hence, from the results, it is enough evidence to state that project managers (PM) should be well-aware of the concepts pertains to EI so that they can initiate more human cum project-oriented programs to make a project successful in multifaceted project conditions.
There is increasing acceptability of emotional intelligence as a major factor in personality assessment and effective human resource management. Emotional intelligence as the ability to build capacity, empathize, co-operate, motivate and develop others cannot be divorced from both effective performance and human resource management systems. The human person is crucial in defining organizational leadership and fortunes in terms of challenges and opportunities and walking across both multinational and bilateral relationships. The growing complexity of the business world requires a great deal of self-confidence, integrity, communication, conflict, and diversity management to keep the global enterprise within the paths of productivity and sustainability. Using the exploratory research design and 255 participants the result of this original study indicates a strong positive correlation between emotional intelligence and effective human resource management. The paper offers suggestions on further studies between emotional intelligence and human capital development and recommends conflict management as an integral part of effective human resource management.
Jean-Marie van der Elst. Executive Summaries Chapters 1, 17 & 18..docxchristiandean12115
ย
Jean-Marie van der Elst. Executive Summaries Chapters 1, 17 & 18.
Bolman, L. G., & Deal, T. E. (2013). Reframing organizations: Artistry, choice, and leadership (5th ed.). San Francisco, CA: Jossey Bass.
1
Annotated Bibliography.
1. Transformational Leadership.
1.1 Bass, B. M. (1990). From transactional to transformational leadership: learning to share the vision. Organizational Dynamics,ย 18(3), 19-32.
Following on Burnโs[footnoteRef:1] (1978) articulation of the two approaches to leadership: transactional and transformational, Bass sets out to expand the latter longer-term approach, whilst highlighting the importance and relevance of their interdependencies and complementariness, as confirmed by meta-analytical studies (Podsakoff., et al., 2010)[footnoteRef:2]. Transactional leadership reflecting the relationship between managers and employees, whilst mediocratic, is seen as relevant where stable technology, workforce and the environment are stable, and rules and regulations may be sufficient to achieve pre-set goals through routine management, or transactional management. [1: Burns, J. M. (1978). Leadership. Harper Row. New York.] [2: Podsakoff, N., Podsakoff, P., & Kuskova, V. (2010). Dispelling Misconceptions and providing guidelines for leader reward and punishment behavior. Business Horizons, 53(3), 291-303.
]
However uncertain and unstable markets, short-term product life-cycles and fast changing technologies, may require transformational leadership. When leaders inspire through generating awareness and understanding of organizational missions, employees can be expected to prioritize organizational, to maintain the required flexibility to foresee and adapt appropriately.
Understanding changing market, environmental and technological conditions to effectively adapt leadership styles remains an ongoing challenge, to academics and practitioners to harmonize theory and practice. Many and frequent leadership changes occur ex-ante, reflecting fluid and challenging conditions often devoid of early warning signs and hence appropriate decisions and actions. Fostering transformational cultures can therefore be expected to better prepare organizations to face and effectively deal with the future demands through appropriate recruitment, selection, promotion, training and development.
The study was conducted on a small (300) and largely homogenous sample and would need to be broadened and enlarged, whilst the use of wider variety of instruments and methods is suggested, to gain relevance. The application of this study and its findings to a larger sector of industry or industries, may provide much needed relevance not only for the practitioners involved, but equally for academics searching for the support for the transformational leadership
2. Emotional Intelligence
2.1 Goleman, D. (1998). The emotional intelligence of leaders. Leader to Leader, 10, 20-26.
Goleman identifies competencies which distinguish leaders and identifies th.
54 Organization Development JournalMay IโHave Your Attenti.docxblondellchancy
ย
54 Organization Development Journal
May IโHave Your Attention
Please?โA Review of Change
Blindness
Rebecca Ellis
Rebecca Ellis has over 12 years of
experience in corporate learning and
organization development in
healthcare, financial services and
construction sectors. She is currently
an internal OE consultant at Edward
Jones. Rebecca holds a Bachelorโs in
Mathematics Education from the University of Evansville
and an M.S. Ed. in Instructional Systems Technology
from Indiana University. She is currently a second year
Ph.D. student in the Organization Development program
at Benedictine University.
Contact Information
[emailย protected]
Abstract
The inability for individuals to recognize change
occurring around them could be detrimental to
change adoption and overall organizational
effectiveness. There is a scientific challenge
associated with the inability to recognize change
and we are all susceptible. The phenomenon is
called change blindness and, although it has not
received focus in change management literature, it
is frequently discussed in psychology journals.
This paper aims to bring attention to the limits of
human attention while providing guidance, which
may decrease the possibility that individuals will
be blind to the change occurring around them.
Practitioners, leaders, and knowledge workers all
stand to gain from awareness of the limits of
attention. There is reason to suspect specific
guidance on the use of visuals in change
communication would benefit OD practitioners
and consultants, particularly if the same benefits
found in training and development can translate in
OD. This review will draw on training and
development research to highlight how visuals are
used to maximize problem solving and lead to
deeper understanding (Clark & Mayer, 2007; Clark,
Nguyen & Sweller, 2006), which this researcher
suggests might also be keys to successful change
management.
Introduction
This paper explores relevant theories and research
on the topics of change management, visual
communication, and inattention. The literature
review begins with a brief discussion of change
management followed by a discussion on the
cognitive value of visuals in communication.
Finally, the review introduces the concept of
inattention and change blindness, and highlights
55Volume 30 s Number 3 s Fall 2012
the impact of these phenomena on organization
change efforts.
Change Management
Friedlander and Brown (1974) state, โsince
processes and structure are embedded in each
other, it is almost impossible to create lasting
change in one without modification of the otherโ
(p. 315). This speaks to both the systemic and
systematic aspects of any change effort. Although
change starts with the individual, it must also be
supported at the organizational level, and
sometimes industry level, in order to be sustained.
As such, change communication plans typically
contain specific, focused key messages for the
various target audiences. These key messages ...
DiscussionsW1 = Problem Solving and Decision Making1.ย HoDustiBuckner14
ย
Discussions
W1 = Problem Solving and Decision Making
1.ย How does an ethical approach encourage problem solving skills in the workforce?ย What role does HR play in fostering this type of culture?
2.ย How can the HR department partner with managers in their effort to improve the decision making performance of a departmentโs team?ย What roles do problem solving and decision making play in strategy formulation?
Critical Analysis - Discussion postings display an excellent understanding of the required readings and underlying concepts including correct use of terminology. Postings integrate an outside resource, or relevant research, to support important points. Well-edited quotes are cited appropriately.ย No more than 10% of the posting is a direct quotation. (It is important that you integrate the weekly readings in your response.ย One way to do that is to make position statements, then add citations to support and validate your position.ย A key focus is your ability to present your position in your own words, which is why no more than 10% of the post should be a direct quote.ย Paraphrasing is the best alternative)
W2 โ HR ROLES
It is often stated that HR deals with the problem not the cause of the problem - please explain why this may or may not be true.
1.ย What is the difference between a person doing the daily operations of a human resource function versus the role of a strategic human resource partner? At what level in the organization do you become strategic?
2.ย Compare and contrast the role of a strategic Human Resource Partner in a national and global organization.
W3: Recruitment and Selection
1. What types of strategic choices do managers have when deciding on recruiting and selection efforts?
2.ย How can the HR department and line manager collaborate to develop an authentic environment built on trust for a virtual and global workforce?ย How do they make it work?
W4: Job redesign
What is the appropriate manner for a HR professional to transition to the strategic role as executive partner on HR related issues?ย ย
Should a job redesign be undertaken if it will improve efficiency even if the employees do not want it?
W5: Orientation and Training
1.ย Do you agree or disagree with the following statement? Defend your answer: "Money is the most important tool that a manager has for motivating employees.
2.ย When is it to an organization's advantage to hire employees who need training, and when is it advantageous to hire employees who are already trained?ย
W6: Change Management
1.ย How do you get employees engaged in a change management initiative? What role does HR, managers, and the C-Suite play?
2.ย What is the best way to roll out a change management initiative?ย
W7: Employee Rights
1. Why should HR and managers be concerned about whether or not employees are engaged and are satisfied with their jobs? What does one do if employees are concerned about certain organizational policies? What's the impact?
2.ย In your opinion, should m ...
Group Processes & Intergroup Relations16(1) 126 โ136ยฉ Th.docxwhittemorelucilla
ย
Group Processes & Intergroup Relations
16(1) 126 โ136
ยฉ The Author(s) 2013
Reprints and permission: sagepub.
co.uk/journalsPermissions.nav
DOI: 10.1177/1368430212439907
gpir.sagepub.com
Article
G
P
I
R
Group Processes &
Intergroup Relations
Article
439907 XXX10.1177/1368430212439907Schlaerth et al.Group Processes & Intergroup Relations
2013
1Alliant International University, USA
2University of Birmingham, UK
Corresponding author:
Julie Christian, College of Life and Environmental
Sciences, School of Psychology, University of Birmingham,
Edgbaston, Birmingham, B15 2TT, UK
Email: [emailย protected]
Emotional intelligence (EI) plays a significant
role in positive workplace outcomes, such as
company rank and salary increases (Seibert,
Kraimer, & Liden, 2001), job performance
(Lopes, Grewal, Kadis, Gall, & Salovey, 2006), as
well as managing conflict constructively (e.g.,
Bodtker & Jameson, 2001). EI enables leaders to
regulate their emotions so as to cope effectively
with stress and adjust to organizational changes
(Lopes et al., 2006). While there has been consid-
erable scientific interest in the relationship
between EI, constructive conflict management
and leadership, there remains a lack of consistent
outcome, and clear evidence as to when these
variables interact (Harms & Credรฉ, 2010; Jordan,
Ashkanasy, & Daus, 2008). That is, โDoes EI
predict constructive conflict management?โ and
if so โIs this relationship stronger for leaders
A meta-analytical review of the
relationship between emotional
intelligence and leadersโ
constructive conflict management
Andrea Schlaerth,1 Nurcan Ensari1 and Julie Christian2
Abstract
In this paper, we report the findings of a meta-analysis investigating the relationship between emotional
intelligence (EI) and constructive conflict management, and the moderational role of leadership
position and age. A total of 20 studies yielding 280 effect sizes and involving 5,175 participants were
examined. The results supported the hypothesis that EI is positively associated with constructive
conflict management, and this relationship was stronger for subordinates than leaders. Contrary to
our predictions, age was not a significant moderator. The limitations and implications are discussed
in terms of psychometric issues, use of EI in leadership development and facilitation of problem
solving, and for the further development of a constructive organizational culture.
