LeaderToday.org

Emotional Intelligence Training: Evidence regarding its Efficacy for Developing Leaders

By Mary Pat McEnrue - Emotional intelligence (EI) scholars have repeatedly bemoaned the fact that little or no empirical research has tested whether it is possible to enhance the EI of individuals in organizations through deliberate training. This review examines twelve extant EI training studies. We provide information on the training design, measure of EI used to assess impact, research method, and contribution that each study makes to understanding whether and how to boost leaders' capability to handle the emotional challenges inherent in the positions they hold. Our review demonstrates that extant research does not provide sufficient evidence concerning whether it is feasible to increase EI among individuals or how to carry out EI training. We offer specific recommendations to improve both the nature of EI training and the quality of research on enhancing the EI of leaders. ^new (Added: 22-Nov-2010 Hits: 223 )

Gender and Leadership through the Lens of Emotionally Intelligent Leadership

By Marcy Levy Shankman, Paige Haber, Tina Facca and Scott J. Allen - Using the framework of emotionally intelligent leadership, this paper investigates how students view their leadership capacity and explores whether gender differences exist. Results indicate that gender differences do exist among college students with most differences indicating that women have higher levels of self-perceived emotionally intelligent leadership than men. ^new (Added: 22-Nov-2010 Hits: 179 )

Implicit Theory of Leadership among Educators.

By Ogawa, Rodney T.; Pederson, Tom - Although scholars have developed and applied various explicit conceptualizations of leadership to the study of educational administration, far less attention has been given to implicit or informal conceptions of leadership. Some recent studies claim that leadership impact on organizational performance is minimal or illusory; others argue that more subtle, previously unexamined forms of influence may be operating. This study examines: (1) the extent to which educators distinguish between the notions of leader, formal leader, and informal leader; (2) the behaviors educators associate with the concept of leadership; and (3) whether subgroups among educators hold different implicit theories of leadership. The University of Utah College of Education furnished 168 student participants, 79 from educational studies, 36 from special education, and 53 from educational administration. A questionnaire divided into demographic, open-ended, and self-assessment sections was used. Students were asked to describe the behaviors of a formal leader, an informal leader, and a leader; they were also asked to rate their desire and capacity to serve in each leadership category. (Added: 3-Feb-2010 Hits: 222 )

Leadership Styles in Competing Organizational Cultures

By Leon J. Schimmoeller - Organizational culture is often an important factor influencing the competitive strength of a firm. Leadership is also a critical component in the success of an organization. It is important to understand how these two powerful determinants of organizational performance affect each other. Research determining that specific types of organizational culture favor particular styles of leadership is important as it aids organizational leaders to identify which styles of leadership are more likely to be successful in their culture. This study uses the Competing Values Framework to define the organizational culture as clan, adhocracy, hierarchy, or market. Leadership style is defined as transformational, transactional, or laissez faire. The results of this study indicate there is a significant relationship between specific types of organizational cultures and leadership styles. ^new (Added: 22-Nov-2010 Hits: 293 )

Overview of Leadership in Organizations

By Carter McNamara MBA, PhD - Here's a ton of information to help you to understand the concept of leadership and its many challenges. Read more about the best practices for leadership. (Added: 19-Mar-2010 Hits: 355 )

The Impact of Dark Leadership on Organizational Commitment and Turnover

By Sara G. Weaver, Norfolk Iron & Metal and George B. Yancey, Emporia State Un - In this study of 80 employees working for a manufacturing company in a mid-sized, mid-western town, dark leadership was found to be inversely related to the workers' affective commitment to the organization and to the workers' intent to remain with the organization. We examine how organizations can do a better job of identifying and dealing with dark leadership. ^new (Added: 22-Nov-2010 Hits: 197 )