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Leadership Styles and Emotional Intelligence

Introduction

The modern-day organizational management has been faced with many challenges. Leadership has, therefore, become an integral part of the manner in which the organizations are managed (Adeniyi, 2007). There are different leadership styles that different managers employ in their day to day running of the organization. This paper discusses the three leadership concepts, the elements of emotional intelligence, the six leadership styles, and an organization’s climate, as presented by Daniel Goleman in his article “Leadership that gets results.”

Organizational Performance
Organizational Performance

The concept of emotional intelligent

Emotional intelligence is defined as the ability of an organizational leader to discern and address the psychological aspect of performance in the organization and the strength to address emerging challenges that come along. Daniel notes that emotional intelligence concerns the ability to manage relationships through self-awareness, self-management, social awareness, and skill.

According to the article, a leader is said to possess emotional intelligence if he is able to possess such qualities as trustworthiness, influence, conflict management, initiative, and the ability to adapt to a new environment. It has been noted emotional intelligence is a key element to successful leadership of any organization (Goleman, 2000). It is, therefore, imperative to note that leaders who bear this strength will always make better leadership that brings results.

The concept of the six leadership style

This is perhaps the most important aspect of management in achieving the set goals. The six leadership styles presented in the article are coercive, authoritative, affiliative, pace-setting, democratic, and coaching. A combination of these styles is needed in order to ensure effective management of the employees and a positive effect on the organization’s climate.

The organizational climate

Organizational climate is the overall environment that the employees operate in and incorporates both the qualitative and the quantitative aspects of the organization (Lusser, 2010). The organizational leadership styles have effects on the climate, and thus, the leadership ought to pick a combination of the style that will bring about a positive climate and hence results. The table below shows the relationship between the different leadership styles and the organizational climate.

Coercive Authoritative Affiliative Democratic Pacesetting Coaching
Flexibility -. 28 . 32 . 27 . 28 -. 07 . 17
Responsibility -. 37 . 21 . 16 . 23 . 04 . 08
Standards . 02 . 38 . 31 . 22 -. 27 . 39
Rewards -. 18 . 54 . 48 . 42 -. 29 . 43
Clarity -. 11 . 44 . 37 . 35 -. 28 . 38
Commitment -. 13 . 35 . 34 . 26 -. 20 . 27
Overall Impact on climate -. 26 0.54 0.46 0.43 -. 25 0.42

The effects of these concepts on performance

The above-discussed leadership concepts have a correlation with organizational performance. This is because of the fact that the organizational managers act as vision bearers of the organization (Mehrotra, 2005). They also act as catalysts to achieving the goals and objectives of the organization. In any situation, the management is always expected to come up with strategies and action plans to ensure that the organization does not only survive in the market but also gain a competitive edge over the peers.

The image of a Golf bag with multiple clubs

This is a concept that is used in the article to bring together the understanding of achieving a certain identified goal using different strategies at different times. The concept of organizational management is compared to a golfer who has different clubs in his golf bag and uses them at different times during the game to achieve one goal of winning the game (Goleman, 2000). The golf clubs are compared to the different leadership styles at the disposal of a leader and depending on the prevailing condition, each style is to be applied to ensure that the situation is addressed effectively to achieve the ultimate goal of improving the organizational performance through achieving the desired results (Kippenberger, 2002).

The primary leadership style

Of all the above-discussed leadership style, the primary one is authoritative. This is because it is a leadership style that deals with the leader sharing the vision to the juniors and letting them carry out the task in whichever manner to reach the set targets. This style has numerous advantages which make it stand out of the rest (Martin, 2006). This style ensures that people take responsibility of their assigned tasks and execute them with high levels of commitment. It also has a positive impact on rewards since the person who excels in his or her role is well noticed due to the clarity of the roles. Collectively, authoritative style is the most effective and most desired of all other styles.

The least preferred style of all the six is the coercive style. This is because of the overall effect it has on the organizational climate. Coercive style is mostly preferred in situations of emergencies which is never the typical environment for any organization. it is therefore the least of the six. Of the five four other styles, coaching style is needed in my repertoire. This is because of the fact that teams need a motivator and a leader who acts as a mentor whenever called upon. This leadership style is therefore necessary so as to achieve a portfolio leadership styles that ensure a collective positive impact on the organization climate and hence achievement of the desired results.

The Impact on organization climate of Authoritative style

Authoritative style of leadership ranks the best of the six discussed. Numerous reasons are available for this on one of the reasons is its impact on the positive impact on the organization climate on different aspects. This style give the people the freedom to take risks while appreciating the fact that these risks must be calculated. It also offers individuals that much needed permission to experiment and come up with innovative methods of operating.

The impact of this is that the employees are more responsible since they feel part of the decision making and also they feel appreciated. Once a task is assigned to a particular individual, that person is well aware of the expectations and performs the task with utmost diligence (Priest & Gass, 2005). This ensures that the organizational climate is at its best in terms of employees’ responsibility, performance standards, flexibility and commitment.

Components of emotional intelligence to develop on coaching style

In adding coaching style to the repertoire, three main components need to be learned. These are Influence, communication, and building bonds. These three components of coaching style need to be learned as they will go a long way in ensuring that the coaching style is articulated and its applicability to the different situations is guaranteed. Influence will ensure that the convincing power is there, communication is essential to sending and receiving of information to the team while building bonds will go a long way in creating a central role as a motivator and a group mentor.

Conclusion

While there are leadership styles that outstand others, there is no single style which can be used exclusively to manage an organization. it is required of managers therefore to possess at least four of the leadership styles to as to respond to the dynamism of the modern day organization internal and external environment.

References

Adeniyi, M. A. (2007). Effective leadership management: An intergration of styles, skills & character for today’s CEOs. Bloomington: AuthorHouse.

Goleman, D. (2000). Leadership That Gets Results. Harvard Business Review, 2-16.

Kippenberger, T. (2002). Leadership styles. Oxford: Capstone.

Lusser, R. N. (2010). Leasership: Theory, application, and skill dvelopment. Sydney: Cengage Learning.

Martin, B. (2006). Outdoor Leadership. New York: Human Kinetics.

Mehrotra, A. (2005). Leadership styles of principals: Authoritarian and task oriented. New Delhi: Mittal Publications.

Priest, S., & Gass, M. (2005). Effective leadership in adventure programming. New York: Human Kinetics.