Keywords
emotional intelligence, conflict management, constructive conflict management, leaders,
meta-analysis
Paper received 08 August 2011; revised version accepted 26 January 2012.
http://crossmark.crossref.org/dialog/?doi=10.1177%2F1368430212439907&domain=pdf&date_stamp=2013-01-10
Schlaerth et al. 127
than non-leaders?โ The present meta-analysis
sought to provide a systematic review of the rela-
tionship between EI and conflict management,
the moderating roles of leadership position and ...
Running head: EMOTIONAL INTELLIGENCE 1
EMOTIONAL INTELLIGENCE 2
Emotional Intelligence - an Art or a Science?
Thomas Griffin
Husson University
Emotional Intelligence - an Art or a Science?
Introduction
Emotional intelligence is an attribute related to emotional information and individualโs emotions; it is not only beneficial to an individual in terms influencing interpersonal relationship, but is also applicable in group settings such as in work environments. Due to its importance, a number of researches have been conducted relating emotional intelligence to leadership and management. Drigas and Papoutsi (2019) describe emotional intelligence-EI as the evaluation, perception, and management of individualโs and othersโ emotions. The concept of EI connects cognition, emotion, and metacognitive processes; it is more important in the work places now than it were before due to the high interconnection of the world economy thanks to globalization. That means in work environments, employees with high emotional intelligence are valued than those without because of their ability to cope with a different people from different cultures and lifestyles. In leadership and management positions, EI is attractive because of the many demands and enhanced competition faced today. Summarily, EI creates the needed skills framework and responsible behavior that help people succeed at work. Whereas emotional intelligence is a human attribute, organizations also adopt the concept. Drigas and Papoutsi (2019) note that emotionally intelligent organizations attract talents to their workforce and address challenges effectively; in such organizations the leaders and managers cooperate, influence others and find creative and faster ways of finishing tasks. Notably emotions that are properly managed enhance trust, commitment, and faith. That means the innovations, productivity, and success of organizations, groups, or individuals arise in situations where emotional intelligence is high (Zeider, Matthews, & Roberts, 2004). Due to the importance and applications of emotional intelligence at different levels, the paper explains whether EI is an art or a science.
Issue
As highlighted above, emotional intelligence is associated with success; as such, leaders and managers value EI because of its importance in their various responsibilities. The concept explained in relation to whether EI is an art or a science is linked to its role in leadership and managerial success. Specifically, there are different applications of EI in management and leadership positions; therefore, the focus of the paper is narrowing down the different applications of EI and identifying if such applications make EI an art or a science.
Literature Review
Psychologists first coined the concept of emotional in.
After reading the articles and viewing the videos in this weeks r.docxnettletondevon
ย
After reading the articles and viewing the videos in this week's resources, prepare a paper in which you address the following: Demonstrate your understanding of decision-making.
ยท Evaluate the role that personal ethics plays in making decisions.
ยท Analyze the decision-making techniques that can be applied in different types of organizations.
ยท Select an organization where unethical decision-making resulted in negative consequences.
ยท Using two decision-making techniques, compare and contrast how using the techniques may have resulted in a positive consequence.
Support your paper with minimum of three (3) scholarly resources. In addition to these specified resources, other appropriate scholarly resources, including older articles, may be included.
Length: 5-7 pages not including title and reference pages.
Your paper should demonstrate thoughtful consideration of the ideas and concepts presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards. Be sure to adhere to Northcentral University's Academic Integrity Policy.
Article
Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking
Chase E. Thiel โข Zhanna Bagdasarov โข Lauren Harkrider โข James F. Johnson โข Michael D. Mumford
Published online: 4 April 2012 Springer Science+Business Media B.V. 2012
Abstract Organizational leaders face environmental challenges and pressures that put them under ethical risk. Navigating this ethical risk is demanding given the dynamics of contemporary organizations. Traditional models of ethical decision-making (EDM) are an inadequate framework for understanding how leaders respond to ethical dilemmas under conditions of uncertainty and equivocality. Sensemaking models more accurately illustrate leader EDM and account for individual, social, and environmental constraints. Using the sensemaking approach as a foundation, previous EDM models are revised and extended to comprise a conceptual model of leader EDM. Moreover, the underlying factors in the model are highlightedโconstraints and strategies. Four trainable, compensatory strategies (emotion regulation, self-re๏ฌection, forecasting, and information integration) are proposed and described that aid leaders in navigating ethical dilemmas in organizations. Empirical examinations demonstrate that tactical application of the strategies may aid leaders in making sense of complex and ambiguous ethical dilemmas and promote ethical behavior. Compensatory tactics such as these should be central to organizational ethics initiatives at the leader level.
Keywords Cognitive strategies Ethical behavior Ethical decision-making Leadership Sensemaking
Corporate and ๏ฌnancial misconduct amidst the recent world ๏ฌnancial crises, such as the predatory subprime lending practices of Ameriquest, Goldman Sachs, and IndyMac Bank, have left few wondering whether ethics in leadership should be of greater focus mov.
Cross-Cultural Psychological Capital, Occupational Stress and Organizational ...Emmanuel Segui
ย
Cross-Cultural Psychological Capital and Its Relationship With Occupational Stress and Organizational Socialization
Emmanuel Segui, Industrial/Organizational Psychologist
Currently, organizations must face, in addition to increased competition, also to exponential technological development and innovation, and to change processes that affect all emotional states of employees. All these challenges, along with the imposed changes and the complexity of organizational and managerial tasks, involve new emotional demands and more effective actions at the corporate level, including by managing emotions in most circumstances. Thus, emotions represent valuable "resources" for innovation and added value in an economic process. Emotions were thus given an important role in provoking, moderating or mediating events and interactions in organizations.
DOI: 10.13140/RG.2.2.13409.74080
Leadership for wicked problems. Key Words: Public Leadership and Management, Wicked Problems, Transactional and Transformative, Implementation, Competencies
For this weekโs discussion, you are asked to research aย bioterroriShainaBoling829
ย
For this weekโs discussion, you are asked to research aย bioterrorist incident. Begin by reviewing the Media Focus video on bioterrorism inย Week 3ย of theย Content and Activties,ย then explore the Internet.
Give an example and details from national/international news of a bioterrorist attack.
Address all of the following in your post:
ยท What was the classification of biological agent used in the attack?
ยท Discuss the implications of the biological agent.
ยท Discuss the therapy for the biological agent.
ยท What are the decontamination procedures for the biological agent used in the attack?
ยท Define the appropriate level of PPE required for this type of biological agent?
In your post, provide the name of the incident you have chosen, and support your answers with evidence/examples. Please provide a working link and a citation for your source(s).
In your replies to peers, compare the different biological agents, their implications and therapies. Discuss the different types of decontamination procedures and levels of PPE that would be required.
Support your answer with evidence from scholarly sources.
Discussion Board: Managing Dynamic Organizational Processes
Chapter 10: Do you think it is possible for an outsider to accurately discern about the underlying cultural values of an organization by analyzing symbols, ceremonies, dress, or other observable aspects of culture in comparison to an insider with several years of work experience? Select a percentage (e.g., 10%, 70%, etc.) and explain your reasoning.
ย ย ย ย ย ย ย ย ย ย ย Daft (2021) notes that culture is, โthe set of values, norms, guiding beliefs, and understandings that is shared by members of an organization and taught to new members as the correct way to think, feel, and behaveโ (p. 445). Culture allows employees to integrate into a common environment and aids in adjusting to the external environment (Daft, 2021). An outside observer would be able to analyze symbols, ceremonies, dress, and other aspects of an organization and could accurately discern about 30% of an organization's cultural values. Symbols, ceremonies, dress, and other visually identifiable aspects of culture do not make up a large amount of organizational culture. The internal integration of coworkers guides employees' working relationships, interactions, communication, behaviors, and power structure (Daft, 2021). These are not easily identifiable from an outsider.
ย ย ย ย ย ย ย ย ย ย ย An insider with several years of experience could more accurately gauge an organizationโs cultural beliefs. About 90% of an organizationโs culture could be projected by an employee after working at the same company for several years. This employee would be able to see day-to-day relationships, how goals are met with outsiders, professional development, and even what nonconforming behaviors are accepted (Daft, 2021). This knowledge is developed with hands-on experience that an outsider may not see from the outside over a short period. Sahoo (2022) notes that or ...
