Review of International Comparative Management Volume 16, Issue 3, July 2015 335
The New Intelligence, the New Leader
and the Organizational Stress
Mircea Aurel NIȚĂ1
Keywords: Spiritual leader, the new intelligence, quantum intelligence, self-
coherence, transdiciplinarity.
JEL classification: H83, D73, O30
Introduction
The last tendencies in management approach, or better yet, in leadership
approach, promotes new features of the leader, starting with the most necessary and
important quality – intelligence. Thus, experts in professional training recall four
types of intelligence. Physical intelligence or the ability to do (PQ), which asserts
the physical ability to do things, to meet tasks, to meet objectives. This requires
1 Mircea Aurel NIȚĂ, National School of Political and Administrative Studies,
Faculty of Public Administration, Email: [email protected]
Abstract
This paper aims a new trend in Leadership applicable to both public and private
sector, and the relationship between organizational stress, types of intelligence and
types of leaders. Based on the types of intelligence, the paper shows the types of
leaders and their profile. Of the three known types of intelligence: logical - rational
intelligence, emotional intelligence and spiritual or quantum intelligence, this work
mainly aims to develop general skills specific to Spiritual intelligence, because it
harmonizes and integrates the characteristics of the other two types of intelligence. It
have been proposed to analyse the types of leaders and the related general
competences according to the criterion of "intelligence". Therefore, the authoritarian
leader's intelligence corresponds collocation - to do, for the intellectual leader it
corresponds the intelligence of thinking, for the charismatic leader it corresponds the
intelligence of feeling, while for the spiritual leader's intelligence the main
characteristic is to give. Human resource in public administration as in private sector
too, is facing more and more with organizational and occupational stress. Thus, new
management is needed in order to apply the principles of the transdisciplinarity –
which uses levels of reality, and the holistic education in order to prepare future
quantum leaders. In addition to other types of leaders, a spiritual leader’s features
includes new abilities: they know how to integrate the various aspects of the
surrounding reality, to harmonize the extra-psychic with the intra-psychic plans and
ensure self-coherence through a new way of thinking. By intelligence characteristics
provided, the spiritual leader in public administration is the leader at the service of
others, having a component of compassion.
336 Volume 16, Issue 3, July 2015 Review of International Comparative Management
physical .
Emotional intelligence is twice as important as IQ in predicting career success. It involves self-awareness, self-management, social awareness, and relationship management. Leaders with high emotional intelligence know their strengths and weaknesses, manage their emotions well, read social situations effectively, and build strong relationships. Developing emotional intelligence is important for leadership success. While emotional intelligence is not fixed, it can be increased through self-reflection, getting feedback, practicing new behaviors, and building supportive relationships.
Emotional intelligence is twice as important as IQ in predicting career success. It involves self-awareness, self-management, social awareness, and relationship management. Leaders with high emotional intelligence know their strengths and weaknesses, manage their emotions well, read social situations effectively, and build strong relationships. Developing emotional intelligence is important for leadership success. While emotional intelligence is not fixed, it can be increased through self-reflection, getting feedback, practicing new behaviors, and developing supportive relationships.
Overall summary about organizational Behavior specially for the student of MBA in Nepalese perspectives of Nepal which contain Theories of Motivation,Managing Stress and Emotions,Managing Demographic and Cultural Diversity, Design thinking,Communication, Conflict and Negotiations et all.
The document summarizes an interview with Daniel Goleman about focus and emotional intelligence. Some key points:
- Goleman discusses three types of focus important for leaders: self-awareness, awareness of others, and outer awareness of the organization/broader systems.
- He argues focus is under threat due to increasing distractions, both external and internal thoughts. Different types of focus are needed in different situations.
- Goleman's model of emotional intelligence has four domains: self-awareness, self-management, social awareness, and relationship management.
- Focus and emotional intelligence are interrelated, as focus supports self-awareness and empathy.
- Leaders often struggle most
A study of Emotional intelligence and LeadershipAnuj Suneja
The document discusses leadership styles and emotional intelligence. It summarizes research that found:
1) Authoritative leadership style positively correlates with self-awareness, while democratic leadership positively correlates with both self-awareness and self-management.
2) No significant relationship was found between laissez-faire leadership and emotional intelligence.
3) The study of managers found that women had higher overall emotional intelligence and scores on individual dimensions than men.
The role of emotional intelligence in effective leadershipAyorinde Oduroye
The document discusses the importance of emotional intelligence for effective leadership. It defines emotional intelligence as the ability to understand and manage one's own emotions and the emotions of others. Research shows emotional intelligence is strongly linked to job performance and career success. Leaders who lack emotional intelligence are more likely to fail due to an inability to control their emotions in difficult situations. Developing emotional intelligence can help leaders build stronger relationships, reduce conflicts, and handle stress more effectively.
Assessment Of Emotional Intelligence Of School StudentsRick Vogel
The document provides an overview of emotional intelligence and its importance in education. It discusses how traditional education systems have focused primarily on intellectual achievement over emotional development. Emotional intelligence involves self-awareness, self-regulation, motivation, empathy, and relationship skills. It accounts for 80% of success in life according to some research. Developing students' emotional intelligence can help with learning, confidence, communication skills, and cooperation. Assessing emotional intelligence in school students is important to help guide their overall development and prepare them for future success.
This document discusses emotional intelligence (EI) and its importance and impact in organizations. It defines EI as the ability to perceive, understand, and regulate emotions in oneself and others. The document outlines four branches of an EI model: perceiving emotions, facilitating thought with emotions, understanding emotions, and managing emotions. It discusses different models of EI and notes debates around how to properly measure it. The document also discusses how EI is important in matrix organizations by helping employees manage conflicts, responsibilities, decision making, and focus on organizational rather than individual goals. It provides examples of companies that focus on EI, like Johnson & Johnson and L'Oreal.
Emotional intelligence is twice as important as IQ in predicting career success. It involves self-awareness, self-management, social awareness, and relationship management. Leaders with high emotional intelligence know their strengths and weaknesses, manage their emotions well, read social situations effectively, and build strong relationships. Developing emotional intelligence is important for leadership success. While emotional intelligence is not fixed, it can be increased through self-reflection, getting feedback, practicing new behaviors, and building supportive relationships.
Emotional intelligence is twice as important as IQ in predicting career success. It involves self-awareness, self-management, social awareness, and relationship management. Leaders with high emotional intelligence know their strengths and weaknesses, manage their emotions well, read social situations effectively, and build strong relationships. Developing emotional intelligence is important for leadership success. While emotional intelligence is not fixed, it can be increased through self-reflection, getting feedback, practicing new behaviors, and developing supportive relationships.
Overall summary about organizational Behavior specially for the student of MBA in Nepalese perspectives of Nepal which contain Theories of Motivation,Managing Stress and Emotions,Managing Demographic and Cultural Diversity, Design thinking,Communication, Conflict and Negotiations et all.
The document summarizes an interview with Daniel Goleman about focus and emotional intelligence. Some key points:
- Goleman discusses three types of focus important for leaders: self-awareness, awareness of others, and outer awareness of the organization/broader systems.
- He argues focus is under threat due to increasing distractions, both external and internal thoughts. Different types of focus are needed in different situations.
- Goleman's model of emotional intelligence has four domains: self-awareness, self-management, social awareness, and relationship management.
- Focus and emotional intelligence are interrelated, as focus supports self-awareness and empathy.
- Leaders often struggle most
A study of Emotional intelligence and LeadershipAnuj Suneja
The document discusses leadership styles and emotional intelligence. It summarizes research that found:
1) Authoritative leadership style positively correlates with self-awareness, while democratic leadership positively correlates with both self-awareness and self-management.
2) No significant relationship was found between laissez-faire leadership and emotional intelligence.
3) The study of managers found that women had higher overall emotional intelligence and scores on individual dimensions than men.
The role of emotional intelligence in effective leadershipAyorinde Oduroye
The document discusses the importance of emotional intelligence for effective leadership. It defines emotional intelligence as the ability to understand and manage one's own emotions and the emotions of others. Research shows emotional intelligence is strongly linked to job performance and career success. Leaders who lack emotional intelligence are more likely to fail due to an inability to control their emotions in difficult situations. Developing emotional intelligence can help leaders build stronger relationships, reduce conflicts, and handle stress more effectively.
Assessment Of Emotional Intelligence Of School StudentsRick Vogel
The document provides an overview of emotional intelligence and its importance in education. It discusses how traditional education systems have focused primarily on intellectual achievement over emotional development. Emotional intelligence involves self-awareness, self-regulation, motivation, empathy, and relationship skills. It accounts for 80% of success in life according to some research. Developing students' emotional intelligence can help with learning, confidence, communication skills, and cooperation. Assessing emotional intelligence in school students is important to help guide their overall development and prepare them for future success.
This document discusses emotional intelligence (EI) and its importance and impact in organizations. It defines EI as the ability to perceive, understand, and regulate emotions in oneself and others. The document outlines four branches of an EI model: perceiving emotions, facilitating thought with emotions, understanding emotions, and managing emotions. It discusses different models of EI and notes debates around how to properly measure it. The document also discusses how EI is important in matrix organizations by helping employees manage conflicts, responsibilities, decision making, and focus on organizational rather than individual goals. It provides examples of companies that focus on EI, like Johnson & Johnson and L'Oreal.
Managing Emotional Intelligence for Effective Leadership in Organizationijtsrd
Leadership is described as the heart of every organization and it is a process of leading followers team. To get better outcome from the employees and to achieve the organizational goals, the leader should be able to understand the pulse of the employees and his or her own. This research study is to understand how the employees Emotional Intelligence can be enhanced for developing effective leadership skills within them. Emotional intelligence has become increasingly popular as a measure for identifying potentially effective leaders, as a tool for developing effective leadership skills. The aim of the present paper was to explore the relationship between emotional intelligence and effective leadership. There are numerous definitions of such leadership that have come to light however these definitions have always been debatable. Most scholars agree that the concept of leadership does not ascribe to one specific definition however, provided the following definition of leadership in his landmark publication, leadership "Leaders inducing followers to act for certain goals that represent the values and the motivations - the wants and needs, the aspirations and expectations - of both leaders and followers Emotional intelligence correlated with several components transformational leadership suggesting that it may be an important components of effective leadership in particular emotional intelligence leader's monitors and respond to subordinates and make them feel at work. Dr. Seema Singh | Ms. Aditi "Managing Emotional Intelligence for Effective Leadership in Organization" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd23629.pdf Paper URL: https://www.ijtsrd.com/management/other/23629/managing-emotional-intelligence-for-effective-leadership-in-organization/dr-seema-singh
How do you evaluate your own global mind set levelsSolutionAN.pdfinfo309708
How do you evaluate your own global mind set levels?
Solution
ANSWER:
A global mindset is refers to a special trait of global leadership which is associated with
manager-employee relationship, trust, and organizational commitment. There are prime three
features of global mindset namely- intellectual capital, psychological capital and social capital.
While evaluating my own global mind set levels I have to consider all these features. Intellectual
capital is my ability to understand and process new information, which are helpful to learn about
people of different cultures and know how to respond. Psychological capital, is evaluating my
openness, cognitive flexibility and willingness to work with other cultures. Social capital is the
relationships network that I have with their colleagues from different cultures, and can help me
to act in a trustworthy manner and build relationship with others from different cultures. The
development of a global mindset that sub-includes cultural intelligence and global business
orientation will help me to think globally and swiftly act to maintain the competitiveness in
multicultural organizations and international markets. Keeping all these above points, I can
properly designed questionnaire survey can be of useful in global mindset evaluation for me as
well as others. My global mindset affects the cognitive capabilities and the decision-making
patterns, thus exerting significant influence on the strategic capabilities of firms as well as my
personal life..
Research Goals and Research Questions-Qualitative or Quantitative-Give.docxhenry34567896
Research Goals and Research Questions:
Qualitative or Quantitative?
