LEADERSHIP VS MANAGEMENT

Leadership vs Management

Abstract

Emotional intelligence (EI) is a relatively new construct that emerged from the body of research concerning social and multiple intelligences. Generally, EI may be defined as the ability to recognize and manage one's emotions and the emotions of others. As a result, individuals, groups, and organizations high in EI might prove more capable of utilizing emotion to better adapt to and capitalize on environmental demands. Today, many organizations recognize EI as a set of emotional competencies that allow people to use emotions to facilitate desired outcomes.

Emotion is generally defined as a learned mood or feeling in response to stimuli that guides our reactions and decision making in relationship to others. Emotion is the precursor for action, setting the schema by which we interact with our environment. Intelligence is generally defined as the ability to learn facts and skills, and to apply those facts and skills to novel situations. Although emotion is a reaction to external simulation, intelligence, in more general terms, is the use of reason to better understand and adapt to those reactions. Therefore, EI becomes the overlap between emotion and intelligence, or more simply, the intelligent use of emotions.

Leadership vs Management

Introduction

The term emotional intelligence was first used by a student of USA at an alternative liberal arts college where he wrote a doctorial dissertation in 1985, and this is supposed to be the first use of this word “emotional intelligence” as an academic use. ”Instead, the person most commonly associated with the term emotional intelligence is actually a New York writer named Daniel Goleman.” (Heins, 2004).The emotional quotient (EI) can be defined as the mental capability of a person that enables him/her to express the emotional sensitivity and the potential for the learning of emotional management ability. The emotional intelligence helps a person to get his/her long term health, joy and survival at the maximum.

Why Emotional Intelligence?

The effectiveness of a command-and-control style of business management had always been questioned by some scholars and practitioners, but came under increasing scrutiny in the 1970s. Convinced that his father's leadership style and structure no longer suited IBM, Thomas Watson, Jr., reorganized the company in the 1960s, decentralizing authority and increasing participation in decision making.

David Packard and William Hewlett consciously avoided the military style and structure of leadership at Hewlett-Packard (HP) in the 1950s. Working on innovative products at HP, Packard also rejected the notion that management was simply an engineering process controlled by top executives. Leadership in rapidly expanding high-technology industries involved problem solving and creativity that required the widespread participation of the organization's many highly skilled and highly specialized workers (so-called knowledge workers).

In Packard's own words, “The close relationship among HP people encouraged a form of participatory management that supported individual freedom and initiative while emphasizing commonness of purpose and teamwork. In the early years we were all working on the same problems. We solicited and used ideas from wherever we could get them” (Packard 1995, 128).

Increasing complexity in business during the 1970s and 1980s ...