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. Your paper should be at least two pages in length. All sources used must be referenced; paraphrased and quoted material must have accompanying citations in APA format.
Paper For Above instruction
For this case study, I have chosen Scenario 2: addressing the challenge of leading a department that feels underappreciated and lacks a voice in decision-making. My preferred leadership style aligns closely with the Democratic and Coaching approaches, both of which emphasize participation, development, and empowering team members. I am most comfortable with the Democratic style because it fosters inclusivity and shared decision-making, which can be particularly effective in environments where professionals seek recognition and autonomy. The Coaching style complements this by focusing on individual growth, which helps improve morale and professional development, aligning well with the department's ongoing efforts to improve skills and recognition (Goleman, 1998; Northouse, 2018).
Addressing the organizational misalignment in Scenario 2 requires an intentional approach that harmonizes the overarching organizational goals with the department’s specific needs and perceptions. The key is to foster an organizational climate rooted in open communication, mutual respect, and shared purpose. Firstly, as a leader, I would initiate a series of listening sessions and feedback mechanisms to understand the department’s concerns and ideas directly from the team members. In doing so, I demonstrate genuine interest in their perspectives and foster an environment of trust (Yukl, 2013). This approach aligns with the Democratic style, allowing employees to have a voice in shaping departmental strategies.
Secondly, I would implement transparent communication channels about how the department’s goals fit within the broader organizational mission, clarifying that both levels aim to achieve similar overarching objectives through different approaches. This clarity reduces misperceptions and promotes alignment. As part of this process, I would encourage collaborative goal-setting sessions, allowing team members to contribute their insights while ensuring that departmental initiatives support organizational priorities (Northouse, 2018).
In terms of leading people, I would emphasize recognition and professional development. An effective practice involves establishing a structured program for acknowledging individual and team achievements aligned with their contributions to departmental and organizational success. Regular feedback, personal coaching, and opportunities for skill development can reinforce a sense of value and appreciation (Goleman, 1994). Such strategies would also support professional growth, enhance morale, and create a positive organizational climate.
My role in decision-making processes involves facilitating consensus-building, ensuring that diverse perspectives are integrated into strategic plans, and acting as a bridge between the staff and upper management. By promoting participative decision-making, I reinforce a climate of trust, accountability, and shared purpose, all critical elements in aligning departmental efforts with organizational goals (Northouse, 2018). Furthermore, I would advocate for policies and practices that elevate the department’s voice, such as involving team members in strategic planning and feedback loops.
In conclusion, effective leadership in this scenario hinges on embracing participative and development-focused styles. Leveraging democratic and coaching principles helps humanize leadership, motivate staff, and align departmental goals with organizational objectives. Supporting these strategies with open communication and recognition fosters a collaborative environment where employees feel valued and empowered, ultimately driving better organizational performance.
References
Goleman, D. (1998). Working with emotional intelligence. Bantam Books.
Goleman, D. (1994). Emotional Intelligence. Bantam.
Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson Education.
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.
Hackman, J. R., & Johnson, C. E. (2013). Leadership: A communication perspective. Wadsworth Publishing.
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum Associates.
Hersey, P., & Blanchard, K. H. (1982). Management of organizational behavior: Utilizing human resources. Prentice-Hall.
Schriesheim, C. A., & Neider, L. L. (2005). Leadership research: Challenges and opportunities. Leadership Quarterly, 16(3), 345-388.
Hogan, R., Curphy, G. J., & Hogan, J. (1994). What we know about leadership: Effects on organization performance. American Psychologist, 49(6), 493-504.