Given that you now know the philosophical differences in qualitative and qualitative research, you should now be able to distinguish between those types of research goals. See this list attached of research goals and research questions. 1) Match the research goal to the research question(s) and 2) identify them as either qualitative or quantitative (no mixed methods yet), and 3) explain WHY it is so.  Use the table below to cut/paste the goals and questions into and provide your answers. Look for specific key words to help you differentiate between qualitative and quantitative, and remember that the “why†answer is vital.
Research Goal
1. The goal of this study is to investigate whether leaders' well-being, in the form of positive affect and job stress, can be explained by leader-member exchange (LMX) quality at the group level of analysis.
2. What is the process of negotiating and reaching consensus within a particular social structure?
3. The purpose of this study is to explore how spousal carers of people with MS interpreted their lived experience with their partner, the way in they assigned meaning to their being in such a situation, and the skills and knowledge they have developed to live with their situation.
4. The purpose of this study was to investigate decision-making experiences and the social psychological processes family member surrogates use for health care decisions as they related to decision making with and for a terminally ill family member.
5. The purpose of this study is to examine the extent to which leaders' and teams' goals work together to affect a range of outcomes when their teams fail to regulate (i.e., when they focus exclusively on one particular type of goal). We explicitly focused on learning and performance goals because this distinction is perhaps the most obvious and salient type of goal tension in work organizations.
6. What role does friendship play in girls’ developing sense of self? Specifically, does girls’ friendship provide a form of resilience as they transition from childhood to adolescence?
7. This study will examine the roles of experiential opportunities, organization-initiated cross-cultural experiences (i.e., those found in leadership development programs) and non-work cross-cultural experiences.
8. The goal of this study is to analyze the conditions under which women are promoted to top leadership positions and exploring the challenges they face post-promotion.
Research Questions
1. What do caregivers define as successful day-to-day experience?
2. How do girls describe the development of their sense of self during transition from childhood to adolescence?
3. Does group-level analysis of leader-member exchange explain leaders’ psychological states of leader well-being, in the form of positive affect and job stress?
4. After promotion, do female leaders experience a lack of support and/or challenges to their le.
This document summarizes research on emotional intelligence and its effect on leadership styles. It discusses three main models of emotional intelligence: the ability model, trait emotional intelligence model, and mixed model. It also examines the relationship between emotional intelligence and transformational leadership styles. The researcher conducted qualitative interviews with employees to understand their managers' leadership styles and levels of emotional intelligence. Preliminary findings showed engineering managers exhibited more commanding styles while non-engineering managers used more coaching and democratic approaches. One interview raised concerns about a new manager perceived as unqualified and bullying subordinates.
Emotional Intelligence And Effective Leadership EssayApril Dillard
The document discusses emotional intelligence and its importance for effective leadership. It defines emotional intelligence as the ability to understand one's own emotions and the emotions of others to guide behavior. The document explores the different elements of emotional intelligence, such as self-awareness, self-regulation, empathy, and social skills. It explains that leaders need emotional intelligence to manage employees effectively and achieve organizational goals. Developing leaders' emotional intelligence can improve their social skills and leadership abilities.
This is a PowerPoint from a Women's Conference at the University of California, San Diego, which took place on May 6, 2014. Conscious Leadership was born out of the dissertation work of Dr. Valita Jones and is focused on assisting individuals within any organization in becoming more aware, responsible and accountable. After being exposed to the Conscious Leadership theory, framework, and practice you will learned how to influence change, be able to create opportunities for transformation within systems, intentionally lead from a shared perspective and promote an organizational ethos of cooperation and collaboration.
Leadership requires influencing others to achieve common goals. Emotional intelligence plays a key role in effective leadership through competencies like self-awareness, self-regulation, empathy, and relationship management. Leaders with strong emotional intelligence skills are better able to understand their own emotions and the emotions of others, build trust and rapport, motivate teams, and create a cooperative work environment where people are more supportive of the leader and organization's goals. While intelligence is important, emotional intelligence may be a stronger predictor of leadership success and performance outcomes as it influences how well people can apply their other skills.
Study of emotional intelligence and its influence in organizational behaviourIAEME Publication
This document summarizes a research paper on the study of emotional intelligence and its influence on organizational behavior. It discusses emotional intelligence as a fundamental aspect of organizational behavior. The paper aims to examine the role of emotional intelligence in organizational behavior and recommend better practices. It outlines the objectives, literature review, building blocks and branches of emotional intelligence. Factors like workforce diversity, emotions, and moods that affect emotional intelligence are also analyzed. The conclusion is that employees with higher emotional intelligence are more innovative and able to adapt to changes in the dynamic workplace environment.
Choose one leadership, management, or organizational theory from.docxnancy1113
Choose one leadership, management, or organizational theory from your textbook and complete a library search for a peer-reviewed journal article that integrates the chosen theory with a nursing management/leadership topic.
The leadership theory that I decided to post about is an early leadership theory, but I think is one of the most important theories for nursing and medical professionals, Emotional Intelligence. According to (McEwen & Wills, 2018) “the concept of Emotional Intelligence includes the abilities of self-confidence, empathy, and visionary leadership”. The authors go on to explain that people with a high degree of Emotional Intelligence have a passion for the work and the people with who they work and describe the four key competencies by Daniel Goleman and Richard Boyatzis (McEwen & Wills, 2018). There are four parts, or domains, to the Emotional and Social Intelligence Leadership Competency Model developed by Daniel Goleman and Richard Boyatzis:
1.Self-Awareness – The ability to understand our own emotions and their effects on our performance.
2.Self-management/self-control- The ability to keep disruptive emotions and impulses in check and maintain our effectiveness under stressful or hostile conditions.
3.Social awareness – the leader has empathy for others, the ability to sense others’ feelings and perspectives, taking an active interest in their concerns, and picking up cues about what others feel and think.
4.Relationship management - The ability to have a positive impact on others, persuading or convincing others to gain their support. (Emotional and social intelligence leadership competencies: An overview, 2020).
Present the article and discuss the theory used, the benefits of utilizing theory in this management/leadership article, and any weaknesses you identify with using the theory.
The article that I’m presenting is Emotional intelligence and personality characteristics of psychiatric nurses and their situations of exposure to violence. The research was done to investigate nurses who interact closely with patients and their relatives may be exposed to violence due to personal or institutional reasons or reasons related to patients' relatives. The purpose is to examine the relationship between the emotional intelligence and sociotropic‐autonomic personality characteristics of nurses working in psychiatry clinics and their exposure to violence. The research data were collected using the Emotional Intelligence Evaluation Scale, the Sociotropy‐Autonomy Scale, and the Personal Information Form. Findings: A statistically significant relationship was determined between the "awareness of emotions" and the frequency of physical violence that was exposed; "management of emotions" and the number of psychological violence that was exposed; sociotropic personality characteristics; and the number of violent incidents.
The strength of the Emotional Intelligence study is understanding the emotions of the nurses and evaluate .
This document is the leadership capstone paper of Kemberly Gervasi for her master's degree program at Duquesne University. The paper highlights Gervasi's learning and development in areas of leadership including self-analysis, leadership style, conflict management, critical thinking, and bias/stereotyping. She discusses how she will apply this new knowledge and skills set to achieve organizational success and sustainability as a leader. The paper contains an introduction, body sections on her key learning areas, and a conclusion with references.
This is the final report of my project that i made in my Fundamental management course. This report is all about emotional intelligence that how it is helpful in your life
The document discusses various perspectives on leadership. It defines leadership as influencing others through non-coercive means. Leadership requires establishing a direction, aligning people and resources, and energizing people to accomplish results. Good leaders demonstrate integrity, competence, strong communication skills, and the ability to motivate followers. Developing emotional intelligence is also important for leadership.
Daniel Goleman is a psychologist and science journalist who wrote about emotional intelligence in his bestselling book Working with Emotional Intelligence. The book discusses what emotional intelligence is, its importance, and its four main components: self-awareness, self-management, social awareness, and relationship management. Studies have shown that emotional intelligence is essential for effective leadership and impacts work performance, as managers with higher emotional intelligence tend to be more successful. Understanding and managing emotions helps individuals and leaders handle interpersonal interactions, motivate teams, and improve work outcomes. The book argues that emotional intelligence is a learned skill that can be developed to achieve better results.
Emotional intelligence refers to the ability to recognize and manage emotions in ourselves and in our relationships. There are three main models of emotional intelligence: ability, mixed, and trait. The ability model focuses on accurately perceiving, using, understanding, and managing emotions. The mixed model developed by Daniel Goleman emphasizes emotional and social competencies important for leadership. Research has found emotional intelligence correlates with important work outcomes like job performance, decision-making, creativity, and leadership effectiveness. Assessing and developing emotional intelligence can benefit organizations in areas such as selection, motivation, negotiation, and customer service.
The document discusses the key attributes of an effective leader according to renowned psychologist Sherreen Mae P. Villaruz. It identifies emotional intelligence as the sine qua non, or essential quality, of leadership. Emotional intelligence encompasses self-awareness, self-regulation, motivation, empathy, and social skill. The most effective leaders are alike in having a high degree of emotional intelligence, which can be learned through time and commitment, though it is not an easy process.
19Reflection on Self-Assessment FindingRelationship manaAnastaciaShadelb
1
9
Reflection on Self-Assessment Finding
Relationship management, social awareness, and self-management are the four pillars of emotional intelligence. All four of these crucial elements are pivotal in helping executives manage their emotions and promote development. The capacity to understand and sympathize with others, particularly those from other origins and cultures, is known as social awareness. Self-awareness is the conscious effort to comprehend oneself via reflection. Relationship management is developing assertive, courteous, and non-defensive communication skills, notably when giving criticism or resolving interpersonal conflicts. With self-management, people can restrain impulsive thoughts and actions, manage their emotions healthily, take charge of their lives, keep their word, and adjust to the changed conditions. This reflection will be based on the self-assessment findings on emotional intelligence (Pinos et al., 2018).
Areas of Strength
One of my strength areas is relationship management. I effectively use my leadership skills to persuade others and maintain personal inter-relationship, which is critical for relationship management. Relationship management is typically characterized as skillfully managing relationships by leveraging one's understanding of their own emotions and those of others (Pinos et al., 2018). In addition, I am an aggressive, courteous, and non-defensive communicator, especially when giving feedback or resolving interpersonal conflicts.
Another strength is social awareness, whereby I effectively listen to others. I am also effective at respecting the ideas and contributions of others. This is enhanced by my active learning skills, which are critical in developing social awareness. Social awareness is the capacity to recognize the feelings of others and what is happening in their life (Pinos et al., 2018). As a leader, I must put my favorite pastimes on wait to engage in social awareness. The ability to comprehend and empathize with others' points of view, including those from cultural differences and origins, the ability to identify communal services and assistance, and social and ethical standards of behavior.
The final strength is based on self-awareness, whereby I effectively use a written communication strategy to express my thoughts. I also use another strategy to express myself. Self-awareness, or the ability to recognize and understand your sentiments, is one of the fundamental characteristics of emotional intelligence (Pinos et al., 2018). However, being aware of one's behaviors, mood, and feelings as they relate to other people, goes beyond simply being aware of one's sentiments. Self-awareness is the first significant ability connected to social-emotional learning (Pinos et al., 2018). Self-awareness refers to the ability to correctly recognize one's personal feelings, beliefs, and values and how they influence behavior (Pinos et al., 2018).
Areas of Weakness
One of the weaknesses is self-m ...
Post #1Charismatic leaders are essentially very skilled commun.docxharrisonhoward80223
Post #1
Charismatic leaders are essentially very skilled communicators. They understand how to verbally express their thoughts and ideas to their followers on a deep, emotional level. They are able to articulate a compelling or captivating vision, and are able to arouse strong emotions in followers. Charisma is what helps leaders gain the love and support of their followers. They understand how to “work the room” while giving a speech. They pay much attention to the person they are talking to at any one moment, making that person feel like they are, for that time, the most important person in the world. Charismatic Leaders pay a great deal of attention in scanning and reading their environment, and are good at picking up the moods and concerns of both individuals and larger audiences. They then will hone their actions and words to suit the situation.