CSCL Tools for Regulating Collaboration & TeamworkTieLab
ย
Mariel Miller & Allyson Hadwin, University of Victoria
Presented at the 2013 conference for the Canadian Society for the Study of Education (CSSE)
Increasing emphasis on collaboration in academic and work contexts means learners are required to develop skills for regulating teamwork. The purpose of this study was to examine scripting and visualization tools for supporting regulation of shared task perceptions during a complex collaborative task. Prior to the task, groups engaged in individual and group planning using either (a) a scripting tool structuring regulation including task analysis, or (b) a scripting tool augmented with visualization of each memberโs task perceptions. Findings indicated that, in both groups, shared task perceptions were generally accurate in relation to the instructorโs expectations. However, groups (a) struggled to construct consensus among diverse individual perceptions, (b) demonstrated little active and purposeful construction of shared task perceptions, and (c) encountered planning related challenges during collaboration. Groups showed small improvements across assignments, however, many difficulties re-occurred.
Memorandum Of Association Constitution of Company.pptseri bangash
ย
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Unveiling the Secrets How Does Generative AI Work.pdfSam H
ย
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
More Related Content
Similar to Emotional intelligence (investigating the impact of project managers' emotional intelligence on their interpersonal competence)
Journal of Business Studies Quarterly 2013, Volume .docxchristiandean12115
ย
Journal of Business Studies Quarterly
2013, Volume 4, Number 3 ISSN 2152-1034
Emotional Intelligence and Effective Leadership
Bano Fakhra Batool, Superior University
Abstract
Emotional Intelligence has become increasingly popular as a measure for identifying potentially
effective leaders, and as a tool for developing effective leadership skills. There is little empirical
research that substantiates the efficacy of emotional intelligence in these areas. The aim of the
present paper is to explore the relationship between emotional intelligence and effective
leadership to evaluate the tendency of emotional control of the working class both male and
female at a managerial level in a private and public sector of Pakistan mainly Banking sector. A
survey of 50 people is conducted by distributing. Random sampling technique is used to answer
the instrument of the study. SPSS software was used to analyze the data collected based on
descriptive statistics (mean, standard deviation, percentage. The result indicates that the
relationship between leadership style and Emotional Intelligence is positive and significant.
Key words: Leadership, Stress, Performance, Motivation, Communication and Emotional
Intelligence.
1. Introduction
One of the most applied constructs which emotional intelligence has been associated with
is that of leadership. The leadership literature has produced countless theories outlining which
characteristics compose the most effective leader, however, current academic research in the area
describes two distinct types of leaders: transformational and transactional (Mandell&
Pherwani,2003). Transformational leader stimulates interest among colleagues, inspires a
different outlook on the work, generates an awareness of the goals of the organization, develops
others to higher level of ability and motivates others to consider the interests of the group over
their own interests. Along these lines, transformational leadership is said to be comprised of the
following four dimensions: idealized influence, inspirational motivation, intellectual stimulation
and individual consideration (Bass &Avolio, 1994). Alternatively, the transactional leader is one
whom rewards (or disciplines) staff on the basis of their performance. They emphasize work
standards, task completion and employee compliance while relying heavily on organizational
rewards and punishments to influence employee performance (Bass &Avolio, 1994).
Researchers investigating the effects of transformational and transactional leadership
have found that transformational leadership predict higher ratings of effectiveness and
satisfaction (Hater & Bass, 1998), higher group performance (Keller, 1995) and higher amount
of effort on the part of subordinates (Seltzer & Bass, 1990) compared to transactional leadership.
ยฉJBSQ 2013 85
Researchers on the.
Emotional Intelligence and Project Success in Construction ProjectsNauroz Khan Naseri
ย
Abstract: Project complexity either technical or human in any project leads to a substantial increase in the challenges faced by the project managers. Draw upon the affective event theory, the research intentions to explore the nexus between emotional intelligence (EI)and project success (PS) with a mediating role of employee job satisfaction (JS). Data was collected by distributing 500 questionnaires among the construction sector project workers from which 356 employees responded. Results of the study revealed that EI has a significant influence on PS, whereas JS partially mediates the linkage between EI and PS. Hence, from the results, it is enough evidence to state that project managers (PM) should be well-aware of the concepts pertains to EI so that they can initiate more human cum project-oriented programs to make a project successful in multifaceted project conditions.
There is increasing acceptability of emotional intelligence as a major factor in personality assessment and effective human resource management. Emotional intelligence as the ability to build capacity, empathize, co-operate, motivate and develop others cannot be divorced from both effective performance and human resource management systems. The human person is crucial in defining organizational leadership and fortunes in terms of challenges and opportunities and walking across both multinational and bilateral relationships. The growing complexity of the business world requires a great deal of self-confidence, integrity, communication, conflict, and diversity management to keep the global enterprise within the paths of productivity and sustainability. Using the exploratory research design and 255 participants the result of this original study indicates a strong positive correlation between emotional intelligence and effective human resource management. The paper offers suggestions on further studies between emotional intelligence and human capital development and recommends conflict management as an integral part of effective human resource management.
Jean-Marie van der Elst. Executive Summaries Chapters 1, 17 & 18..docxchristiandean12115
ย
Jean-Marie van der Elst. Executive Summaries Chapters 1, 17 & 18.
Bolman, L. G., & Deal, T. E. (2013). Reframing organizations: Artistry, choice, and leadership (5th ed.). San Francisco, CA: Jossey Bass.
1
Annotated Bibliography.
1. Transformational Leadership.
1.1 Bass, B. M. (1990). From transactional to transformational leadership: learning to share the vision. Organizational Dynamics,ย 18(3), 19-32.
Following on Burnโs[footnoteRef:1] (1978) articulation of the two approaches to leadership: transactional and transformational, Bass sets out to expand the latter longer-term approach, whilst highlighting the importance and relevance of their interdependencies and complementariness, as confirmed by meta-analytical studies (Podsakoff., et al., 2010)[footnoteRef:2]. Transactional leadership reflecting the relationship between managers and employees, whilst mediocratic, is seen as relevant where stable technology, workforce and the environment are stable, and rules and regulations may be sufficient to achieve pre-set goals through routine management, or transactional management. [1: Burns, J. M. (1978). Leadership. Harper Row. New York.] [2: Podsakoff, N., Podsakoff, P., & Kuskova, V. (2010). Dispelling Misconceptions and providing guidelines for leader reward and punishment behavior. Business Horizons, 53(3), 291-303.
]
However uncertain and unstable markets, short-term product life-cycles and fast changing technologies, may require transformational leadership. When leaders inspire through generating awareness and understanding of organizational missions, employees can be expected to prioritize organizational, to maintain the required flexibility to foresee and adapt appropriately.
Understanding changing market, environmental and technological conditions to effectively adapt leadership styles remains an ongoing challenge, to academics and practitioners to harmonize theory and practice. Many and frequent leadership changes occur ex-ante, reflecting fluid and challenging conditions often devoid of early warning signs and hence appropriate decisions and actions. Fostering transformational cultures can therefore be expected to better prepare organizations to face and effectively deal with the future demands through appropriate recruitment, selection, promotion, training and development.
The study was conducted on a small (300) and largely homogenous sample and would need to be broadened and enlarged, whilst the use of wider variety of instruments and methods is suggested, to gain relevance. The application of this study and its findings to a larger sector of industry or industries, may provide much needed relevance not only for the practitioners involved, but equally for academics searching for the support for the transformational leadership
2. Emotional Intelligence
2.1 Goleman, D. (1998). The emotional intelligence of leaders. Leader to Leader, 10, 20-26.
Goleman identifies competencies which distinguish leaders and identifies th.
54 Organization Development JournalMay IโHave Your Attenti.docxblondellchancy
ย
54 Organization Development Journal
May IโHave Your Attention
Please?โA Review of Change
Blindness
Rebecca Ellis
Rebecca Ellis has over 12 years of
experience in corporate learning and
organization development in
healthcare, financial services and
construction sectors. She is currently
an internal OE consultant at Edward
Jones. Rebecca holds a Bachelorโs in
Mathematics Education from the University of Evansville
and an M.S. Ed. in Instructional Systems Technology
from Indiana University. She is currently a second year
Ph.D. student in the Organization Development program
at Benedictine University.
Contact Information
[emailย protected]
Abstract
The inability for individuals to recognize change
occurring around them could be detrimental to
change adoption and overall organizational
effectiveness. There is a scientific challenge
associated with the inability to recognize change
and we are all susceptible. The phenomenon is
called change blindness and, although it has not
received focus in change management literature, it
is frequently discussed in psychology journals.
This paper aims to bring attention to the limits of
human attention while providing guidance, which
may decrease the possibility that individuals will
be blind to the change occurring around them.
Practitioners, leaders, and knowledge workers all
stand to gain from awareness of the limits of
attention. There is reason to suspect specific
guidance on the use of visuals in change
communication would benefit OD practitioners
and consultants, particularly if the same benefits
found in training and development can translate in
OD. This review will draw on training and
development research to highlight how visuals are
used to maximize problem solving and lead to
deeper understanding (Clark & Mayer, 2007; Clark,
Nguyen & Sweller, 2006), which this researcher
suggests might also be keys to successful change
management.
Introduction
This paper explores relevant theories and research
on the topics of change management, visual
communication, and inattention. The literature
review begins with a brief discussion of change
management followed by a discussion on the
cognitive value of visuals in communication.
