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At the highest level of analysis, leaders create emotional climate through personnel practices, by rewarding (or punishing) culturally appropriate emotion displays, and by their treatment of individual employees. Moving to teams and dyads, we will see that emotions can influence followers through contagion or emotional correspondence.
Sep 14, 2018 · Central to institutional or organizational change is leadership, Moore (2009) suggested that leaders equipped with the appropriate leadership behavior and skills will likely succeed in leading change. It enables leaders to evaluate their and others behavior effectively and is able to integrate both mental and emotional processes to adapt appropriate behaviors and manage situations.
- Mohammed Issah
- 2018
Sep 24, 2024 · Specifically, this study revealed that a leadership style can have a significant impact on the emotional climate of an organisation, with transformational leadership having an overall positive effect on all stages of organisational development, and in ageing organisations in particular, improving the emotional climate, encouraging employees to think creatively, unleashing their inner potential ...
Jun 1, 2014 · The shift in focus involves moving from considering leaders as stewards who are the primary caretakers of climate and culture, or active change agents of those constructs, to how the climate and culture of an organization supports the development of effective leaders and a broader capacity for leadership. Having a climate or culture of ...
- Fixed/External
- Fixed/Internal
- Growth/Internal
- Growth/External
Because of the external mindset, the leader cares about people. However, the fixed mindset means that such care comes with a price. The followers being cared for must therefore be willing to subscribe only to what the leader wants since the fixed nature only allows changes from him alone or only changes that will drive his agenda. This type of lead...
This is the worse form of leadership because the actions of such leaders are directed at pleasing themselves and providing what is valuable to them only. Followers are tools for obtaining whatever the leader wants. Investment in or care of employees are only to the extent perceived to be useful and are “discarded” when the leader perceives them as ...
This is a mirror image of the fixed/external mindset. However, this type of leader allows changes from the employees, but only what he desires, or what will help consolidate his position. This style and the fixed/external mindsets are most deceptive since such leaders give the impression that they care for employees, but only for exploitation. The ...
This type of leader genuinely cares for people and always pursues what will be to their advantage. He believes that people will make meaningful contributions to goals if a favorable climate is created. He values employees’ contribution to decision-making and listens to them when they have suggestions. This leader is open to changes advanced by empl...
- Okechukwu E. Amah, Marvel Ogah
- 2021
Dec 1, 2011 · Although emotions can and do disrupt work, instead of avoiding emotions at work, it is perhaps important that we embrace the fact that emotions will affect interactions and the way we work, and study ways to overcome the negative effects of emotions e.g. burnout or emotional exhaustion. Leaders especially can benefit from literature on emotions ...
Sep 14, 2018 · This article presents the role of emotional intelligence in leading change in an organization. Specifically, the article highlights the different perspectives of emotional intelligence, and the related five components—self-awareness, self-regulation, self-motivation, empathy, and social skill—are discussed.
