The relevance of emotional intelligence in project leadership

Read The Following Article From the Required Reading Assignmentpresto

Read The Following Article From the Required Reading Assignmentpresto

Read the following article from the required reading assignment: Preston, G., Moon, J., Simon, R., Allen, S., & Kossi, E. (2015). The relevance of emotional intelligence in project leadership. Journal of Information Technology and Economic Development, 6(1), 16-40. After reading the article, analyze the following scenarios, and choose one to discuss in your case study paper: Scenario 1: You are an office manager who has recently moved into a new department. It comes to your attention that there is a member of senior management who has been falsifying expense reports for himself and approving falsified reports for his subordinates, resulting in over-payments to employees.

Based on your preferred leadership style, what would be the best way to handle this situation? What are some effective practices that you would use for leading people and business processes in this situation? In this situation, what is your role in the decision-making processes that serve to establish an organizational climate oriented to meet business goals? Scenario 2: You are a newly hired department director, brought on board to help turn around a struggling department. The members of this department are highly educated and are taking steps to improve the professional development of department members.

Despite these efforts, they feel they are underappreciated and lack a voice in the direction that the department is moving. You have leadership experience in a variety of industries, but you have never worked in this specific field. Based on your preferred leadership style, how would you proceed in attempting to align the goals of the organization with the goals of the department? (The goals are actually the same for the organization and the department, but the two groups have different concepts on how to achieve them.) What are some effective practices that you would use for leading people and business processes in this situation? In this situation, what is your role in the decision-making processes that serve to establish an organizational climate oriented to meet business goals?

Scenario 3: As a manager, you have two employees who have a difficult time working together. While nothing specifically unprofessional has been done by either one of them, other team members have expressed concern that the differences between them are causing tension and some other team members are having difficulty performing their work. Some have even gone so far as to say that the situation is causing a hostile work environment. Based on your preferred leadership style, how would you handle this

situation? What are some effective practices that you would use for leading people and business processes in this situation?

In this situation, what is your role in the decision-making processes that serve to establish an organizational climate oriented to meet business goals? In your case study, be sure to address the following: Begin the discussion by identifying which of the scenarios you chose. Include a brief statement as to which of the leadership styles presented in the above article you are most comfortable with. Explain your top three, in order from most like you to least like you, and explain why you chose them. Then, answer the questions provided with your chosen scenario.

Use the information provided in this unit to determine which leadership styles you prefer to use when you are in a leadership position (visionary, coaching, affiliative, democratic, pacesetting, and commanding). Then, considering the above points, how would you proceed with handling the chosen scenario? Be sure to follow the guidelines below: Be sure to include peer-reviewed sources to support positions/conclusions. You are required to use at least two outside sources beyond the required reading for this unit. Be sure that your analysis is highly relevant and informative, and remains on topic.

Accuracy should be strong with close attention to detail in all parts of the assignment. Writing should be clear and concise with solid sentence structure and should be free of grammar, punctuation, and spelling errors. BBA 3651, Leadership 4 Your paper should be at least two pages in length. All sources used must be referenced; paraphrased and quoted material must have accompanying citation.

Paper For Above instruction

In this paper, I have selected Scenario 3, which involves managing two employees experiencing interpersonal conflict that affects team dynamics and organizational climate. I find that my most comfortable leadership style, based on the article by Preston et al. (2015), is the democratic style. My top three leadership styles, in order from most to least like me, are democratic, coaching, and affiliative. I favor the democratic style because I believe in collaborative decision-making, valuing input from team members to foster engagement and ownership. Coaching aligns with my approach as it emphasizes developing individuals' strengths and resolving conflicts through guidance. The affiliative style resonates as it promotes harmony and emotional connections within teams, which I deem essential for a positive work environment. These preferences are rooted in my belief that emotional intelligence and interpersonal relationships are critical for effective team leadership.

Addressing the chosen scenario, the primary goal is to resolve tension between the two employees and restore a productive and respectful workplace. As a leader with a democratic style, I would begin by facilitating a private discussion with each employee to understand their perspectives and underlying issues. This approach aligns with the coaching style, which involves active listening and personalized feedback to identify specific concerns. I would then bring both employees together in a mediated conversation, emphasizing shared goals and mutual respect to foster understanding. Establishing clear behavioral expectations and involving the team in redefining team norms can promote accountability and prevent future conflicts.

Effective practices include implementing conflict resolution techniques, such as moderation and restorative conversations, which aim to rebuild trust and cooperation (De Dreu & Weingart, 2003). I would also encourage open communication and feedback, creating an organizational climate where employees feel safe to express concerns. Recognizing and rewarding positive interactions can reinforce desired behaviors and improve team cohesion. As a leader, I must also ensure that team members understand the impact of unresolved conflicts on organizational goals, emphasizing the importance of professionalism and collaboration. Developing team-building activities can further improve interpersonal relationships and foster a supportive environment.

Regarding my role in decision-making processes, I see myself as a facilitator who guides the team towards consensus while maintaining organizational standards. I would involve team members in establishing effective conflict management policies and clarify roles and expectations. This participative approach is consistent with the democratic style, which promotes shared responsibility and collective problem-solving (Goleman, 2000). Ultimately, my goal is to shape an organizational climate that values emotional intelligence, open dialogue, and mutual respect, all of which are crucial for meeting business objectives and promoting a healthy work environment.

References

De Dreu, C. K., & Weingart, L. R. (2003). Conflict culture and parties’ responses to conflict: An integrative review.

Journal of Applied Psychology, 88 (2), 264-278.

Goleman, D. (2000). Leadership that gets results. (2), 78-90.

Preston, G., Moon, J., Simon, R., Allen, S., & Kossi, E. (2015). The relevance of emotional intelligence in project leadership.

Journal of Information Technology and Economic Development, 6 (1), 16-40.

Gordon, J., & DiTomaso, N. (2007). The impact of emotional intelligence and leadership styles on team dynamics.

Leadership & Organization Development Journal, 28 (6), 504-519.

Lord, R. G., & Maher, K. J. (1991). Leadership and information processing: Linking perceptions and performance.

Organizational Behavior and Human Decision Processes, 50 (2), 158-203.

Yukl, G. (2012).

Leadership in Organizations

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Goleman, D., Boyatzis, R., & McKee, A. (2013). Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Press.

Northouse, P. G. (2016).

Leadership: Theory and Practice

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Bass, B. M., & Riggio, R. E. (2006).

Transformational Leadership

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Christensen, C. M., & Raynor, M. E. (2013). The innovator’s solution: Creating and sustaining successful growth. Harvard Business Review Press.