Finally, the review introduces the concept of
inattention and change blindness, and highlights
55Volume 30 s Number 3 s Fall 2012
the impact of these phenomena on organization
change efforts.
Change Management
Friedlander and Brown (1974) state, โsince
processes and structure are embedded in each
other, it is almost impossible to create lasting
change in one without modification of the otherโ
(p. 315). This speaks to both the systemic and
systematic aspects of any change effort. Although
change starts with the individual, it must also be
supported at the organizational level, and
sometimes industry level, in order to be sustained.
As such, change communication plans typically
contain specific, focused key messages for the
various target audiences. These key messages ...
DiscussionsW1 = Problem Solving and Decision Making1.ย HoDustiBuckner14
ย
Discussions
W1 = Problem Solving and Decision Making
1.ย How does an ethical approach encourage problem solving skills in the workforce?ย What role does HR play in fostering this type of culture?
2.ย How can the HR department partner with managers in their effort to improve the decision making performance of a departmentโs team?ย What roles do problem solving and decision making play in strategy formulation?
Critical Analysis - Discussion postings display an excellent understanding of the required readings and underlying concepts including correct use of terminology. Postings integrate an outside resource, or relevant research, to support important points. Well-edited quotes are cited appropriately.ย No more than 10% of the posting is a direct quotation. (It is important that you integrate the weekly readings in your response.ย One way to do that is to make position statements, then add citations to support and validate your position.ย A key focus is your ability to present your position in your own words, which is why no more than 10% of the post should be a direct quote.ย Paraphrasing is the best alternative)
W2 โ HR ROLES
It is often stated that HR deals with the problem not the cause of the problem - please explain why this may or may not be true.
1.ย What is the difference between a person doing the daily operations of a human resource function versus the role of a strategic human resource partner? At what level in the organization do you become strategic?
2.ย Compare and contrast the role of a strategic Human Resource Partner in a national and global organization.
W3: Recruitment and Selection
1. What types of strategic choices do managers have when deciding on recruiting and selection efforts?
2.ย How can the HR department and line manager collaborate to develop an authentic environment built on trust for a virtual and global workforce?ย How do they make it work?
W4: Job redesign
What is the appropriate manner for a HR professional to transition to the strategic role as executive partner on HR related issues?ย ย
Should a job redesign be undertaken if it will improve efficiency even if the employees do not want it?
W5: Orientation and Training
1.ย Do you agree or disagree with the following statement? Defend your answer: "Money is the most important tool that a manager has for motivating employees.
2.ย When is it to an organization's advantage to hire employees who need training, and when is it advantageous to hire employees who are already trained?ย
W6: Change Management
1.ย How do you get employees engaged in a change management initiative? What role does HR, managers, and the C-Suite play?
2.ย What is the best way to roll out a change management initiative?ย
W7: Employee Rights
1. Why should HR and managers be concerned about whether or not employees are engaged and are satisfied with their jobs? What does one do if employees are concerned about certain organizational policies? What's the impact?
2.ย In your opinion, should m ...
Group Processes & Intergroup Relations16(1) 126 โ136ยฉ Th.docxwhittemorelucilla
ย
Group Processes & Intergroup Relations
16(1) 126 โ136
ยฉ The Author(s) 2013
Reprints and permission: sagepub.
co.uk/journalsPermissions.nav
DOI: 10.1177/1368430212439907
gpir.sagepub.com
Article
G
P
I
R
Group Processes &
Intergroup Relations
Article
439907 XXX10.1177/1368430212439907Schlaerth et al.Group Processes & Intergroup Relations
2013
1Alliant International University, USA
2University of Birmingham, UK
Corresponding author:
Julie Christian, College of Life and Environmental
Sciences, School of Psychology, University of Birmingham,
Edgbaston, Birmingham, B15 2TT, UK
Email: [emailย protected]
Emotional intelligence (EI) plays a significant
role in positive workplace outcomes, such as
company rank and salary increases (Seibert,
Kraimer, & Liden, 2001), job performance
(Lopes, Grewal, Kadis, Gall, & Salovey, 2006), as
well as managing conflict constructively (e.g.,
Bodtker & Jameson, 2001). EI enables leaders to
regulate their emotions so as to cope effectively
with stress and adjust to organizational changes
(Lopes et al., 2006). While there has been consid-
erable scientific interest in the relationship
between EI, constructive conflict management
and leadership, there remains a lack of consistent
outcome, and clear evidence as to when these
variables interact (Harms & Credรฉ, 2010; Jordan,
Ashkanasy, & Daus, 2008). That is, โDoes EI
predict constructive conflict management?โ and
if so โIs this relationship stronger for leaders
A meta-analytical review of the
relationship between emotional
intelligence and leadersโ
constructive conflict management
Andrea Schlaerth,1 Nurcan Ensari1 and Julie Christian2
Abstract
In this paper, we report the findings of a meta-analysis investigating the relationship between emotional
intelligence (EI) and constructive conflict management, and the moderational role of leadership
position and age. A total of 20 studies yielding 280 effect sizes and involving 5,175 participants were
examined. The results supported the hypothesis that EI is positively associated with constructive
conflict management, and this relationship was stronger for subordinates than leaders. Contrary to
our predictions, age was not a significant moderator. The limitations and implications are discussed
in terms of psychometric issues, use of EI in leadership development and facilitation of problem
solving, and for the further development of a constructive organizational culture.
Keywords
emotional intelligence, conflict management, constructive conflict management, leaders,
meta-analysis
Paper received 08 August 2011; revised version accepted 26 January 2012.
http://crossmark.crossref.org/dialog/?doi=10.1177%2F1368430212439907&domain=pdf&date_stamp=2013-01-10
Schlaerth et al. 127
than non-leaders?โ The present meta-analysis
sought to provide a systematic review of the rela-
tionship between EI and conflict management,
the moderating roles of leadership position and ...
Running head: EMOTIONAL INTELLIGENCE 1
EMOTIONAL INTELLIGENCE 2
Emotional Intelligence - an Art or a Science?
Thomas Griffin
Husson University
Emotional Intelligence - an Art or a Science?
Introduction
Emotional intelligence is an attribute related to emotional information and individualโs emotions; it is not only beneficial to an individual in terms influencing interpersonal relationship, but is also applicable in group settings such as in work environments. Due to its importance, a number of researches have been conducted relating emotional intelligence to leadership and management. Drigas and Papoutsi (2019) describe emotional intelligence-EI as the evaluation, perception, and management of individualโs and othersโ emotions. The concept of EI connects cognition, emotion, and metacognitive processes; it is more important in the work places now than it were before due to the high interconnection of the world economy thanks to globalization. That means in work environments, employees with high emotional intelligence are valued than those without because of their ability to cope with a different people from different cultures and lifestyles. In leadership and management positions, EI is attractive because of the many demands and enhanced competition faced today. Summarily, EI creates the needed skills framework and responsible behavior that help people succeed at work. Whereas emotional intelligence is a human attribute, organizations also adopt the concept. Drigas and Papoutsi (2019) note that emotionally intelligent organizations attract talents to their workforce and address challenges effectively; in such organizations the leaders and managers cooperate, influence others and find creative and faster ways of finishing tasks. Notably emotions that are properly managed enhance trust, commitment, and faith. That means the innovations, productivity, and success of organizations, groups, or individuals arise in situations where emotional intelligence is high (Zeider, Matthews, & Roberts, 2004). Due to the importance and applications of emotional intelligence at different levels, the paper explains whether EI is an art or a science.
Issue
As highlighted above, emotional intelligence is associated with success; as such, leaders and managers value EI because of its importance in their various responsibilities. The concept explained in relation to whether EI is an art or a science is linked to its role in leadership and managerial success. Specifically, there are different applications of EI in management and leadership positions; therefore, the focus of the paper is narrowing down the different applications of EI and identifying if such applications make EI an art or a science.
Literature Review
Psychologists first coined the concept of emotional in.
After reading the articles and viewing the videos in this weeks r.docxnettletondevon
ย
After reading the articles and viewing the videos in this week's resources, prepare a paper in which you address the following: Demonstrate your understanding of decision-making.
ยท Evaluate the role that personal ethics plays in making decisions.
ยท Analyze the decision-making techniques that can be applied in different types of organizations.
ยท Select an organization where unethical decision-making resulted in negative consequences.
ยท Using two decision-making techniques, compare and contrast how using the techniques may have resulted in a positive consequence.
Support your paper with minimum of three (3) scholarly resources. In addition to these specified resources, other appropriate scholarly resources, including older articles, may be included.
Length: 5-7 pages not including title and reference pages.
Your paper should demonstrate thoughtful consideration of the ideas and concepts presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards. Be sure to adhere to Northcentral University's Academic Integrity Policy.
Article
Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking
Chase E. Thiel โข Zhanna Bagdasarov โข Lauren Harkrider โข James F. Johnson โข Michael D. Mumford
Published online: 4 April 2012 Springer Science+Business Media B.V. 2012
Abstract Organizational leaders face environmental challenges and pressures that put them under ethical risk. Navigating this ethical risk is demanding given the dynamics of contemporary organizations. Traditional models of ethical decision-making (EDM) are an inadequate framework for understanding how leaders respond to ethical dilemmas under conditions of uncertainty and equivocality. Sensemaking models more accurately illustrate leader EDM and account for individual, social, and environmental constraints. Using the sensemaking approach as a foundation, previous EDM models are revised and extended to comprise a conceptual model of leader EDM. Moreover, the underlying factors in the model are highlightedโconstraints and strategies. Four trainable, compensatory strategies (emotion regulation, self-re๏ฌection, forecasting, and information integration) are proposed and described that aid leaders in navigating ethical dilemmas in organizations. Empirical examinations demonstrate that tactical application of the strategies may aid leaders in making sense of complex and ambiguous ethical dilemmas and promote ethical behavior. Compensatory tactics such as these should be central to organizational ethics initiatives at the leader level.