With communication being a prime trait for the charismatic leader, one way to develop this skill in through practice with public speaking. For example, charismatic leaders such as Obama or Martin Luther King Jr. were masters of public speaking. This is because leadership is a public act. Individuals have to be comfortable standing in front of large or small audiences and speaking with knowledge as well as conviction. This may take some time to practice and develop, especially for individuals who are introverted or have anxiety for public speaking. There are several communication training courses that can help sharpen the skill of public speaking but I believe that the most skill will come from getting comfortable with providing speeches. The more experience one gains from delivering speeches will help to build individual style.
References:
Leanne Atwater, Robert Penn, Linda Rucker. (1991). Personal qualities of charismatic leaders. Leadership & Organization Development Journal, Vol. 12 Issue: 2, pp.7-10
Conger, J. A., and R. N. Kanungo (1998). Charismatic Leadership in Organizations. Thousand Oaks, CA: Sage Publications.
Post #2
Charisma “the ability to communicate a clear, visionary, and inspirational message that captivates and motivates an audience” (Antonakis, Feneley, & Liechti 2012, p. 127). It is important to leadership because as a leader you should be able to persuade others, be able to use powerful and reasoned rhetoric, establish personal and moral credibility, and then rouse followers’ emotions and passions. “If a leader can do those three things well, he or she can then tap into the hopes and ideals of followers, give them a sense of purpose and inspire them to achieve great things” (Antonakis, et al, 2012, p. 127). I do agree that charisma can be learned, to some, charisma is something that comes easy to them due to their personality, they are extroverts, however to those who are introverts and being charismatic does not come naturally, the trait can be learned through the right training. This has been studied by Antonakis, et al, 2012, who trained leaders on charismatic leade.
Review the article by Peter Singer.Complete the followingRe.docxmichael591
Review the article by Peter Singer.
Complete the following:
Record and describe six of your initial impressions of the article in a journal format.
Identify and critically analyze the roots of these impressions, i.e., emotional, value based, or fact based. Record these as part of your journal notes.
Support your statements with examples and appropriate scholarly references.
You can use the Cornell Note-taking tools to complete this assignment. This tool has been widely used to systematically format and organize notes.
.
Review the accounting methods used by Dr. Lopez as illustrated in Ta.docxmichael591
Review the accounting methods used by Dr. Lopez as illustrated in Table 15–1 in this chapter. Contrast the profitability that Dr. Lopez faces by using the cash basis of accounting with the profitability he faces by using the accrual basis of accounting for the month of July. What if Dr. Lopez did not accept third-party insurance and required all patients to pay at the time of service? Would there be any difference between the cash basis and accrual basis of accounting? Why or why not?
Your response should be 200-250 words. You will need to cite two reputable sources.
.
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Managing Emotional Intelligence for Effective Leadership in Organizationijtsrd
Leadership is described as the heart of every organization and it is a process of leading followers team. To get better outcome from the employees and to achieve the organizational goals, the leader should be able to understand the pulse of the employees and his or her own. This research study is to understand how the employees Emotional Intelligence can be enhanced for developing effective leadership skills within them. Emotional intelligence has become increasingly popular as a measure for identifying potentially effective leaders, as a tool for developing effective leadership skills. The aim of the present paper was to explore the relationship between emotional intelligence and effective leadership. There are numerous definitions of such leadership that have come to light however these definitions have always been debatable. Most scholars agree that the concept of leadership does not ascribe to one specific definition however, provided the following definition of leadership in his landmark publication, leadership "Leaders inducing followers to act for certain goals that represent the values and the motivations - the wants and needs, the aspirations and expectations - of both leaders and followers Emotional intelligence correlated with several components transformational leadership suggesting that it may be an important components of effective leadership in particular emotional intelligence leader's monitors and respond to subordinates and make them feel at work. Dr. Seema Singh | Ms. Aditi "Managing Emotional Intelligence for Effective Leadership in Organization" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd23629.pdf Paper URL: https://www.ijtsrd.com/management/other/23629/managing-emotional-intelligence-for-effective-leadership-in-organization/dr-seema-singh
How do you evaluate your own global mind set levelsSolutionAN.pdfinfo309708
How do you evaluate your own global mind set levels?
Solution
ANSWER:
A global mindset is refers to a special trait of global leadership which is associated with
manager-employee relationship, trust, and organizational commitment. There are prime three
features of global mindset namely- intellectual capital, psychological capital and social capital.
While evaluating my own global mind set levels I have to consider all these features. Intellectual
capital is my ability to understand and process new information, which are helpful to learn about
people of different cultures and know how to respond. Psychological capital, is evaluating my
openness, cognitive flexibility and willingness to work with other cultures. Social capital is the
relationships network that I have with their colleagues from different cultures, and can help me
to act in a trustworthy manner and build relationship with others from different cultures. The
development of a global mindset that sub-includes cultural intelligence and global business
orientation will help me to think globally and swiftly act to maintain the competitiveness in
multicultural organizations and international markets. Keeping all these above points, I can
properly designed questionnaire survey can be of useful in global mindset evaluation for me as
well as others. My global mindset affects the cognitive capabilities and the decision-making
patterns, thus exerting significant influence on the strategic capabilities of firms as well as my
personal life..
Research Goals and Research Questions-Qualitative or Quantitative-Give.docxhenry34567896
Research Goals and Research Questions:
Qualitative or Quantitative?
Given that you now know the philosophical differences in qualitative and qualitative research, you should now be able to distinguish between those types of research goals. See this list attached of research goals and research questions. 1) Match the research goal to the research question(s) and 2) identify them as either qualitative or quantitative (no mixed methods yet), and 3) explain WHY it is so.  Use the table below to cut/paste the goals and questions into and provide your answers. Look for specific key words to help you differentiate between qualitative and quantitative, and remember that the “why†answer is vital.
Research Goal
1. The goal of this study is to investigate whether leaders' well-being, in the form of positive affect and job stress, can be explained by leader-member exchange (LMX) quality at the group level of analysis.
2. What is the process of negotiating and reaching consensus within a particular social structure?
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4. The purpose of this study was to investigate decision-making experiences and the social psychological processes family member surrogates use for health care decisions as they related to decision making with and for a terminally ill family member.
5. The purpose of this study is to examine the extent to which leaders' and teams' goals work together to affect a range of outcomes when their teams fail to regulate (i.e., when they focus exclusively on one particular type of goal). We explicitly focused on learning and performance goals because this distinction is perhaps the most obvious and salient type of goal tension in work organizations.
6. What role does friendship play in girls’ developing sense of self? Specifically, does girls’ friendship provide a form of resilience as they transition from childhood to adolescence?
7. This study will examine the roles of experiential opportunities, organization-initiated cross-cultural experiences (i.e., those found in leadership development programs) and non-work cross-cultural experiences.
8. The goal of this study is to analyze the conditions under which women are promoted to top leadership positions and exploring the challenges they face post-promotion.
Research Questions
1. What do caregivers define as successful day-to-day experience?
2. How do girls describe the development of their sense of self during transition from childhood to adolescence?
3. Does group-level analysis of leader-member exchange explain leaders’ psychological states of leader well-being, in the form of positive affect and job stress?
4. After promotion, do female leaders experience a lack of support and/or challenges to their le.
This document summarizes research on emotional intelligence and its effect on leadership styles. It discusses three main models of emotional intelligence: the ability model, trait emotional intelligence model, and mixed model. It also examines the relationship between emotional intelligence and transformational leadership styles. The researcher conducted qualitative interviews with employees to understand their managers' leadership styles and levels of emotional intelligence. Preliminary findings showed engineering managers exhibited more commanding styles while non-engineering managers used more coaching and democratic approaches. One interview raised concerns about a new manager perceived as unqualified and bullying subordinates.
Emotional Intelligence And Effective Leadership EssayApril Dillard
The document discusses emotional intelligence and its importance for effective leadership. It defines emotional intelligence as the ability to understand one's own emotions and the emotions of others to guide behavior. The document explores the different elements of emotional intelligence, such as self-awareness, self-regulation, empathy, and social skills. It explains that leaders need emotional intelligence to manage employees effectively and achieve organizational goals. Developing leaders' emotional intelligence can improve their social skills and leadership abilities.
This is a PowerPoint from a Women's Conference at the University of California, San Diego, which took place on May 6, 2014. Conscious Leadership was born out of the dissertation work of Dr. Valita Jones and is focused on assisting individuals within any organization in becoming more aware, responsible and accountable. After being exposed to the Conscious Leadership theory, framework, and practice you will learned how to influence change, be able to create opportunities for transformation within systems, intentionally lead from a shared perspective and promote an organizational ethos of cooperation and collaboration.
Leadership requires influencing others to achieve common goals. Emotional intelligence plays a key role in effective leadership through competencies like self-awareness, self-regulation, empathy, and relationship management. Leaders with strong emotional intelligence skills are better able to understand their own emotions and the emotions of others, build trust and rapport, motivate teams, and create a cooperative work environment where people are more supportive of the leader and organization's goals. While intelligence is important, emotional intelligence may be a stronger predictor of leadership success and performance outcomes as it influences how well people can apply their other skills.
Study of emotional intelligence and its influence in organizational behaviourIAEME Publication
This document summarizes a research paper on the study of emotional intelligence and its influence on organizational behavior. It discusses emotional intelligence as a fundamental aspect of organizational behavior. The paper aims to examine the role of emotional intelligence in organizational behavior and recommend better practices. It outlines the objectives, literature review, building blocks and branches of emotional intelligence. Factors like workforce diversity, emotions, and moods that affect emotional intelligence are also analyzed. The conclusion is that employees with higher emotional intelligence are more innovative and able to adapt to changes in the dynamic workplace environment.
Choose one leadership, management, or organizational theory from.docxnancy1113
Choose one leadership, management, or organizational theory from your textbook and complete a library search for a peer-reviewed journal article that integrates the chosen theory with a nursing management/leadership topic.
The leadership theory that I decided to post about is an early leadership theory, but I think is one of the most important theories for nursing and medical professionals, Emotional Intelligence. According to (McEwen & Wills, 2018) “the concept of Emotional Intelligence includes the abilities of self-confidence, empathy, and visionary leadership”. The authors go on to explain that people with a high degree of Emotional Intelligence have a passion for the work and the people with who they work and describe the four key competencies by Daniel Goleman and Richard Boyatzis (McEwen & Wills, 2018). There are four parts, or domains, to the Emotional and Social Intelligence Leadership Competency Model developed by Daniel Goleman and Richard Boyatzis:
1.Self-Awareness – The ability to understand our own emotions and their effects on our performance.
2.Self-management/self-control- The ability to keep disruptive emotions and impulses in check and maintain our effectiveness under stressful or hostile conditions.
3.Social awareness – the leader has empathy for others, the ability to sense others’ feelings and perspectives, taking an active interest in their concerns, and picking up cues about what others feel and think.
4.Relationship management - The ability to have a positive impact on others, persuading or convincing others to gain their support. (Emotional and social intelligence leadership competencies: An overview, 2020).
Present the article and discuss the theory used, the benefits of utilizing theory in this management/leadership article, and any weaknesses you identify with using the theory.
The article that I’m presenting is Emotional intelligence and personality characteristics of psychiatric nurses and their situations of exposure to violence. The research was done to investigate nurses who interact closely with patients and their relatives may be exposed to violence due to personal or institutional reasons or reasons related to patients' relatives. The purpose is to examine the relationship between the emotional intelligence and sociotropic‐autonomic personality characteristics of nurses working in psychiatry clinics and their exposure to violence. The research data were collected using the Emotional Intelligence Evaluation Scale, the Sociotropy‐Autonomy Scale, and the Personal Information Form. Findings: A statistically significant relationship was determined between the "awareness of emotions" and the frequency of physical violence that was exposed; "management of emotions" and the number of psychological violence that was exposed; sociotropic personality characteristics; and the number of violent incidents.
The strength of the Emotional Intelligence study is understanding the emotions of the nurses and evaluate .
