Leadership, Theory and Practice

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[...] 25) The big five personality model: (Stys & Brown p. 25) Effective leaders portray exemplary integration of more styles and personality traits founded on EI as a multifunctional array of interrelated emotional, personal, and social abilities which influence our overall ability to actively and effectively cope with demands and pressures arising in the organizational climate (Alston p. 1). However, this can be demonstrated using the ability model of EI, as a basis of identifying, using, understanding and managing emotions for the benefit of creating an appropriate organizational climate. [...]

[...] The ability to develop emotional intelligence in transformational leadership generates the ability of sensing, understanding and effectively applying the power of emotions, as an ideal source of workforce energy useful in connecting and influencing performance. Consequently, a person with well-developed skills of emotional intelligence gained from learning emotional competencies is expected to translate that ability into job-related capabilities by mobilizing resources to gather new information, to acquire new insights for organizational success (Ginsberg & Davies p. 85). Conclusion Effective leadership establishes direct effect in sustaining organizational climate essential to shape strategies for improving performance. [...]

[...] Empirically, one's personal behaviour is a direct result of choices one makes, with some becoming longstanding habits. In particular, one may not be required to change ways such as being loud while applying a domineering style, which pays off in results of getting others in the intended way. However, becoming overly aggressive have consequences of alienating others and disrupts team-work and collaboration ending up in poor performances (Wall, Working Relationships: Using Emotional Intelligence to Enhance your Effectiveness with Others p. [...]

[...] However, this may be avoided through self-awareness and self-management of one's emotions productively. Having the requisite professional qualification for organizational management and applying them appropriately demonstrate why some organizational leaders fail to maintain consistency leading to organizations' collapse during their leadership terms. Self-management 6 enables the leaders maintain their commitment to identify courses of action to achieve the organizational and personal goals in the face of obstacles and personal challenges; generating positive emotion for others to emulate (Law, Ireland, & Hussain p. [...]

[...] However, such can only be attained through emotional awareness where one recognizes their feelings and sustain links with what they think, do and say; as a key determinant of the organizational performance (Goleman, Working with Emotional Intelligence p. 4). Effective leadership capacity demands an appropriate setting, which supports improved organizational performance under a receptive climate. As Goleman describes, leaders high in EI are key to organizational success; they must have the capacity to sense employees' feelings about their work environments, to intervene when problems arise, to manage their own emotions in order to gain the trust of the employees, and to understand the political and social conventions within an organization (Stys & Brown p. 30). [...]