Keywords Cognitive strategies Ethical behavior Ethical decision-making Leadership Sensemaking
Corporate and ๏ฌnancial misconduct amidst the recent world ๏ฌnancial crises, such as the predatory subprime lending practices of Ameriquest, Goldman Sachs, and IndyMac Bank, have left few wondering whether ethics in leadership should be of greater focus mov.
Cross-Cultural Psychological Capital, Occupational Stress and Organizational ...Emmanuel Segui
ย
Cross-Cultural Psychological Capital and Its Relationship With Occupational Stress and Organizational Socialization
Emmanuel Segui, Industrial/Organizational Psychologist
Currently, organizations must face, in addition to increased competition, also to exponential technological development and innovation, and to change processes that affect all emotional states of employees. All these challenges, along with the imposed changes and the complexity of organizational and managerial tasks, involve new emotional demands and more effective actions at the corporate level, including by managing emotions in most circumstances. Thus, emotions represent valuable "resources" for innovation and added value in an economic process. Emotions were thus given an important role in provoking, moderating or mediating events and interactions in organizations.
DOI: 10.13140/RG.2.2.13409.74080
Leadership for wicked problems. Key Words: Public Leadership and Management, Wicked Problems, Transactional and Transformative, Implementation, Competencies
For this weekโs discussion, you are asked to research aย bioterroriShainaBoling829
ย
For this weekโs discussion, you are asked to research aย bioterrorist incident. Begin by reviewing the Media Focus video on bioterrorism inย Week 3ย of theย Content and Activties,ย then explore the Internet.
Give an example and details from national/international news of a bioterrorist attack.
Address all of the following in your post:
ยท What was the classification of biological agent used in the attack?
ยท Discuss the implications of the biological agent.
ยท Discuss the therapy for the biological agent.
ยท What are the decontamination procedures for the biological agent used in the attack?
ยท Define the appropriate level of PPE required for this type of biological agent?
In your post, provide the name of the incident you have chosen, and support your answers with evidence/examples. Please provide a working link and a citation for your source(s).
In your replies to peers, compare the different biological agents, their implications and therapies. Discuss the different types of decontamination procedures and levels of PPE that would be required.
Support your answer with evidence from scholarly sources.
Discussion Board: Managing Dynamic Organizational Processes
Chapter 10: Do you think it is possible for an outsider to accurately discern about the underlying cultural values of an organization by analyzing symbols, ceremonies, dress, or other observable aspects of culture in comparison to an insider with several years of work experience? Select a percentage (e.g., 10%, 70%, etc.) and explain your reasoning.
ย ย ย ย ย ย ย ย ย ย ย Daft (2021) notes that culture is, โthe set of values, norms, guiding beliefs, and understandings that is shared by members of an organization and taught to new members as the correct way to think, feel, and behaveโ (p. 445). Culture allows employees to integrate into a common environment and aids in adjusting to the external environment (Daft, 2021). An outside observer would be able to analyze symbols, ceremonies, dress, and other aspects of an organization and could accurately discern about 30% of an organization's cultural values. Symbols, ceremonies, dress, and other visually identifiable aspects of culture do not make up a large amount of organizational culture. The internal integration of coworkers guides employees' working relationships, interactions, communication, behaviors, and power structure (Daft, 2021). These are not easily identifiable from an outsider.
ย ย ย ย ย ย ย ย ย ย ย An insider with several years of experience could more accurately gauge an organizationโs cultural beliefs. About 90% of an organizationโs culture could be projected by an employee after working at the same company for several years. This employee would be able to see day-to-day relationships, how goals are met with outsiders, professional development, and even what nonconforming behaviors are accepted (Daft, 2021). This knowledge is developed with hands-on experience that an outsider may not see from the outside over a short period. Sahoo (2022) notes that or ...
CSCL Tools for Regulating Collaboration & TeamworkTieLab
ย
Mariel Miller & Allyson Hadwin, University of Victoria
Presented at the 2013 conference for the Canadian Society for the Study of Education (CSSE)
Increasing emphasis on collaboration in academic and work contexts means learners are required to develop skills for regulating teamwork. The purpose of this study was to examine scripting and visualization tools for supporting regulation of shared task perceptions during a complex collaborative task. Prior to the task, groups engaged in individual and group planning using either (a) a scripting tool structuring regulation including task analysis, or (b) a scripting tool augmented with visualization of each memberโs task perceptions. Findings indicated that, in both groups, shared task perceptions were generally accurate in relation to the instructorโs expectations. However, groups (a) struggled to construct consensus among diverse individual perceptions, (b) demonstrated little active and purposeful construction of shared task perceptions, and (c) encountered planning related challenges during collaboration. Groups showed small improvements across assignments, however, many difficulties re-occurred.
Similar to Emotional intelligence (investigating the impact of project managers' emotional intelligence on their interpersonal competence) (20)
Memorandum Of Association Constitution of Company.pptseri bangash
ย
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Unveiling the Secrets How Does Generative AI Work.pdfSam H
ย
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
ย
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Improving profitability for small businessBen Wann
ย
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
ย
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
ย
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
ย
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Putting the SPARK into Virtual Training.pptxCynthia Clay
ย
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
"๐ฉ๐ฌ๐ฎ๐ผ๐ต ๐พ๐ฐ๐ป๐ฏ ๐ป๐ฑ ๐ฐ๐บ ๐ฏ๐จ๐ณ๐ญ ๐ซ๐ถ๐ต๐ฌ"
๐๐ ๐๐จ๐ฆ๐ฌ (๐๐ ๐๐จ๐ฆ๐ฆ๐ฎ๐ง๐ข๐๐๐ญ๐ข๐จ๐ง๐ฌ) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
๐๐ ๐๐จ๐ฆ๐ฌ provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
โญ ๐ ๐๐๐ญ๐ฎ๐ซ๐๐ ๐ฉ๐ซ๐จ๐ฃ๐๐๐ญ๐ฌ:
โข 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
โข SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
โขFreenBecky 1st Fan Meeting in Vietnam
โขCHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
โข WOW K-Music Festival 2023
โข Winner [CROSS] Tour in HCM
โข Super Show 9 in HCM with Super Junior
โข HCMC - Gyeongsangbuk-do Culture and Tourism Festival
โข Korean Vietnam Partnership - Fair with LG
โข Korean President visits Samsung Electronics R&D Center
โข Vietnam Food Expo with Lotte Wellfood
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The effects of customers service quality and online reviews on customer loyal...
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Emotional intelligence (investigating the impact of project managers' emotional intelligence on their interpersonal competence)
1. Running head: EMOTIONAL INTELLIGENCE 1
Emotional Intelligence
Jaime Morales
Interamerican University of Puerto Rico
Organizational Behavior and Theory
BADM 5100
Dra. Rosa J. Martรญnez
January 17, 2012
3. EMOTIONAL INTELLIGENCE 3
Emotional Intelligence
International economic figures indicate a significant and growing use of project
management in the global economy (Davis, 2011). In order to achieve a sustainable competitive
advantage, an organization's chosen strategy must be reinforced (Davis, 2011). A common
method of reinforcement is projects (Davis, 2011). Projects need to integrate and align with
business strategy to help achieve organizational goals (Davis, 2011). Organizations that excel
with the use of projects may be more capable of responding to risk or opportunities (Davis,
2011). Annual spending on projects is now in the billions (Davis, 2011). This figure continues to
grow year after year (Davis, 2011). It is difficult to overlook the increasing demand for better,
faster, and more cost-effective projects (Davis, 2011). The growing use of project management
creates a growing importance for the role of project manager (Davis, 2011).
Researchers have long debated the skills and competencies are beneficial in the project
manager role that may reduce project failures (Davis, 2011). Researchers have also debated the
value and applicability of emotional intelligence (EI) in organizations and the value of the
various assessment tools available (Davis, 2011). Few studies have proposed research questions
investigating the relationship that may exist between these two domains or between factors of EI
assessment instruments and interpersonal competence with project managers (Davis, 2011). The
present research emphasized individual project managers as the unit of analysis and offers
empirical data that may benefit researchers and practitioners of both fields by clarifying any
relationship that may exist between different models of EI and interpersonal competence
constructs in the role of project manager (Davis, 2011). The findings here hope to contribute to
existing EI theory, EI model development, the training and development of project managers,
and the interpersonal competencies of those who manage change through projects (Davis, 2011).
4. EMOTIONAL INTELLIGENCE 4
In one recent study, across 15 nations and 21 industries, 83% of chief executive officers (CEOs)
reported an increasing gap between their expectations for substantial change and
their organizations' ability to execute this change (Davis, 2011). New research on EI and the
interpersonal competencies of project managers is relevant because both domains may offer
avenues that fuel the effectiveness of organizational adaptability (Davis, 2011). High project
failure rates and inept abilities to change must bring attention to those ultimately responsible for
the success of a project (Davis, 2011).
The need for projects and project success is placing a renewed emphasis on one very unique
role: the project manager (Davis, 2011). In 1999, the largest credential-certifying organization of
project managers in the world, the Project Management Institute (PMI), had 43,000 members
(Davis, 2011). This organization now has over 340,000 members, an increase of 790% in 12
years. One can only speculate about the growth of the project management profession in 5 or 10
more years, but the trend is clear: this number is going up rapidly (Davis, 2011).