This document is the leadership capstone paper of Kemberly Gervasi for her master's degree program at Duquesne University. The paper highlights Gervasi's learning and development in areas of leadership including self-analysis, leadership style, conflict management, critical thinking, and bias/stereotyping. She discusses how she will apply this new knowledge and skills set to achieve organizational success and sustainability as a leader. The paper contains an introduction, body sections on her key learning areas, and a conclusion with references.
This is the final report of my project that i made in my Fundamental management course. This report is all about emotional intelligence that how it is helpful in your life
The document discusses various perspectives on leadership. It defines leadership as influencing others through non-coercive means. Leadership requires establishing a direction, aligning people and resources, and energizing people to accomplish results. Good leaders demonstrate integrity, competence, strong communication skills, and the ability to motivate followers. Developing emotional intelligence is also important for leadership.
Daniel Goleman is a psychologist and science journalist who wrote about emotional intelligence in his bestselling book Working with Emotional Intelligence. The book discusses what emotional intelligence is, its importance, and its four main components: self-awareness, self-management, social awareness, and relationship management. Studies have shown that emotional intelligence is essential for effective leadership and impacts work performance, as managers with higher emotional intelligence tend to be more successful. Understanding and managing emotions helps individuals and leaders handle interpersonal interactions, motivate teams, and improve work outcomes. The book argues that emotional intelligence is a learned skill that can be developed to achieve better results.
Emotional intelligence refers to the ability to recognize and manage emotions in ourselves and in our relationships. There are three main models of emotional intelligence: ability, mixed, and trait. The ability model focuses on accurately perceiving, using, understanding, and managing emotions. The mixed model developed by Daniel Goleman emphasizes emotional and social competencies important for leadership. Research has found emotional intelligence correlates with important work outcomes like job performance, decision-making, creativity, and leadership effectiveness. Assessing and developing emotional intelligence can benefit organizations in areas such as selection, motivation, negotiation, and customer service.
The document discusses the key attributes of an effective leader according to renowned psychologist Sherreen Mae P. Villaruz. It identifies emotional intelligence as the sine qua non, or essential quality, of leadership. Emotional intelligence encompasses self-awareness, self-regulation, motivation, empathy, and social skill. The most effective leaders are alike in having a high degree of emotional intelligence, which can be learned through time and commitment, though it is not an easy process.
19Reflection on Self-Assessment FindingRelationship manaAnastaciaShadelb
1
9
Reflection on Self-Assessment Finding
Relationship management, social awareness, and self-management are the four pillars of emotional intelligence. All four of these crucial elements are pivotal in helping executives manage their emotions and promote development. The capacity to understand and sympathize with others, particularly those from other origins and cultures, is known as social awareness. Self-awareness is the conscious effort to comprehend oneself via reflection. Relationship management is developing assertive, courteous, and non-defensive communication skills, notably when giving criticism or resolving interpersonal conflicts. With self-management, people can restrain impulsive thoughts and actions, manage their emotions healthily, take charge of their lives, keep their word, and adjust to the changed conditions. This reflection will be based on the self-assessment findings on emotional intelligence (Pinos et al., 2018).
Areas of Strength
One of my strength areas is relationship management. I effectively use my leadership skills to persuade others and maintain personal inter-relationship, which is critical for relationship management. Relationship management is typically characterized as skillfully managing relationships by leveraging one's understanding of their own emotions and those of others (Pinos et al., 2018). In addition, I am an aggressive, courteous, and non-defensive communicator, especially when giving feedback or resolving interpersonal conflicts.
Another strength is social awareness, whereby I effectively listen to others. I am also effective at respecting the ideas and contributions of others. This is enhanced by my active learning skills, which are critical in developing social awareness. Social awareness is the capacity to recognize the feelings of others and what is happening in their life (Pinos et al., 2018). As a leader, I must put my favorite pastimes on wait to engage in social awareness. The ability to comprehend and empathize with others' points of view, including those from cultural differences and origins, the ability to identify communal services and assistance, and social and ethical standards of behavior.
The final strength is based on self-awareness, whereby I effectively use a written communication strategy to express my thoughts. I also use another strategy to express myself. Self-awareness, or the ability to recognize and understand your sentiments, is one of the fundamental characteristics of emotional intelligence (Pinos et al., 2018). However, being aware of one's behaviors, mood, and feelings as they relate to other people, goes beyond simply being aware of one's sentiments. Self-awareness is the first significant ability connected to social-emotional learning (Pinos et al., 2018). Self-awareness refers to the ability to correctly recognize one's personal feelings, beliefs, and values and how they influence behavior (Pinos et al., 2018).
Areas of Weakness
One of the weaknesses is self-m ...
Post #1Charismatic leaders are essentially very skilled commun.docxharrisonhoward80223
Post #1
Charismatic leaders are essentially very skilled communicators. They understand how to verbally express their thoughts and ideas to their followers on a deep, emotional level. They are able to articulate a compelling or captivating vision, and are able to arouse strong emotions in followers. Charisma is what helps leaders gain the love and support of their followers. They understand how to “work the room” while giving a speech. They pay much attention to the person they are talking to at any one moment, making that person feel like they are, for that time, the most important person in the world. Charismatic Leaders pay a great deal of attention in scanning and reading their environment, and are good at picking up the moods and concerns of both individuals and larger audiences. They then will hone their actions and words to suit the situation.
With communication being a prime trait for the charismatic leader, one way to develop this skill in through practice with public speaking. For example, charismatic leaders such as Obama or Martin Luther King Jr. were masters of public speaking. This is because leadership is a public act. Individuals have to be comfortable standing in front of large or small audiences and speaking with knowledge as well as conviction. This may take some time to practice and develop, especially for individuals who are introverted or have anxiety for public speaking. There are several communication training courses that can help sharpen the skill of public speaking but I believe that the most skill will come from getting comfortable with providing speeches. The more experience one gains from delivering speeches will help to build individual style.
References:
Leanne Atwater, Robert Penn, Linda Rucker. (1991). Personal qualities of charismatic leaders. Leadership & Organization Development Journal, Vol. 12 Issue: 2, pp.7-10
Conger, J. A., and R. N. Kanungo (1998). Charismatic Leadership in Organizations. Thousand Oaks, CA: Sage Publications.
Post #2
Charisma “the ability to communicate a clear, visionary, and inspirational message that captivates and motivates an audience” (Antonakis, Feneley, & Liechti 2012, p. 127). It is important to leadership because as a leader you should be able to persuade others, be able to use powerful and reasoned rhetoric, establish personal and moral credibility, and then rouse followers’ emotions and passions. “If a leader can do those three things well, he or she can then tap into the hopes and ideals of followers, give them a sense of purpose and inspire them to achieve great things” (Antonakis, et al, 2012, p. 127). I do agree that charisma can be learned, to some, charisma is something that comes easy to them due to their personality, they are extroverts, however to those who are introverts and being charismatic does not come naturally, the trait can be learned through the right training. This has been studied by Antonakis, et al, 2012, who trained leaders on charismatic leade.
Similar to Review of International Comparative Management .docx (20)
Review the article by Peter Singer.Complete the followingRe.docxmichael591
Review the article by Peter Singer.
Complete the following:
Record and describe six of your initial impressions of the article in a journal format.
Identify and critically analyze the roots of these impressions, i.e., emotional, value based, or fact based. Record these as part of your journal notes.
Support your statements with examples and appropriate scholarly references.
You can use the Cornell Note-taking tools to complete this assignment. This tool has been widely used to systematically format and organize notes.
.
Review the accounting methods used by Dr. Lopez as illustrated in Ta.docxmichael591
Review the accounting methods used by Dr. Lopez as illustrated in Table 15–1 in this chapter. Contrast the profitability that Dr. Lopez faces by using the cash basis of accounting with the profitability he faces by using the accrual basis of accounting for the month of July. What if Dr. Lopez did not accept third-party insurance and required all patients to pay at the time of service? Would there be any difference between the cash basis and accrual basis of accounting? Why or why not?
Your response should be 200-250 words. You will need to cite two reputable sources.
.
Review the 12 principles presented by Hardina et al. in the sectio.docxmichael591
Review
the 12 principles presented by Hardina et al. in the section titled “Humans Service Organizations and Empowerment” in Ch. 4 of
Management of Human Service Programs
. Additional resources may be used.
Discuss
the principles that characterize an empowerment approach to social service management.
Evaluate
how you might apply these principles to the developmental processes of your own dream human service organization.
Write
a 1,050- to 1,400-word paper that applies the principles presented by Hardina et al. to your dream human service organization. Specifically, address the following:
How clients will be included in the organizational decision-making processes
How your dream agency will decrease a sense of powerlessness among consumers and increase access and quality of services for clientele
The measures your dream human service agency will take to ensure diverse cross-cultural needs are met
Consider the following areas of diversity: socioeconomic background, culture, age, gender, sexual identity, spirituality, disability, and other unique differences.
The ideological belief systems of a manager who espouses empowerment for the overall agency, staff members, and clientele
How the concepts of team building and collaboration are met within the organization
The strategies for consistent evaluation of organizational efficacy that includes strategic feedback from clients, community constituency groups, and staff members within the agency
Format
your report consistent with APA guidelines.
.
Review the 10 provided articles then write 3-4 pages to explore .docxmichael591
Review the 10 provided articles then write 3-4 pages to explore the impact of simulation on team training.
Categorize the findings to themes e.g. Leadership, communication, patient safety, situational awareness, mutual support, participant attitude, confidence etc...
cite information in APA 7th edition
.
Review syllabus for further instruction.Issue C.docxmichael591
Review syllabus for further instruction.
Issue C
In a time when most of society sees women achieving equal status and treatment as men in many areas, why does society (justice system, media, communities) treat female sexual offenders differently than male sexual offenders? What basis is there in the law to consider gender when contemplating how an offender is treated?
Explain with specificity and example.
.
Review Questions1. What is liver mortis How might this reveal.docxmichael591
Review Questions
1.
What is liver mortis? How might this reveal information about the time of death?
2.
What three aspects does a forensic autopsy seek information about? Describe each of these aspects?
3.
How can digestion rates give information to forensic scientists about the time of death?
4.
What is mummification?
5.
How can human bones give forensic scientists an indication of age? Describe some of the aspects that would give this information.
Critical Thinking Questions
1.
Imagine that you are at a crime scene. You find skeletal remains, but the skeleton is not complete as some of the smaller bones are missing. The bones are within a twenty feet radius. Based on this information, what would you be able to ascertain about the time of death and the individual who was killed?
2.
Out of the different methods to help determine the time of death, which one do you think is most effective? Why?
3.
Do you think you would like to participate in an autopsy? Why or why not?
4.
If you were a forensic anthropologist and were studying human remains, what information would you look for in the bones? Why would this information be helpful?
5.
What can the distribution of bones tell a forensic scientist? What do you think would be the most challenging aspect of collecting skeletal remains at a crime scene?
.
Review Questions1. What is physical evidence Provide at least.docxmichael591
Review Questions
1.
What is physical evidence? Provide at least three examples in your answer.
2.
Describe three ways that a crime scene can be recorded. What is a benefit of each?
3.
What is a chain of custody? Why is it important?
4.
What three types of photographs are taken at crime scenes? Describe each type?
5.
Why is it important to record the crime scene?
Critical Thinking Questions
1.
Why is it important to secure the crime scene? What do you think would be the most difficult part of doing this?
2.
What type of recording do you think would be the most useful to crime investigators? Why?
3.
What do you think would be the best method of submitting evidence to a crime lab? Why?
4.
What type of evidence do you think would be most difficult to collect? Why?
5.
What does the Fourth Amendment protect against? Do you agree with these restrictions on collecting evidence? Why or why not?
.
Review Questions1. What are the four types of evidence in a cr.docxmichael591
Review Questions
1.
What are the four types of evidence in a criminal investigation?
2.
What are individual characteristics? Give an example of an individual characteristic?
3.
What is the difference between individual characteristics and class characteristics?
4.
What are physical and chemical properties? Give an example of each.
5.
What do forensic scientists do to collect and preserve soil samples?
Critical Thinking Questions
1.