The U.S. Bureau of Labor Statistics (BLS) does not classify project managers as an
occupation. This is one of many signals suggesting an increasing gap between investment and
demand on the one hand and knowledge and expertise on the other (Davis, 2011). Compared to
general management or leadership literature, the field of project management is very young. It
has been criticized for a scanty theoretical basis, and only 41% of projects were recently found to
meet their objectives on time, on budget, and on quality (Davis, 2011). These trends suggest
research with project managers is needed (Davis, 2011). Improved knowledge and awareness
appear to be beneficial (Davis, 2011).
Ironically or not, another concept has gained momentum along a very similar timeline: a
concept called emotional intelligence (Davis, 2011). New books and periodicals appear year after
5. EMOTIONAL INTELLIGENCE 5
year (Davis, 2011). Most organizations seem to appreciate that EI has some relationship to
performance, but the understanding of how, where, and why is unclear (Davis, 2011). The
concepts and tools of EI are used in organizations, but the validity and application of the
construct remain a major concern (Davis, 2011). The very definition of the concept remains
unclear (Davis, 2011). This lack of clarity is reflected in contemporary business, where polls of
human resource professionals found most feel incompetent on the subject, despite claims of
massive applicability in organizations (Davis, 2011).
Most published research on EI and performance is conducted in laboratory settings or with
student populations (Davis, 2011). These results may not be applicable to organizations or
projects (Davis, 2011). As a result, researchers have called for further studies that clarify the
value and applicability of EI in organizations (Davis, 2011). The exact magnitude and predictive
validity of EI continue to vary by situation (Davis, 2011). The investigation here is in response to
these trends and calls for research (Davis, 2011).
The primary goal of the research was to determine if the ability model of EI, as measured by
the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT), shows a correlation across
four interpersonal competencies common in project manager performance models (Davis, 2011).
These four domains are communication, motivation, conflict management, and problem solving
(Davis, 2011). The first four research questions asked whether project manager scores on the
MSCEIT show a statistically significant relationship with the ratings they receive from those
they work with for each domain (Davis, 2011).
The secondary goal of the research was to determine which components of the ability model
of EI show a relationship with a popular mixed model, the Bar-On Emotional Quotient Inventory
(Davis, 2011). The ability model and mixed model were also explored to see which had a
6. EMOTIONAL INTELLIGENCE 6
stronger and more consistent relationship to interpersonal competency ratings across the same
four domains. The two research questions for this second focus of the study were exploratory in
nature and emphasized the similarities and differences of the two EI tools regarding their
relevance to each other and the interpersonal competency domains (Davis, 2011).
THEORY AND HYPOTHESES
The ontological perspective for this research is that emotional awareness and emotional
knowledge have relevance in organizations because firms must utilize human capital, and
humans inherently express emotions individually and when interacting (Davis, 2011). The
epistemological perspective in this study views emotional intelligence and interpersonal
competency factors as constructs difficult to measure but sufficiently defined for evaluations of
relevance, relationships between each other, and comparison to each other (Davis, 2011). The
following theories provide a foundation for these perspectives and are followed by the new
hypotheses for this study (Davis, 2011).
Personal Construct Theory predicts that proposed changes in opposition to esteemed core
values will elicit intense negative behaviors (Davis, 2011). Project managers must integrate
project requirements from diverse groups (Davis, 2011). Stakeholders may protect the status quo
if they are emotionally invested or reliant on it for stability (Davis, 2011). Emotional intelligence
models often have a branch measuring an awareness of emotions in others. Perhaps emotional
intelligence signifies individuals with an understanding of these relationships (Davis, 2011).
The Theory of Multiple Intelligences proposes a framework of cognitive intelligence one that
proposes segregation into multiple "kinds" of intelligence (Davis, 2011). These subsets include
musical, bodily kinesthetic, logical-mathematical, linguistic, spatial, interpersonal, and
7. EMOTIONAL INTELLIGENCE 7
intrapersonal intelligence (Davis, 2011). Most modern EI scholars point to what this author
called "interpersonal" and "intrapersonal" intelligences (Davis, 2011).
Emotional Intelligence Theory, which is also called Primal Leadership Theory, predicts that
the EI of leaders is tied to their performance (Davis, 2011). Project managers may assume
leadership roles, or need to lead at certain points in the project life cycle (Davis, 2011). This may
imply that the EI construct would help predict project manager performance, especially if they
lead or assume leadership roles during a project (Davis, 2011).
Transformational Leadership Theory predicts that one's ability to create transformational
change is predicted by the ability to create idealized influence, individual consideration,
inspirational motivation, and intellectual stimulation (Davis, 2011). Using the Trait Meta Mood
Scale (TMMS) found a strong correlation between the TMMS and inspirational motivation
(Davis, 2011). These same authors hypothesized that the El construct would be found to predict
change agent performance (Davis, 2011). Perhaps there is a unique correlation between EI and
certain types of change not just leadership, with transformational leadership explicitly noting
"transformational" change (Davis, 2011).
Basic Emotions Theory predicts that universal patterns of individual facial and vocal
expressions exist across cultures (Davis, 2011). Emotions are seen here as intra-individual states
rather than processes unfolding in a social context (Davis, 2011). Since some patterns of
emotions exist across cultures, according to the theory, it may be plausible that these
fundamental similarities in emotional information are understood and utilized by some
individuals more than others, and this ability impacts performance (Davis, 2011).
The theoretical basis for the construct of an EI is grounded in the Theory of Multiple
Intelligences and Basic Emotions Theory perspectives (Davis, 2011). The ability model and
8. EMOTIONAL INTELLIGENCE 8
mixed models of emotional intelligence emphasize the factors and concepts of these two theories
differently (Davis, 2011). The ability model is primarily concerned with intelligence or the
interplay of cognition and emotion, and defines emotional intelligence as the ability to identify,
use, understand, and manage emotions (Davis, 2011). This model may be viewed as an
individual's potential for utilizing emotional information (Davis, 2011). The mixed trait model of
emotional intelligence views the concept more broadly (Davis, 2011). The mixed trait model
does not claim to directly measure cognitive aptitude but instead noncognitive competencies
(Davis, 2011). Theoretically, there is less emphasis on the Theory of Multiple Intelligences and
Basic Emotions Theory because the focus is on the clusters of interrelated emotional and social
competencies, skills, and facilitators that impact intelligent behavior (Davis, 2011).
The four primary research questions for this study were presented as formal hypotheses and
are parsimonious, repeatable, and measurable (Davis, 2011). Each primary research question
asked whether project manager scores on the MSCEIT have a statistically significant relationship
with the ratings they receive from others on each of the four interpersonal competencies
(communication, motivation, conflict management, and problem solving) (Davis, 2011). The
secondary research questions focused on two areas (Davis, 2011). The first question asked if
there was a relationship between MSCEIT and EQ-i scores of project managers (Davis, 2011).
The second question asked if the EQ-i always outperforms the MSCEIT when measuring
correlation to project manager interpersonal competency ratings (Davis, 2011). The secondary
research questions were not expressed as hypotheses because they are exploratory and
supplemental in nature (Davis, 2011). Each formal hypothesis for the primary research questions
used the MSCEIT, which utilizes the ability model of EI, to measure the independent variables
(Davis, 2011). Each overall MSCEIT score was utilized for the primary research questions and
9. EMOTIONAL INTELLIGENCE 9
successive formal hypotheses (Davis, 2011). A questionnaire measuring four factors of project
manager interpersonal competence was then utilized to measure the dependent variables
(motivation, communication, conflict management, and problem solving (Davis, 2011). Each of
these dependent variables is strongly supported as interpersonal competencies needed in project
managers (Davis, 2011).
EMOTIONAL INTELLIGENCE
In the early 20th century, Darwin began reporting that emotional expression was a key
component of survival and adaptation (Davis, 2011). This was followed by studies of social
intelligence by Thorndike (1920), Wechsler (1939), Wedeck (1947), and Hemphill (1959)
establish by Davis, 2011. Themes began to emerge suggesting many forms of intelligence
(Davis, 2011), and studies began to support the notion that certain individuals had higher skills
and abilities with emotions (Davis, 2011). The origination of the term emotional intelligence
came from a 1985 unpublished dissertation by Wayne L. Payne, a PhD student from The Union
Institute used the term EI in the first published coining of the term, and Bar-On (1992) expanded
upon their ability-based model to argue at the time that EI is in fact a nomenclature of multiple
capabilities (Davis, 2011). This is the genesis of what became the ability model and later the first
mixed model -- the mixed model of EI being the broader of the two (Davis, 2011). This was
where many of the first debates began to take place, as scholars maneuvered on the real
definition of an EI construct (Davis, 2011).
After years of debate and energized by the work of New York University neurobiologist
Joseph LeDoux and University of Iowa neurobiologist Antonio Damasio, Daniel Goleman wrote
a book (Davis, 2011). This book is commonly noted as the key event responsible for the
10. EMOTIONAL INTELLIGENCE 10
proliferation of the EI construct (Davis, 2011). This book was Goleman's 1995 publication,
Emotional Intelligence: Why It Can Matter More Than IQ (Davis, 2011). In the following years,
various publications (Gibbs, 1995) and new or updated models (Bar-On, 1997; Cooper & Sawaf,
1997; Goleman, 1998b) began to emerge (Davis, 2011). Some scholars posited that the construct
is really a form or component of social intelligence (Davis, 2011). Others proposed that the
construct is actually a form of practical intelligence (Davis, 2011). The central premise in each of
these interpretations is that the ability to integrate cognition with emotion is important and
valuable, it varies by individual, and there are beneficial applications (Davis, 2011).
The strongest research stream supporting the applicability of EI in organizations is that of
leadership, where high correlations have been found between EI and performance (Davis, 2011).
Studies using EI tools have found relationships with an individual's ability to handle stress
(Davis, 2011), create sales growth or recruit effectively, reduce turnover in their teams or
themselves, and build effective or productive relationships at work, among others. The tools used
in these studies generally fall into one of two groups: ability models and mixed models (Davis,
2011).
The ability model is skill-based and focuses exclusively on cognitive aptitudes, much like an
IQ test; has right and wrong answers; and comes from a long line of social psychology (Davis,
2011). Today this is usually measured by the Mayer-Salovey-Caruso Emotional Intelligence
Test, which is an individual assessment and has four clusters: perceiving emotions,
understanding emotions, managing emotions, and using emotions (Davis, 2011). Each of these
individual clusters was examined in the secondary or exploratory part of this study as variables
(Davis, 2011). The ability model is primarily concerned with cognitive aptitude and the
intellectualization of emotional information (Davis, 2011).
11. EMOTIONAL INTELLIGENCE 11
The mixed model is a broader interpretation and definition of emotional intelligence (Davis,
2011). Mixed models view EI as a set of noncognitive competencies including personal, social,
and emotional factors (Davis, 2011). The most common instruments used today to measure this
model are the Emotional Competency Inventory (ECI) (Hay Group, 1999) and the Emotional
Quotient Inventory (EQ-i) (Davis, 2011). The ECI (or mixed competency model) includes four
clusters of factors, including self-awareness, self-management, social awareness, and
relationship management (Davis, 2011). The EQ-i (mixed trait model) uses a five-part definition
for emotional intelligence, including clusters on intrapersonal EQ, interpersonal EQ, adaptability,
stress management, and general mood (Davis, 2011). Each cluster of the EQ-i is a variable in this
study examined in the secondary or exploratory research questions (Davis, 2011).
Proponents of the ability model argue that correlations have been found between the mixed
model and personality, while the ability model shows discriminate validity from personality
(Davis, 2011). The clarification that needs to be made is that authors of the mixed models do not
claim to measure emotional intelligence, despite any generalizations made from their titles
(Davis, 2011). The ability model focuses on cognitive aptitude (Davis, 2011). The mixed models
focus on emotionally and socially competent behaviors or behaviors important to performance at
work (Davis, 2011). While earlier mixed model proposals were offered as an "interpretation" of
emotional intelligence (Davis, 2011), these have later been clarified as distinct concepts separate
from emotional intelligence while still retaining similarities (Davis, 2011). For these reasons, the
(Davis, 2011)operational definition for emotional intelligence used here is the seminal definition
offered by Salovey and Mayer (1990) stating that emotional intelligence is the ability to monitor
one's own and others' feelings and emotions, to discriminate among them and to use this
information to guide one's thinking and actions (Davis, 2011).
12. EMOTIONAL INTELLIGENCE 12
The ECI was not used for this study as an alternative mixed model because the ECI often has
very strong results, some so overwhelming that researchers have called for an examination of the
tool's real predictive validity (Davis, 2011). The ECI is not offered in a self-assessment version,
opening an evaluation of the tool up to new reliability and validity concerns (Davis, 2011). Some
factors of the ECI may even measure high performance directly, such as service, developing
others, organizational awareness, achievement, change catalyst, and transparency (Davis, 2011).
Comparing the ECI factors to interpersonal competency factors may be a duplication of factors.
Since little is known about the predictive validity of the EQ-i in organizations and the tool is
widely used, it seems reasonable to explore this interpretation of the mixed model in the business
setting in the interest of new empirical data (Davis, 2011).
The psychometric aspect of the Bar-On model of emotional intelligence is the measure of the
construct, which was designed to measure the model, the Emotional Quotient Inventory (Davis,
2011). Since 1980, over one million people have taken the EQ-i (Davis, 2011). The instrument
has been refined using factor analysis and normative samples in North America, Asia, Europe,
South America, and Africa. Some correlations to personality tests have been found, and this is
due to the broader nature of the model and measure (Davis, 2011). The EQ-i was used for this
study to measure the mixed model (Davis, 2011).
The psychometric aspect of the Mayer-Salovey-Caruso model of emotional intelligence is the
measure of the construct that was designed to measure their model, the Mayer-Salovey-Caruso
Emotional Intelligence Test (Davis, 2011). The internal validity and reliability of the MSCEIT
have been found to be high even while correlations to personality remain low (Davis, 2011). The
instrument has been refined multiple times since 1990 using normative samples and factor
13. EMOTIONAL INTELLIGENCE 13
analysis (Davis, 2011). The MSCEIT was used for this study to measure the ability model
(Davis, 2011).
PROJECT MANAGER COMPETENCIES
Managerial competence is typically described across four skill areas: conceptual skills,
diagnostic skills, technical skills, and interpersonal skills (Davis, 2011). For a manager to be
effective, competence must be demonstrated while fulfilling interpersonal, informational, and
decisional roles (Davis, 2011). Managers require competence across these standard dimensions
because the role has a variety of demands, resources, and requirements (Davis, 2011).
The performance of managers who work on projects is an important factor in the successful
completion of a project (Davis, 2011). Dedicated project managers increase the success rates of
their projects, and project managers are held accountable for the project results (Davis,
2011). Organizations that utilize project managers are thus responsible for having some
understanding of the competencies that the role requires if they wish to observe high
performance levels (Davis, 2011). Most researchers agree that project managers must be
technically, interpersonally, and administratively skilled, as is the case with most managers
(Davis, 2011). Project managers need competencies in planning, monitoring, staffing, and
executing the project (Davis, 2011). A Guide to the Project Management Body of Knowledge
states that a competent project manager must be able to manage scope, schedule, cost, quality,
staffing, communication, risk, and procurement -- all components of a project management plan
(p. 75) (Davis, 2011). PMI has offered a model of project performance that includes four
clusters: application area knowledge, general management knowledge, understanding the project
environment, and interpersonal skills (Davis, 2011). Here, each cluster is seen as important and
influential enough to impact the other clusters, improving the success or increasing the failure of
14. EMOTIONAL INTELLIGENCE 14
a project (Davis, 2011).
The interpersonal skills cluster from the PMBOK(R) Guide model includes effective
communication, influencing, leadership, motivation, problem solving, and negotiation and
conflict management (Davis, 2011). Four of the skills from the interpersonal cluster
(communication, motivation, problem solving, and conflict management) were used in this study
due to the acceptance of the PMBOK(R) Guide in the project management community and the
high validity of these factors (Davis, 2011). Numerous standards identify these factors as
relevant in the project management profession, even outside of PMI. Motivation, conflict
management, problem resolution, and communication are listed as competencies in the
International Project Management Association (IPMA) competency baseline (ICB) (Davis,
2011). Communication, motivation, problem solving, and conflict management are frequent
themes in studies and models of project manager performance (Davis, 2011).
Interpersonal skills are a common factor in project manager performance models because they
are vital to success. It is difficult to manage risk, resolve stakeholder conflict, or motivate a
project team while overlooking the importance of interpersonal skills (Davis, 2011). The most
significant challenges when implementing a project are often people-related -- factors such as
changing mind-sets, motivating employees, creating honest and timely communication, building
commitment, and navigating corporate culture (Davis, 2011). This should not be overlooked too
quickly (Davis, 2011). Gillard and Price (2005) found that interpersonal adaptability, including
the appropriate use of social power, is essential for building relationships in project settings
(Davis, 2011). Unless project managers are working by themselves, interpersonal skills appear
quite beneficial, if not flatly required (Davis, 2011).
One study of 1,400 chief financial officers (CFOs) found that innovations in technology are
15. EMOTIONAL INTELLIGENCE 15
increasing the speed of interpersonal interactions, showcasing employees who have interpersonal
skills and exposing those who lack these skills to wider audiences (Davis, 2011). The
interpersonal skills of communication, motivation, conflict management, and problem solving
are themes in the project management literature (Davis, 2011). These are the factors used in the
Project Manager Interpersonal Competency Inventory (PMICI) for this study, and the measures
were created by coding themes in the prominent models and theories of each domain. For
communication competence, for example, scales were based on encoding, decoding,
interference, and medium criteria (Davis, 2011). Ancillary evidence suggests that EI may have a
unique relationship with these interpersonal domains, providing an avenue for development and
utilization (Davis, 2011). New data describing the relationship between emotional intelligence
and project manager interpersonal competencies is important in the advancement of both
constructs because it illuminates the potential exchange (Davis, 2011).
EMOTIONAL INTELLIGENCE AND INTERPERSONAL COMPETENCE
The case for a potential relationship between EI and interpersonal competence is supported by
previous studies reporting meaningful and even significant relationships between EI and the
individual competency domains of communication, motivation, conflict management, and
problem solving (Davis, 2011). Competent communicators, for example, were observed to utilize
empathy more frequently (Davis, 2011). Empathy is a standard behavior or factor in mixed
models of EI (Davis, 2011). Individuals with high EI demonstrate empathy more (Davis, 2011).