Why do you think forensic scientists are so careful that the tests they do are sensitive, reproducible, and specific? What might happen if they were less careful about this?
2.
Which type of evidence do you think is most useful in an investigation? Why?
3.
Why do you think that forensic scientists continue to look for class characteristics given their limitations?
4.
What do you think would be some of the challenges in collecting and preserving impressions? Why?
5.
If you were on a jury, do you think you would expect individual characteristics in the evidence? Why or why not? What effects might it have if individuals expect to have individuals characteristics presented?
.
Review several of your peers’ posts. Respond to two peers who did no.docxmichael591
Review several of your peers’ posts. Respond to two peers who did not choose the same tool as you.
JOHNNY'S POST:
Select one of the following tools:
Cummings and Worley’s five dimensions of leading and managing change.
Explain how a leader could use this tool in guiding an organizational change.
I believe all leaders could help their organization by learning the five dimensions of leading and managing effective change. As stated in the text, 2016, “Those dimensions include motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum.” (Ch 3.2, Para 20). All five of these dimensions are essential for a business that is going through an organizational change.
As a company evolves and expands over time there will be a time where the leaders of the company will have to implement change to stay effective and up to date. The first step of motivating change is very important because people generally reject change. Leaders must motivate the change otherwise the employee’s will not buy into the concept. Creating a vision helps the company understand what their goals are. Without establishing a vision, it would be impossible for people to know what the goals for the company are. This would lead to confusion and most likely low morale. Political support helps the new change become accepted. If there is a lack of support the new change could fail to gain momentum. The transition of change will not happen overnight. I believe the final two dimensions are often overlooked and not implemented in many companies. If the momentum is not sustained most people will fall back into old habits. It's important that leaders periodically check up on progress and reassure its employee’s that the change is working.
Reference:
Weiss, J. W. (2016).
Organizational change
(2nd ed.). Retrieved from
https://content.ashford.edu/ (Links to an external site.)
SARA'S POST:
Hey Class,
Per Weiss (2016), Cummings and Worley's five dimensions of leading and managing change provide companies reliable guidance and direction for taking steps toward organizational change. These dimensions, motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum, are easy to understand and, if followed correctly, will assist in a smooth transition in what could serve as an otherwise chaotic period (Weiss, 2016).
Motivating Change
I appreciate that Weiss (2016) acknowledges that many people are resistant to change. Often, when employees or stakeholders initially learn about upcoming changes, their first reaction is one of hesitation and insecurity. Employers should offer buy-in to a new direction. Offer a compelling reason for the change, proving the move is positive and beneficial. A one-on-one conversation with employees will provide a sense of security and personalize how the change will impact their position.
Creating a Vision
Many ar.
Review Robin Hood,” in Chapter 5 of Managing the Public Secto.docxmichael591
Review “Robin Hood,” in Chapter 5 of
Managing the Public Sector
.
The story stated that the source of revenue (the rich) was dwindling because the rich were avoiding the forest. Robin considered increasing revenue by assessing a fixed transit tax.
Recommend a contingency plan to increase revenue that would allow Robin Hood to stay true to his mission. Comment on the use and importance of contingency plans by public administrators. Provide an example to illustrate.
.
Review materials and topics are attached、The deadline is 11.docxmichael591
Review materials and topics are attached、
The deadline is 11:00 am Washington time, July 24
Please scan and send it to me in PDF
Edit question's body
it quite urgent. plz check first, make sure u.can handle it. and get less get grade B
.
Review Questions1. What are the three types of fingerprints fo.docxmichael591
Review Questions
1.
What are the three types of fingerprints found in the human population? How often does each occur?
2.
What is a medulla? What do forensic scientists use this for?
3.
What is a precipitin test? What is it used for?
4.
What makes fingerprints individual? How do scientists match a fingerprint to a specific person?
5.
How are fingerprints discovered at crime scenes?
Critical Thinking Questions
1.
Of the three types of physical evidence discussed in this unit, which one do you think you would be most interested in working with in an investigation? Why?
2.
What do you think would be the most challenging aspect of collecting and analyzing hair samples? Why?
3.
Why do you think forensic scientists study bloodstain patterns? What can be learned from them?
4.
Out of the types of evidence discussed in this unit, which one do you think is the most important piece of evidence? Why?
5.
Why was the bite mark evidence so important in the Bundy case? If the case happened today, do you think investigators would have more information to work with?
.
Review several of your classmates’ posts. Provide a substantive .docxmichael591
Review several of your classmates’ posts. Provide a substantive response to at least two of your peers in a minimum of 300 words (each reply), by Day 7 (Monday). Based on your understanding of the reading, add important information to the conversation.
How are your experiences similar to or different than those offered by your peers?
How might damage to different parts of the brain impact various processes related to sensation and perception?
Can you offer additional examples of social or cultural differences in childrearing that might impact outcomes?
Peer 1 (Jennie):
Sensation and perception both play a significant role in the sensory of how our brain functions. Perception is the way individuals see things or situations. Viewpoints may vary based on several things, including one’s environment, culture, traditions, and senses. That is when sensations come into play; seeing, touching, hearing, tasting, and feeling are all part of our sensory system. As mentioned by LeFrançois (2020), “Strictly speaking,
sensation
is the immediate response of our senses to sensory stimulation;
perception
is the brain’s interpretation of the signals it receives from its various sensory systems” (chapter 3.1).
Human development includes a variety other than just genes and science. Erik Erikson is a psychologist who has been examining the interaction between genes (nature) and environment (nurture). Different backgrounds impact nutrition and physical development because not every child is raised in similar homes. One household can have customs of bike riding every night and include full servings of vegetables in every meal. Another house might have movie night along with a full bar of snacks and treats on the daily. The nutritional and physical development of the children in each household will be different because of the home environment. Social development is affected by childcare arrangements, culture, and traditions of the parents. The movie
Babies
[Streaming video], demonstrates how culture is a part of this development and precisely how nurture is the primary variable. When it comes to parenting styles and emotional development, the main thing to consider is the parent’s childhood. There are four categories into which parents fall under, each one having a different impact on how children emotionally develop. The different styles are; autonomous, usually, have securely attached children. There is dismissing and preoccupied parents, who typically have insecurely attached children, and unresolved who likely manifest disorganized-disoriented attachment. This development is influenced by both nature and nurture but develops positively or negatively depending on the child’s environment.
The relationship between perception and development is affected by one’s environment, family beliefs, and the way they demonstrate affection. As mentioned in the
Parental ethnotheories of children’s learning
(2010) book, “Features of childhood such as the lon.
Review Public Relations and Social Media Deliberate or Creative S.docxmichael591
Review
Public Relations and Social Media: Deliberate or Creative Strategic Planning
. After reading this article and identifying challenges associated with social media, discuss how organizations can use social media to effectively communicate with internal and external target audiences. Reflect on your own professional experience with social media, and consider the following questions in your response:
How can organizations build trust through social media, both internally and externally?
How can social media be used to address public relations issues?
How can social media be used to support the culture, strategic vision, values, and/or mission of the organization?
.
Review Doing the Right Thing,” in Chapter 5 of Managing the P.docxmichael591
Review “Doing the Right Thing,” in Chapter 5 of
Managing the Public Sector
.
A partial list of large-scale governmental planning activities would have to include at least the following:
Planning for the conservation and use of natural resources.
City planning.
Planning for full employment.
Planning for personal and family security.
Planning for agriculture.
Planning for the improvement of government organization.
Provide one example from the case that addresses one of the planning activities.
Review “Robin Hood,” in Chapter 5 of
Managing the Public Sector
.
The story stated that the source of revenue (the rich) was dwindling because the rich were avoiding the forest. Robin considered increasing revenue by assessing a fixed transit tax.
Recommend a contingency plan to increase revenue that would allow Robin Hood to stay true to his mission. Comment on the use and importance of contingency plans by public administrators. Provide an example to illustrate.
.
Review Questions1. What is DNA Where is it found2. Wha.docxmichael591
Review Questions
1.
What is DNA? Where is it found?
2.
What is mitochondrial DNA?
3.
What is CODIS? How does it work?
4.
What are complimentary base patterns? Why are they important?
5.
What is RFLP? What are some of the limitations of this technique?
Critical Thinking Questions
1.
Why do you think DNA has had such an impact on forensic science?
2.
What do you think would be some of the challenges in collecting DNA evidence? How would you overcome these challenges?
3.
Compare and contrast nuclear DNA with mitochondrial DNA. Which one would you want to use in a criminal investigation if you had the choice?
4.
Which of the DNA typing techniques do you think you would choose if you had to analyze a DNA sample? Why?
5.
What challenges do you think giving expert testimony about DNA would have? How would you try to overcome these challenges?
.
Review Public Relations and Social Media Deliberate or Creati.docxmichael591
Review
Public Relations and Social Media: Deliberate or Creative Strategic Planning
. After reading this article and identifying challenges associated with social media, discuss how organizations can use social media to effectively communicate with internal and external target audiences. Reflect on your own professional experience with social media, and consider the following questions in your response:
How can organizations build trust through social media, both internally and externally?
How can social media be used to address public relations issues?
How can social media be used to support the culture, strategic vision, values, and/or mission of the organization?
.
Review in 400 words or more the video above called Cloud Security My.docxmichael591
Review in 400 words or more the video above called Cloud Security Myths.
Use at least three sources. Include at least 3 quotes from your sources enclosed in quotation marks and cited in-line by reference to your reference list. Example: "words you copied" (citation) These quotes should be one full sentence not altered or paraphrased. Cite your sources.
Stand alone quotes will not count toward the 3 required quotes.
Write in essay format not in bulleted, numbered or other list format.
.
Review of Business Information Systems – Fourth Quarter 2013 V.docxmichael591
This document discusses security threats in cloud computing based on a case study interview with an IT manager. The interviewee's company uses both private and public clouds. The document identifies 41 security threats from literature and classifies them from technical and business perspectives. Based on the interview, the major drivers for using cloud computing were improving business continuity, reducing costs through virtualization and disaster recovery, and utilizing high bandwidth. The interview helped explore the dimensions of security threats in cloud computing beyond what is described in existing research.
Review of a Bill AssignmentState FloridaSelect an active bil.docxmichael591
Review of a Bill Assignment
State Florida
Select an active bill at the state or federal level that impacts the professional practice of nursing. In a 4 pages paper (excluding the title and reference pages), summarize the provisions of the bill and clearly explain what the bill will accomplish. The paper should be no more than 4 pages, typed in Times New Roman using 12-point font, and double-spaced with 1" margins.
Your review of a bill paper should:
Discuss the major provisions of the bill.
Demonstrate an in-depth understanding of the legislation by explaining the background and all relevant facts.
Discuss any relevant history related to the legislation, pertinent votes, and issues that are stalling the legislation, etc.
Use primary sources for this information.
Identify key supporters and those who do not support the bill. Explain why some of these individuals support the bill and why some do not.
Explore the positions of the key stakeholders in the bill, both pros and cons. Do not make assumptions about potential key stakeholders. Examine this area carefully so you are correctly reflecting the stakeholders positions.
Discuss how the bill would impact a nurse’s ability to provide safe and quality care or to practice to the highest scope of the nursing license.
Explain specific actions that nurses can take to assist with the passage or defeat of the legislation
Use each bulletin as a heading
Use APA format, headings and references as appropriate.
.
A Free 200-Page eBook ~ Brain and Mind Exercise.pptxOH TEIK BIN
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Review of International Comparative Management .docx
1. Review of International Comparative Management
Volume 16, Issue 3, July 2015 335
The New Intelligence, the New Leader
and the Organizational Stress
Mircea Aurel NIȚĂ1
2. Keywords: Spiritual leader, the new intelligence, quantum
intelligence, self-
coherence, transdiciplinarity.
JEL classification: H83, D73, O30
Introduction
The last tendencies in management approach, or better yet, in
leadership
approach, promotes new features of the leader, starting with the
most necessary and
important quality – intelligence. Thus, experts in professional
training recall four
types of intelligence. Physical intelligence or the ability to do
(PQ), which asserts
the physical ability to do things, to meet tasks, to meet
objectives. This requires
1 Mircea Aurel NIȚĂ, National School of Political and
Administrative Studies,
Faculty of Public Administration, Email: [email protected]
Abstract
3. This paper aims a new trend in Leadership applicable to both
public and private
sector, and the relationship between organizational stress, types
of intelligence and
types of leaders. Based on the types of intelligence, the paper
shows the types of
leaders and their profile. Of the three known types of
intelligence: logical - rational
intelligence, emotional intelligence and spiritual or quantum
intelligence, this work
mainly aims to develop general skills specific to Spiritual
intelligence, because it
harmonizes and integrates the characteristics of the other two
types of intelligence. It
have been proposed to analyse the types of leaders and the
related general
competences according to the criterion of "intelligence".
Therefore, the authoritarian
leader's intelligence corresponds collocation - to do, for the
intellectual leader it
corresponds the intelligence of thinking, for the charismatic
leader it corresponds the
intelligence of feeling, while for the spiritual leader's
intelligence the main
4. characteristic is to give. Human resource in public
administration as in private sector
too, is facing more and more with organizational and
occupational stress. Thus, new
management is needed in order to apply the principles of the
transdisciplinarity –
which uses levels of reality, and the holistic education in order
to prepare future
quantum leaders. In addition to other types of leaders, a
spiritual leader’s features
includes new abilities: they know how to integrate the various
aspects of the
surrounding reality, to harmonize the extra-psychic with the
intra-psychic plans and
ensure self-coherence through a new way of thinking. By
intelligence characteristics
provided, the spiritual leader in public administration is the
leader at the service of
others, having a component of compassion.
336 Volume 16, Issue 3, July 2015 Review of
International Comparative Management
physical effort which the leader has to make through: meetings,
reports, ability to
5. work for hours, research, personal and managerial organization,
answering calls.
Actually, physical intelligence means a quantification of the
effort made by the
leader to put in practice the vision and coordinate.
1. The profile of the leader designed by intelligence type.
Types of leader
Intellectual intelligence or the ability to learn and think (IQ).
This type of
intelligence permits the formulation of strategies, analysis,
associations/
dissociations, plans, solving different situations. It is preferable
that a leader has a
high IQ, which usually is situated above normal, in order to
ensure the meeting of
the organization’s objectives with efficiency, effectiveness and
economicity.
Emotional intelligence or the ability to communicate (EQ).
Emotional intelligence
is the type of intelligence which ensures the transition from
traditional management
6. to leadership, with which is often confused. With the
publication of his book
“Emotional intelligence” in 1995, Daniel Goleman, American
psychologist, author
and journalist, has made the notion of emotional intelligence
very popular. Harvard
Business Review published the results of Bell Labs’ research in
1993. From that
moment, the business environment has become interested in the
emotional
intelligence field.
Spiritual intelligence or the competence to give (SQ). In
Romania, there is
a very well-known priest, Nicolae Steinhard (1912-1989),
writer, journalist, literary
critic and Romanian lawyer, PhD in constitutional law, of
Hebrew origin, who
converted himself to Orthodox Christianity. He is known for
two works considered
the reference in the spiritual – The Happiness Journal and
Giving you will get.
Spiritual intelligence is that type of leader answer to the effort
of those who he
coordinates. We should not confuse him with the religious
7. leader. The spiritual
leader does not promote religions, but tends to become himself
a „religion”, as a
way of living, knowing and completion through transcendence
of the mind.
Table 1. Emotional intelligence domains and adiacent
competencies,
according to Daniel Goleman
Personal competencies (abilities referring to the manner we take
care of ourselves)
Self-knowledge
Emotional self-knowledge:
understanding own emotions and
recognizing their impact; the use of
„intuition” in decision-making;
Correct self-assessment: knowing
your own advantage and limits;
Self-trust: correct assessment of
own values and ability
8. Self-control
Emotional self-control: controlling rebel emotions
and impulses; Transparency: adopting a honest and
righteous behavior; to show you are trustworthy;
Adaptability: flexible adaptation to changing or the
possibility to overcome obstacles; Ambition: the
will to improve your performances to satisfy own
excellency standards; Initiative: availability of
taking actions and profit from opportunities;
Optimism: seeing the good in things;
Review of International Comparative Management
Volume 16, Issue 3, July 2015 337
Social competencies (abilities referring to the manner we
manage our relations)
Social conscience
Empathy: perceiving other’s
emotions, understanding their
perspective and actively inquire
9. about their interests;
Organizational conscience:
interpreting organizational level
tendencies, executive decisions and
policies; Solicitude: observing and
greeting the wishes of
subordinates, clients or buyers.
Managing relations
Inspired leadership: guiding and motivating
through a convincing vision; Influence: using
tactics of persuasion; Training others: stimulating
other’s abilities through feedback and guidance;
Catalyzing changes: initiating relational
management and mobilizing others in a new
direction; Conflict management: solving
disagreements; Team spirit and collaboration:
cooperation and team consolidation.
American physicist and philosopher, Danah Zohar is considered
10. „one of
the greatest contemporary thinkers in management” (Financial
Times Prentice
Hall), working with prestigious companies such as Volvo,
BMW, Motorola, Philip
Morris Tabaco, British Telecom, offering management
consulting. According to
her definition, spiritual intelligence is „what we use to develop
our meaning, vision
and value of wish and capacity. It allows us to dream and make
efforts. It sits at the
base of the things we believe in and is the sense of our beliefs
and values according
to which we act to give a meaning to our life”.
In this book, Danah Zohar and Ian Marshall consider that „A
high level
SQ (Spiritual Quotient) means to be able of using the
spirituality to contextualize
and value life, to enrich it, make it full of meaning, in order to
gain a feeling of
personal achievement, a purpose and a direction.” (Zohar and
Marshall, 2011,
p. 144)
11. Depending of the type of intelligence dominantly used by the
leader, we
identify 4 types of leader:
a) The leader that has a high level of physical intelligence
It’s the type of leader that makes use of his physical resources
at maximum
level. He works a lot and is an example for the others. He’s
devoted and available
to accept in his effort other persons even the organization as a
whole. He has good
intentions and is helpful at any level. He’s a model through the
way he executes his
work tasks, but also through dedication and full commitment.
Stimulates through
personal example. His attitude has a major risk – physical
exhaustion.
b) The leader that has a high level of logical-mathematical
intelligence
Has abilities offered by his brilliant mind in which planning and
organization are his main words. He’s prudent and ingenious in
proposals and his
way of action. He’s preoccupied first of all with efficiency. He
constantly follows
12. perfection courses and has solutions for every situation. He’s a
master of strategies,
knows tactics that target performance, has vision and
permanently manages risks.
He’s the definite professional, a specialist in his field. He
permanently learns from
other experts and he’s an autodidact. Does not excel in
understanding and
managing conflicts and is not interested in inter-human
relations in his team.
338 Volume 16, Issue 3, July 2015 Review of
International Comparative Management
c) The leader that has a high level of emotional intelligence
He’s very valuable to his organization. He has a high level of
work
capacity, and at the same time he’s a professional that works
permanently. He’s
aware that he’s dealing with humans and not machines. Has a
great capacity of
self-knowing and knowledge of others; he recognizes his
emotional states and
13. manages them efficiently; he’s a fine observer of the human
being. He generates
and recognizes emotions and uses them in a constructive way.
Offers emotional
speeches and puts soul in everything he does. The people
resonate emotionally, and
the inter-human relations inside the organization are
permanently improved.
d) The leader that has a high level of spiritual
intelligence/Quantum
intelligence
He’s the ideal leader. With the spiritual leader you can exceed
success,
because he can reach excellency. He makes constant and
sustained effort, has
intuition and creates strategies and communicates emotionally
well. Plus, he
develops! He seeks experts and supports his team in the
professional and emotional
self-development. He’s a good guide and offers unconditional
support. Passion and
Sense are the key ingredients of the spiritual leader. He believes
in everything he
does and makes others believe, has principles from which he
14. never deviates and
shares to his team. He challenges people to involve emotionally
and to believe in
what they are doing. He works with values such as compassion,
honesty, creativity,
openness, truth, excellency. He’s the one that perfectly
encompasses all four forms
of intelligence: physical, logical-mathematical, emotional and
spiritual.
2. The spiritual leader or leader in the service of others
I'll stop on the concept of leadership in service to others, that
the authors
considered the highest spiritual path. The gifts that are endowed
their lives and
personalities of these people have the opportunity to serve, heal
and enlighten those
they lead, but ultimately this way requires great integrity, not
just moral attributes.
The leader in the service of others must be able to submit the
most powerful force
imaginable.
A. The main goal in promoting this concept is to create and use
a common
15. language, unlimited by language or faith. Highlighting the
similarities between
religions through common spiritual language would help
improve communication
between human societies.
B. The second goal is to create a language based on skills that
will assist in
assessing and shaping directions for higher spiritual
development. The
measurement of skill level was performed by Cindy
Wigglesworth, first on a group
of 549 people, using the CPI (California Personality Inventor)
assessment tool
(Wigglesworth, 2006).
C. The third aim is that the SQ will improve language skills in
the
workplace conditions of each of us through the harmonization
of human
relationships, for a better understanding of organizational
purpose leading to
improved products and services offered to the public and
developing responsible
behavior from employees.
16. Review of International Comparative Management
Volume 16, Issue 3, July 2015 339
3. Organizational stress in public administration and new
education
Analyzing the particularities of human resource management in
public and
administrative authorities of Romania, Armenia Androniceanu
shows that very
often it happens that public managers perceive their role and
status within the
organization through the prism of their legal situation, turning
them into subjects of
administrative decisions issued by others superiors. The
management, economic,
political dimension for such activity is almost completely
ignored, which is not
beneficial in the public sector that is developing to serve the
public interest
generally, for general and specific needs of society and not only
to implement the
law. It becomes imperative to change the fundamental
orientation in public
17. institutions in Romania, according to the general public interest.
(Androniceanu,
2008, p. 201). The strictly legal approach generalized in the
public sector in
Romania demonstrates its limits, causing serious concern to
Romanian politicians
and public managers for new meanings and ways.
So that the activity of managing the public affairs to become
both an art
and science, we need professional management of the human
resources, involving
not only the recruitment and selection criteria of professional
competence, but also
intelligently use of professionals through the consistent
accountability and
motivation skills held appropriate, economically and morally.
Although there are
changes in the perception on human resources, public
administration is still far
from reaching that professionalism requires by the civil society.
Professor Mihail
Dumitrescu, talking about the urgent need to innovate, to create
a "new"
18. management-level in government organizations, advocates the
adoption of
innovative strategies aimed at promoting new for achieving
efficiency in the
system. "One of the main objectives of management personnel
must be discovery
and assimilation of new elements in all areas of activity and
approach an open
mind to proposals for change. This is undoubtedly the highly
professional
managers to identify, understand and recognize the need for
change, on the one
hand, and on the other hand, to press for implementation."
(Dumitrescu, 2008,
p. 7). It is widely recognized that public administration, as an
essential part of the
social system is a complex phenomenon whose research requires
comprehensive
knowledge, in terms of science such as legal science, sociology,
psychology,
cultural anthropology, management. Each one comes with only
partial information
from research of some aspects of the administrative
phenomenon. The limits of the
19. interdisciplinary research can be experienced in this area,
making challenges to
find new dimensions of knowledge, to explain the phenomenon
in all its
complexity and generate solutions to fulfill aspirations said.