This creates a link between EI and communication (Davis, 2011). Henderson (2008) expanded
this connection by reporting that EI and the encoding and decoding concepts of communication
are actually quite similar (Davis, 2011). If the Basic Emotions Theory is correct, it is plausible to
16. EMOTIONAL INTELLIGENCE 16
suggest certain individuals have abilities or tendencies that enhance their ability to communicate,
based on their level of emotional and procedural comprehension (Davis, 2011).
Leban (2003) found that overall EI scores were correlated significantly with the inspirational
motivation component of transformational leadership (Davis, 2011). The ability model was used
in this study (Davis, 2011). This suggests that EI is related to motivation within the context of
transformation. Since EI is based on the interpersonal and intrapersonal components of Multiple
Intelligence Theory, it is reasonable to conclude that some individuals have a higher ability in
these areas, and this impacts their ability to motivate (Davis, 2011). The very root of the word
emotion is motere, the Latin verb, which means to move, suggesting emotions trigger an impulse
to act (Davis, 2011). Some individuals, even project managers, may have an enhanced
understanding of these triggers (Davis, 2011). Emotions are powerful motivational forces (Davis,
2011).
Malek (2000) found that individuals with higher EI are more likely to resolve conflict
effectively, using more collaborative styles of conflict resolution (Davis, 2011). Sy and Cote
(2004) suggested that individuals with high EI are better at managing conflicting paradigms,
managing their own emotions, and aligning the goals of groups (Davis, 2011). Goleman (1998a)
lists conflict management as a measure within his EI tool, the ECI. While these examples do not
explicitly look at project managers or, specifically, EI, a case exists that a relationship of some
kind may be present (Davis, 2011).
The EI of an individual has been reported to have some correlations
with organizational learning, executive intuition, and performance on time-pressured, decision
making tests (Davis, 2011). Emotions appear to influence decision-making processes (Davis,
2011). These studies provide a cluster of findings suggesting that higher EI assessment scores
17. EMOTIONAL INTELLIGENCE 17
may result in higher problem-solving competence (Davis, 2011).
Through anxiety and uncertainty, change and emotions are interlinked (Davis, 2011). Caruso
and Wolfe (2002) found that individuals with high EI are typically more comfortable with
ambiguity and change in the workplace (Davis, 2011). Project management is a type of change
management (Davis, 2011). Emotions may be utilized or understood in better ways by certain
individuals, increasing the likelihood of competence (Davis, 2011). Mayer and Salovey (2004)
verified this in an earlier study when they found that EI influences the effectiveness of the
individual when engaging in change management behaviors (Davis, 2011). This study narrows to
see if this conclusion holds true when narrowing to the project management domain and
interpersonal competence (Davis, 2011).
DISCISSION
The study uncovered several themes that appear to be worthy of future consideration in
organizations, in research, and in the field of project management (Davis, 2011). Davis (2011)
indicates that the first theme found in this study had a week and mixed relationship between
Emotional Intelligence (ability model) and interpersonal competency ratings. While the
MSCEIT branches of managing emotions and understanding emotions did show singular
relevant relationships worthy of consideration, the relationships appear to be influenced by other
variables, submissive to other variables, or inadequate to suggest a meaningful relationship or
direct unsupported application in the business setting (Davis, 2011). This means that the ability
model of EI may not have a strong relationship with interpersonal competencies in project
managers (Davis, 2011). Davis (2011) also establish that in the second theme in this study is that
the managing emotions branch of the MSCEIT is the most viable scale within the tool for
18. EMOTIONAL INTELLIGENCE 18
predicting probabilities across all four of the PM interpersonal competency domains. This theme
does not suggest that the managing emotions branch has a strong relationship with PM
interpersonal competence, but it does suggest that this branch appears to retain some relevance in
organizations and the project manager role (Davis, 2011). The third theme was that project
manager interpersonal competencies have a significant relationship with EQ-i scores (Davis,
2011). Davis 2011, indicates that this is seen as a plausible conclusion because the EQ-i
measures adaptability, impulse control, stress management, optimism, and general mood. The
EQ-i appears to have measures that are related to these competencies (Davis, 2011). It is
difficult to ignore the EQ-i because 14 statistically significant relationships were found with
interpersonal competencies named in PM literature (Davis, 2011). A more frequent and
deliberate use of the EQ-i in the project setting and in organizations is a valid implication for
modern business because the EQ-i has consistent and strong correlations with PM interpersonal
competency ratings (Davis, 2011). If leaders and managers see effective project managers with
high levels of interpersonal competence desirable, it is reasonable to consider the EQ-I (Davis,
2011). The use of the EQ-i in the project management office can be very valuable because it
measures variables such as stress management and adaptability (Davis, 2011). A fourth theme
here is that the MSCEIT and EQ-i scores were highly correlated for project managers in the
continental United States (David, 2011). With the exception of the understanding emotions
branch of the MSCEIT, this study found multiple large correlations between every branch of the
MSCEIT to every branch of the EQ-i(David, 2011). This implies that the MSCEIT and EQ-i
measure overlapping or related clusters of variables(David, 2011). The conclusion here is not
suggesting the MSCEIT and EQ-i measure the same concept, but they do appear to have a very
valid relationship to each other (David, 2011). The fifth theme identified here was that the EQ-i
19. EMOTIONAL INTELLIGENCE 19
has stronger and more consistent relationships (than the MSCEIT) with project manager
interpersonal competence (David, 2011). This suggests that tools measuring adaptation, stress
tolerance, optimism, flexibility, impulse control, and coping (Bar-On, 2000) are more valuable in
the project setting and with project managers (than EI alone) (David, 2011). This cross-section of
interrelated emotional and social competencies, skills, and facilitators (Bar-On, 2008) appears to
be more relevant than the cognitive ability to process emotions in the role of project manager
because the correlations between the broader measures are consistent (David, 2011). Emotional
intelligence increases the likelihood of moderating variables relating to interpersonal competence
in the role of project manager; it is not strongly related to interpersonal competence alone
(David, 2011). This is true in the dynamic world of organizations because they differ greatly
from the classroom setting or a written test (David, 2011). The variety and intensity of
environmental stimuli require consideration for more than knowledge or intelligence because
there are many activities and processes that influence behavior (David, 2011). The sixth theme
found as an implication in this study is the consistent relationship between the ability model and
the EQ-i version of the mixed model with conflict management and problem solving competence
in project managers (Davis, 2011). Not only did conflict management and problem solving
competence show the only two statistically significant relationships with the MSCEIT, but these
two competencies also had the highest correlations with the EQ-I (Davis, 2011). Conflict
management and problem solving competence clearly have a relationship with both theoretical
lenses of EI (Davis, 2011). Organizations and project offices may benefit from this finding
because it gives them a criterion and framework for improving these two domains (Davis, 2011).
The tools could be used to guide resource allocation or training strategies when conflict and
problem solving competence are anticipated (or weak) in the organization (Davis, 2011). One
20. EMOTIONAL INTELLIGENCE 20
pattern that is found frequently in this study and with each statistical test is the undeniable
influence of many mental processes that appear inadequate and exposed in the absence of each
other (Davis, 2011). Contextually defined behavioral tendencies and proficiencies in dynamic
social environments attributed solely to a causal relationship with the ability model of EI may be
frankly incomplete or even misleading (Davis, 2011). Multiple brain functions mitigate and
combine prior to actual behavior (Davis, 2011). The ability model appears to primarily increase
the likelihood of emotionally laden moderating variables, reasonably represented by the EQ-i,
which in turn show relationships to interpersonal competence equal to or greater than personality
alone (Davis, 2011). The ability model does not strongly correlate with interpersonal competency
ratings itself in the role of project manager (Davis, 2011). This is an important finding in this
study because of three reasons: the ability model (MSCEIT) had weak and inconsistent
correlations with interpersonal competency ratings (PMICI), the moderating variables of the
mixed model (EQ-i) had strong and consistent correlations with interpersonal competency
ratings (PMICI), and the ability model (MSCEIT) and mixed model (EQ-i) had strong consistent
correlations (Davis, 2011).
Behavior and social competence is a function of multiple conscious and subconscious
cognitive and noncognitive processes, including general personality (extroversion,
conscientiousness, self-control, independence, anxiety) and contextual disposition (values,
optimism, self-confidence, temperamental composition, happiness). Individuals must not only
have EI, but they must also be motivated to act on this insight (Davis, 2011). These three
processes overlap and combine with emotional and social factors to produce moderating
variables correlated with interpersonal competence (Davis, 2011). The moderating variables of
the EQ-i are designed to measure effective adaptation and coping, which appears to have face
21. EMOTIONAL INTELLIGENCE 21
validity in the project management realm (Davis, 2011). The EQ-i clearly describes some of the
variables moderating the relationship between ability model EI, as measured by the MSCEIT,
and the interpersonal competency ratings project managers receive, as measured by the PMICI
(Davis, 2011). There was not one MSCEIT factor that added predictive validity above and
beyond the strongest factor of the EQ-i for any of the interpersonal competency domains (Davis,
2011). There were only two significant relationships found between the MSCEIT and
interpersonal competency domains (Davis, 2011). These results suggest that the mixed model of
emotional intelligence is able to amplify the significance of the ability model to interpersonal
competence by combining the ability model factors with complementary factors that only
together demonstrate consistent relationships in the business setting (Davis, 2011).
22. EMOTIONAL INTELLIGENCE 22
References
Davis, S. A. (2011). Investigating the Impact of Project Managersโ Emotional Intelligence on
Their Interpersonal Competence. Project Management Journal, 4(42), 37-57.