Beyond the
importance of these approaches in solving problems facing
public administration in
Romania today, you cannot note that society is transforming,
bringing the most
complex challenges, that make the modern man become
increasingly troubled, in a
perpetual search for their place in this world. Inner peace,
balance and harmony
between individual and social being are deeply affected, leading
to a profound
internal crisis, which spreads outdoors often. This is the real
problem of human
340 Volume 16, Issue 3, July 2015 Review of
International Comparative Management
resources, the real challenge for both public manager and the
entire administrative
system. We must not forget the stress, in general, and
20. organizational, in particular -
the latter often being called and "employment" or
"professional". They have long
ceased to be phenomena with single event or just have personal
significance,
becoming in the meantime, especially in the current society,
pervasive and pose a
real social problem. In these circumstances, it is not surprising
that the issue of
stress was the subject of extensive research and debate in the
literature. (Brate,
2004, pp. 78-132; Pitariu, 2004, pp. 21-62) The concept of
stress is often confused,
wrongly, to competition; the difference stands out in the
manifestations of both
phenomena. Thus, fair competition may stimulate or motivate
employees to learn
new aspects of the job, while stress factor remains the degree of
de-motivating and
discouraging. Second, competition is limited and stress is a
state of evolution and
manifestation indefinite time. Also, competition, when not used
the irrational and
unjustified, produces positive psychically effects, while stress
21. has adverse effects,
lowering the potential and creativity of employees.
There is an urgent need to review and rethink the training
programs and
courses held in public administration. They should also include
a new type of
training that takes into account all dimensions of human being
that helps it to adapt
more quickly, and easily integrate into harmony with himself
and with others. A
civil servant working within a public organization must know
the difference
between myth and reality, the way of functioning of his own
mind and of course,
the dynamic ratio between individual and collective mind.
(Niță, 2014, p. 315) In
this case, knowing these mechanisms, the civil servant, high
civil servants and not
only, all the individuals will become more consciousness about
their own free will
and will not be so easily manipulated. Only a balanced mind
who knows the means
for blaming can support the resistance against manipulation,
even the manipulation
22. is either positive, either negative oriented. Here, we can speak
about civil servants
and high civil servants, managers and government decision
makers too, who must
know the dualism of the mind, the preferences for acting with
the right or the left
hemisphere just to feel and use correctly the free will. (Niță,
2012)
The solution stands in the development of new abilities 1 – to
integrate
different aspects from the surrounding reality, 2 – to harmonize
at an intrapsychic
level these aspects and 3 – to ensure the Self Coherence,
implying a new way of
thinking according to a new Superior, Integrating and
Harmonizing Universal
Consciousness (Niță, 2010). It is the only way the Individual
can find his balance
both with Nature and the Macrocosmos!
Transdisciplinary approach would have a role in establishing a
new type of
education, centered on: learning to know, learning to do,
learning to live with
23. others and learn to exist. These are the types of education
pillars highlighted by the
new Dellors Report.
The International Commission on Education for the twenty-first
century
belonging to UNESCO, also known as the Delors Report,
focuses on four pillars of
a new type of education (see Table 2): 1-to learn to know, 2 -
learning to do, 3-to
learn to live with others, 4-to learn to exist (Nicolescu, 1999,
pp. 154-160):
Review of International Comparative Management
Volume 16, Issue 3, July 2015 341
Table 2. A new kind of education
Learning
to know
Learning to
do
Learning
to live
24. Learning to be
learning
methods that
help to
distinguish
reality from
illusion,
enabling
intelligent
access to
knowledge
about our age,
the scientific
spirit is so
essential
acquiring a
profession
26. compassion!
being and a profound self
knowledge, by discovering the
conditioning, harmony and
disharmony of our individual and
social life, the foundations of their
faiths and beliefs; determines the
elimination of one of the
fundamental tensions of the
contemporary era, the one
between spirit and matter, by
harmonizing them on another level
of experience than the ordinary
one, ensuring the survival of the
human race
We must therefore find a "true trans-politics: one based on the
inalienable
right of every human being in harmonious interaction between
27. intimate life and
social life" (Nicolescu, 1999, p.105) and, especially, her cosmic
life. A public
manager attitude should be a disciplinary, supposing and
thought and inner
experience, and science and conscience, and effectiveness and
affectivity.
(Nicolescu, 1999, p.104)
Conclusions
We can conclude that the new intelligence, known as spiritual
intelligence
or quantic intelligence, considered the intelligence of harmony,
peace and
equilibrium, is built on the following coordinates: - Integration
of different aspects
from the surrounding reality defined using levels of reality from
transdisciplinarity;
- Harmonizing these aspects in the intrapsychic plan; - Assuring
the self-coherence.
Public manager should not only professionally competent, a
person not
only open to change, but also an emotionally intelligent person
28. and a true spiritual
leader.
Leaders in government, in addition to a thorough training in the
economic,
legal, technical, management, psychology, sociology should
demonstrate qualities
such as: the ability to create professional relationships: knowing
how to work
together, knowing how to listen and be compassionate, to have
the ability to
persuade, maturity and integrity;
The concept of leadership has known changes continuously
generated by
the skills they need to achieve their goals and the organization
he leads and
represents, therefore with spiritual growth, also appears an
improvement in their
emotional intelligence that is a spiritual foundation support.
342 Volume 16, Issue 3, July 2015 Review of
International Comparative Management
References
29. 1. Androniceanu, A., (2008), Noutăţi în managementul public,
Editura
Universitară, Bucureşti;
2. Brate, A. (2004). Diagnoza multidimensională a stresului
ocupațional la
manageri, Revista de psihologie organizațională, vol. IV, nr. 3-
4;
3. Dellor J., et all (1995), Treasure within, Report to UNESCO
of the
International Comission on Education for Twenti-first Century,
UNESCO
Publishing;
4. Goleman, Daniel, McKee, Annie, Boyatzis, Richard (2007).
Inteligența
emoțională în leadership, Editura Curtea Veche, Bucureşti;
5. Nicolescu, B., (1999). Transdisciplinaritatea. Manifest -
Editura Polirom, Iaşi,
Romania;
6. Niță, A.M (2014). “The Importance of Image Management for
a Good
Society”. Revista de Cercetare si Interventie Sociala, Expert
Projects
Publishing House, Iasi, Vol. 44, pp. 308-320,
7. Niță, A.M. (2012). Think it through (Pune-te pe gânduri),
Scientificaly
educational research project Surviving by emotional
intelligence, project
30. financed by Constanta County in Romania together with a
scientific
documentary produced by NEPTUN TV television in Constanta
city,
Romania, episode 1 in Managerial Coomunication and Limits of
Human
Knowledge, Printech Publishing House, Bucharest.
8. Niță, A., M. (2010). Schimbarea de paradigmă în
managementul comunicării:
nivelurile de realitate şi operare a minții umane – Semiotics`
Creativity –
Unifying Diversities, Differences, Divides, 3rd International
Conference of
the Romanian Association of Semiotic Studies, Iaşi, Romania,
4-7 November,
2010;
9. Pitariu, H.D. (2004). “Stresul profesional la manageri:
corelative ale
personalității în contextul tranzacției socioeconomice din
România”, Revista
de psihologie organizațională, vol. II, nr. 3, p. 4;
10. Russu, C., Dumitrescu, M., & Pleşoianu, G. (2008).
Calitatea
managementului firmei. Evaluare şi interpretare.
31. 11. Wigglesworth, C. (2006). “Why spiritual intelligence is
essential to mature
leadership”. Integral Leadership Review, 6(3), 2006-08.
12. Zohar, D., Marshall, I. (2011). Inteligența spirituală, Editura
Vellant,
Bucureşti.
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articles for individual use.
DQ 2-1 Responses
1.
Public administration provides a multitude of benefits to the
community. It does not operate apart from the community, but
rather it is intertwined in the betterment of the community.
Public administrators have to tackle some of the community’s
most difficult challenges. A public administrator oversees and
supervises public agencies, sets budgets, and creates
government policies (“What is”, 2018). When the community
has to deal with the many obstacles and challenges that come
during monsoon season in Arizona, public administrators work
closely with the different departments like: police, fire
32. department, weather services, Arizona Department of Public
Safety and other agencies to make sure Arizona will be ready
with the proper resources, supplies, manpower and funding.
President Woodrow Wilson said this of public
administration “It is the object of administrative study to
discover, first, what government can properly and successfully
do, and, secondly, how it can do these proper things with the
utmost possible efficiency and at the least possible cost either
of money or of energy (“What is”, 2018, para 2).”
These events, like preparing for community dangers are
incredibly important, as they help to mitigate disasters. Just
sending out warnings to those living in Arizona that a thunder
storm is expected with flash flooding allows many people
enough time to choose a different route or choose not to drive at
all. This lessens the possibility of accidents and that saves the
community time and money.
It is the job of a public administrator to ensure it is looking out
for the best interests of the community and planning, preparing
and working hard to ensure that the safety and well-being of
community is at the forefront of all they do.
Resource
What is Public Administration | Study Public Administration in
the US. (2018). Retrieved from
https://www.internationalstudent.com/study-public-
administration/what-is-public-administration/
2.
Describe/define/identify values in the context of public and
nonprofit administration. Please explain as to the importance or
significance of values. Why do they matter? You can expound
your post in relation to decision making in the public and
nonprofit organizations. Please provide illustrations/examples.
you can also consult other relevant resources. Please read your
course materials. What do you think?
3
To achieve success at a personal and organizational level in the
public sector, the following values should be demonstrated:
33. transparency, accountability, ethics, professionalism and
leadership (Derosia,2010).
Transparency is important because it’s the public
administrator’s job to make sure the citizens understand what is
being done within the community. Accountability is important
because it helps public administrators remember they are being
held responsible for their actions. Ethic is on the list because it
helps public administrators to be mindful of the laws that are in
place and to have integrity. To be professional, one must
understand the importance of the position being held and act in
a professional manner no matter what. Leadership is a must
when working in public administration because as a public
administrator citizen are depending answers and advice from
someone that is reliable and balanced.
Yes, these are significant to public administration, because
when working with the public and different personalities, one is
held to a higher standard.
The State Secretary for example, when she informed the citizens
about the possible cuts in government assistance programs, and
several of us possibly being laid of from our state jobs, she used
all five values. Even though she was giving employees bad
news, I received it in a positive manner and understanding way,
due to the way she presented it to the us.
Derosia, M. (2010). The Five Core Values of Public
Administration. Retrieved from
https://www.govloop.com/community/blog/the-five-core-values-
of-public-administration/
.
www.hbr.org
34. B
E S T
O F
H B R
The Work of
Leadership
by Ronald A. Heifetz and Donald L. Laurie
Included with this full-text
Harvard Business Review
article:
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
35. Article Summary
The Work of Leadership
A list of related materials, with annotations to guide further
exploration of the article’s ideas and applications
Further Reading
Followers want comfort,
stability, and solutions from
their leaders. But that’s
babysitting. Real leaders ask
hard questions and knock
people out of their comfort
zones. Then they manage the
resulting distress.
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3
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http://www.hbr.org
B
E S T
O F
H B R
The Work of Leadership
The Idea in Brief The Idea in Practice
C
39. N
. A
L
L
R
IG
H
T
S
R
E
S
E
R
V
E
D
.
What presents your company with its
toughest challenges? Shifting markets?
Stiffening competition? Emerging tech-
nologies? When such challenges intensify,
you may need to reclarify corporate values,
redesign strategies, merge or dissolve busi-
nesses, or manage cross-functional strife.
40. These
adaptive challenges
are murky,
systemic problems with no easy answers.
Perhaps even more vexing, the solutions
to adaptive challenges
don’t
reside in the
executive suite. Solving them requires the
involvement of people
throughout
your
organization.
Adaptive work is tough on everyone. For
leaders
, it’s counterintuitive. Rather than
providing solutions, you must ask tough
questions and leverage employees’ collec-
tive intelligence. Instead of maintaining
41. norms, you must challenge the “way we do
business.” And rather than quelling conflict,
you need to draw issues out and let people
feel the sting of reality.
For your
employees
, adaptive work is painful—
requiring unfamiliar roles, responsibilities,
values, and ways of working. No wonder
employees often try to lob adaptive work
back to their leaders.
How to ensure that you
and
your employees
embrace the challenges of adaptive work?
Applying the following six principles will help.
1. Get on the balcony.
Don’t get swept up in
the field of play. Instead, move back and forth
between the “action” and the “balcony.” You’ll
spot emerging patterns, such as power strug-
gles or work avoidance. This high-level per-
42. spective helps you mobilize people to do
adaptive work.
2. Identify your adaptive challenge.
Example:
When British Airways’ passengers nick-
named it “Bloody Awful,” CEO Colin Marshall
knew he had to infuse the company with a
dedication to customers. He identified the
adaptive challenge as “creating trust
throughout British Airways.” To diagnose
the challenge further, Marshall’s team min-
gled with employees and customers in
baggage areas, reservation centers, and
planes, asking which beliefs, values, and be-
haviors needed overhauling. They exposed
value-based conflicts underlying surface-
level disputes, and resolved the team’s own
dysfunctional conflicts which impaired
companywide collaboration. By under-
standing themselves, their people, and the
company’s conflicts, the team strength-
ened British Airways’ bid to become “the
World’s Favourite Airline.”
3. Regulate distress.
To inspire change—
without disabling people—pace adaptive
work:
43. •
First, let employees debate issues and clarify
assumptions behind competing views—
safely.
•
Then provide direction. Define
key
issues
and values. Control the rate of change:
Don’t start too many initiatives simulta-
neously without stopping others.
•
Maintain just enough tension, resisting
pressure to restore the status quo. Raise
tough questions without succumbing to
anxiety yourself. Communicate presence
and poise.
4. Maintain disciplined attention.
44. Encour-
age managers to grapple with divisive issues,
rather than indulging in scapegoating or de-
nial. Deepen the debate to unlock polarized,
superficial conflict. Demonstrate collaboration
to solve problems.
5. Give the work back to employees.
To
instill collective self-confidence—versus de-
pendence on you—support rather than
control people. Encourage risk-taking and
responsibility—then back people up if they
err. Help them recognize they contain the
solutions.
6. Protect leadership voices from below.
Don’t silence whistle-blowers, creative deviants,
and others exposing contradictions within
your company. Their perspectives can provoke
fresh thinking. Ask, “What is this guy
really
talk-
45. ing about? Have we missed something?”
page 2
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B
E S T
O F
H B R
The Work of
Leadership
by Ronald A. Heifetz and Donald L. Laurie
harvard business review • december 2001
49. of their comfort zones. Then they manage the resulting distress.
Sometimes an article comes along and turns the
conventional thinking on a subject not upside
down but inside out. So it is with this landmark
piece by Ronald Heifetz and Donald Laurie, pub-
lished in January 1997. Not only do the authors
introduce the breakthrough concept of adaptive
change—the sort of change that occurs when
people and organizations are forced to adjust
to a radically altered environment—they chal-
lenge the traditional understanding of the
leader-follower relationship.
Leaders are shepherds, goes the conventional
thinking, protecting their flock from harsh sur-
roundings. Not so, say the authors. Leaders who
truly care for their followers expose them to the
painful reality of their condition and demand
that they fashion a response. Instead of giving
people false assurance that their best is good
enough, leaders insist that people surpass them-
selves. And rather than smoothing over conflicts,
leaders force disputes to the surface.
Modeling the candor they encourage leaders
to display, the authors don’t disguise adaptive
change’s emotional costs. Few people are likely to
thank the leader for stirring anxiety and uncover-
ing conflict. But leaders who cultivate emotional
fortitude soon learn what they can achieve when
they maximize their followers’ well-being instead
of their comfort.
50. To stay alive, Jack Pritchard had to change his
life. Triple bypass surgery and medication
could help, the heart surgeon told him, but no
technical fix could release Pritchard from his
own responsibility for changing the habits of a
lifetime. He had to stop smoking, improve his
diet, get some exercise, and take time to relax,
remembering to breathe more deeply each
day. Pritchard’s doctor could provide sustain-
ing technical expertise and take supportive
action, but only Pritchard could adapt his in-
grained habits to improve his long-term
health. The doctor faced the leadership task of
mobilizing the patient to make critical be-
havioral changes; Jack Pritchard faced the
adaptive work of figuring out which specific
changes to make and how to incorporate them
into his daily life.
page 3
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The Work of Leadership
• B
51. EST
OF
HBR
harvard business review • december 2001
Companies today face challenges similar to
the ones that confronted Pritchard and his doc-
tor. They face adaptive challenges. Changes in
societies, markets, customers, competition,
and technology around the globe are forcing
organizations to clarify their values, develop
new strategies, and learn new ways of operat-
ing. Often the toughest task for leaders in
effecting change is mobilizing people through-
out the organization to do adaptive work.
Adaptive work is required when our deeply
held beliefs are challenged, when the values
that made us successful become less relevant,
and when legitimate yet competing perspec-
tives emerge. We see adaptive challenges every
day at every level of the workplace—when
companies restructure or reengineer, develop
or implement strategy, or merge businesses.
We see adaptive challenges when marketing
has difficulty working with operations, when
52. cross-functional teams don’t work well, or
when senior executives complain, “We don’t
seem to be able to execute effectively.” Adap-
tive problems are often systemic problems
with no ready answers.
Mobilizing an organization to adapt its be-
haviors in order to thrive in new business envi-
ronments is critical. Without such change, any
company today would falter. Indeed, getting
people to do adaptive work is the mark of
leadership in a competitive world. Yet for most
senior executives, providing leadership and not
just authoritative expertise is extremely diffi-
cult. Why? We see two reasons. First, in order
to make change happen, executives have to
break a longstanding behavior pattern of their
own: providing leadership in the form of solu-
tions. This tendency is quite natural because
many executives reach their positions of au-
thority by virtue of their competence in taking
responsibility and solving problems. But the
locus of responsibility for problem solving
when a company faces an adaptive challenge
must shift to its people.
Solution
s to adaptive
challenges reside not in the executive suite but
in the collective intelligence of employees at
all levels, who need to use one another as re-
53. sources, often across boundaries, and learn
their way to those solutions.
Second, adaptive change is distressing for
the people going through it. They need to take
on new roles, new relationships, new values,
new behaviors, and new approaches to work.
Many employees are ambivalent about the ef-
forts and sacrifices required of them. They
often look to the senior executive to take prob-
lems off their shoulders. But those expecta-
tions have to be unlearned. Rather than fulfill-
ing the expectation that they will provide
answers, leaders have to ask tough questions.
Rather than protecting people from outside
threats, leaders should allow them to feel the
pinch of reality in order to stimulate them to
adapt. Instead of orienting people to their
current roles, leaders must disorient them so
that new relationships can develop. Instead of
quelling conflict, leaders have to draw the is-
sues out. Instead of maintaining norms, leaders
have to challenge “the way we do business”
and help others distinguish immutable values
54. from historical practices that must go.
Drawing on our experience with managers
from around the world, we offer six principles
for leading adaptive work: “getting on the
balcony,” identifying the adaptive challenge,
regulating distress, maintaining disciplined
attention, giving the work back to people, and
protecting voices of leadership from below.
We illustrate those principles with an example
of adaptive change at KPMG Netherlands, a
professional-services firm.
Get on the Balcony
Earvin “Magic” Johnson’s greatness in leading
his basketball team came in part from his ability
to play hard while keeping the whole game situ-
ation in mind, as if he stood in a press box or
on a balcony above the field of play. Bobby Orr
played hockey in the same way. Other players
might fail to recognize the larger patterns of
play that performers like Johnson and Orr
55. quickly understand, because they are so en-
gaged in the game that they get carried away
by it. Their attention is captured by the rapid
motion, the physical contact, the roar of the
crowd, and the pressure to execute. In sports,
most players simply may not see who is open
for a pass, who is missing a block, or how the
offense and defense work together. Players like
Johnson and Orr watch these things and allow
their observations to guide their actions.
Business leaders have to be able to view pat-
terns as if they were on a balcony. It does them
no good to be swept up in the field of action.
Leaders have to see a context for change or cre-
ate one. They should give employees a strong
sense of the history of the enterprise and
what’s good about its past, as well as an idea of
Ronald A. Heifetz
is codirector of the
Center for Public Leadership at Harvard
56. University’s John F. Kennedy School of
Government in Cambridge, Massachu-
setts.
Donald L. Laurie
is founder and
managing director of Laurie Interna-
tional, a Boston-based management
consulting firm. He is also a founder
and partner at Oyster International, an-
other Boston-based management con-
sulting firm. He is the author of
Venture
Catalyst
(Perseus Books, 2001). This
article is based in part on Heifetz’s
57. Leadership Without Easy Answers
(Belknap Press of Harvard University
Press, 1994).
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harvard business review • december 2001
the market forces at work today and the re-
sponsibility people must take in shaping the
future. Leaders must be able to identify strug-
58. gles over values and power, recognize patterns
of work avoidance, and watch for the many
other functional and dysfunctional reactions
to change.
Without the capacity to move back and
forth between the field of action and the bal-
cony, to reflect day to day, moment to mo-
ment, on the many ways in which an organi-
zation’s habits can sabotage adaptive work, a
leader easily and unwittingly becomes a pris-
oner of the system. The dynamics of adaptive
change are far too complex to keep track of,
let alone influence, if leaders stay only on the
field of play.
We have encountered several leaders, some
of whom we discuss in this article, who man-
age to spend much of their precious time on
the balcony as they guide their organizations
through change. Without that perspective,
they probably would have been unable to mo-
bilize people to do adaptive work. Getting on
the balcony is thus a prerequisite for following
the next five principles.
59. Identify the Adaptive Challenge
When a leopard threatens a band of chimpan-
zees, the leopard rarely succeeds in picking off
a stray. Chimps know how to respond to this
kind of threat. But when a man with an auto-
matic rifle comes near, the routine responses
fail. Chimps risk extinction in a world of
poachers unless they figure out how to disarm
the new threat. Similarly, when businesses
cannot learn quickly to adapt to new chal-
lenges, they are likely to face their own form
of extinction.
Consider the well-known case of British
Airways. Having observed the revolutionary
changes in the airline industry during the
1980s, then chief executive Colin Marshall
clearly recognized the need to transform an
airline nicknamed Bloody Awful by its own
passengers into an exemplar of customer ser-
vice. He also understood that this ambition
60. would require more than anything else changes
in values, practices, and relationships through-
out the company. An organization whose
people clung to functional silos and valued
pleasing their bosses more than pleasing cus-
tomers could not become “the world’s favorite
airline.” Marshall needed an organization dedi-
cated to serving people, acting on trust, re-
specting the individual, and making team-
work happen across boundaries. Values had to
change throughout British Airways. People
had to learn to collaborate and to develop a
collective sense of responsibility for the direc-
tion and performance of the airline. Marshall
identified the essential adaptive challenge:
creating trust throughout the organization. He
is one of the first executives we have known to
make “creating trust” a priority.
To lead British Airways, Marshall had to get
his executive team to understand the nature of
the threat created by dissatisfied customers:
Did it represent a technical challenge or an
adaptive challenge? Would expert advice and
61. technical adjustments within basic routines
suffice, or would people throughout the com-
pany have to learn different ways of doing
business, develop new competencies, and
begin to work collectively?
Marshall and his team set out to diagnose in
more detail the organization’s challenges. They
looked in three places. First, they listened to
the ideas and concerns of people inside and
outside the organization—meeting with crews
on flights, showing up in the 350-person reser-
vations center in New York, wandering
around the baggage-handling area in Tokyo, or
visiting the passenger lounge in whatever air-
port they happened to be in. Their primary
questions were, Whose values, beliefs, atti-
tudes, or behaviors would have to change in
order for progress to take place? What shifts in
priorities, resources, and power were neces-
sary? What sacrifices would have to be made
and by whom?
Second, Marshall and his team saw conflicts
as clues—symptoms of adaptive challenges.
62. The way conflicts across functions were being
expressed were mere surface phenomena; the
underlying conflicts had to be diagnosed. Dis-
putes over seemingly technical issues such as
procedures, schedules, and lines of authority
were in fact proxies for underlying conflicts
about values and norms.
Third, Marshall and his team held a mirror
up to themselves, recognizing that they em-
bodied the adaptive challenges facing the orga-
nization. Early in the transformation of British
Airways, competing values and norms were
played out on the executive team in dysfunc-
tional ways that impaired the capacity of the
rest of the company to collaborate across func-