Leadership Develop and Use Emotional Intelligence

Question: Discuss about the Leadership Develop and Use Emotional Intelligence. Answer: Respond to the Store Managers behavior and model of positive leadership: General Operations Manager will call for a one-to-one interview with all the employees. As described by Cavazotte et al. (2012) the reactions of the leaders is typically influential on the motivation of the employees. Hence, the General Operations Manager will motivate them to take some extra responsibilities for achieving the organizational goals. As mentioned by Sageer et al. (2012) by assuring the employee satisfaction greater level of commitment can be generated from the employees. Hence, the General Operations Manager will promise the employees to be rewarded in the augmented attainment of the sales goals. Moreover, all the employees will be asked for come up with new marketing ideas, which is the need of the organization to increase sales. Thus, the employees will feel valued and with better motivation, they will strive to attain the sales goals. As mentioned by Goleman et al. (2013) with the components of emotional intelligence a leader need to manage an adverse situation in the workplace. Without the principle of self-awareness, the store manager failed to ideate the impact of her behavior on the employees. Moreover, with the absence of self-regulation, she forgot to control her emotion and yelled over the subordinates. By losing empathy, she failed to identify the stress of the managers and with the absence of social skill; the store manager fails to pursue the managers for better performance. The store manager should have considered the basic principles of emotional intelligence. As mentioned by Wang et al. (2014) while identifying the failures of the team the leader needs to talk in a patient manner, which would reflect his empathy to the team members. Hence, she needs to talk to the managers and identify what failed them to meet the sakes goals, and encourage them in taking part in decision-making process to provide them a sense of trust and security. The behavior of the store manage could affect negatively to the store performance. As mentioned by Mowday et al. (2013) the bad communication skill of the leader may de-motivate the employees. The managers may lose their commitment to the organizational goal and identification to the values. Thus, the store would face the issue of absenteeism and frequent employee turnover, which would be against the long-term objective of the organization of being socially responsible, upholding efficient internal processes and commendable customer service. In the modern world of business, multi cultural workforce is a necessity. However, in such contexts, many misinterpretations of the behavior may take place. Here, in the selected case, the women may be religiously bound for not making a physical contact with others (handshake), which the colleagues are misinterpreting as a disrespectful behavior or snobbish attitude. Moreover, as mentioned by Sageer et al. (2012) the introverted people or those who are working in a place surrounded with the people of different culture generally remain silent. They often express their consent with this behavior. However, her colleagues may be misinterpreting it as a sign of aloofness. The operations manager will convince the employee by highlighting the achievement of that employee with the customers. Without a good communication skill, she would not be able to perform in a sales team. Therefore, the manager will convince the employee to give time to her to open up. The manager will also make him know about the cultural barriers she is having with other team members, and tell him to be more open with the behavioral pattern of that employee (Sageer et al. 2012). For raising awareness about the cross- cultural differences and promoting team bonding, the organization may arrange diversity awareness programs, which will enable the team members, understand the cultural expressions and values. Moreover, group discussions can also be made where team-bonding activities will be executed. As mentioned by Cavazotte et al. (2012) the leader can also share his/ her communication and cultural issues experienced by him and share the ways to overcome them. It will inspire the team members to address their inter-personal communication issues by themselves. As mentioned by Cavazotte et al. (2012) with the help of empathy a leader becomes able to understand the view of the others. Here, by using this principal, the manager may found the employee is an introvert. He is self-motivated, hence, he do not like to take part in the group activities. Moreover, by using the principal of self-awareness the principal will be able to understand that as long as the employee is performing well it is not needed to take his behavior personally. On the other hand, by applying the principal of self-regard, the manager can feel easy that it is not possible to make all the employees conform to the organizational procedures. Moreover, this staff is not breaching any regulation of the company. Therefore, it will be foolish to control or dominate him out of managerial ego will only create an issue of employee dissatisfaction. According to the model of Myers-Brigs, the employee can be an introvert and as per the model of Honey and Mumford the employee may be a reflector, hence, by compelling him for participating in the group activity will only de-motivate him (Val and Kemp 2012). By communication with the team members and that very employee about the positive sides of the group activities and the issues those are hindering him from participating the manager will be able to motivate him to take part in the team building activities. Moreover, by creating an organizational value of flexibility and choice, the employee will be provided a chance of working in group with individuality (Cavazotte et al. 2012). As mentioned by Ealias and George (2012) emotional effectiveness is needed for attaining employee satisfaction and thus obtaining the organizational objectives. The satisfied employees are more committed to the organizational visions and objectives. Hence, as discussed by Ealias and George (2012) while making a decision, it is important for the management to set examples to motivate others. Moreover, empathy in decision-making creates satisfied employees who are less prone to bad performance and a positive work culture can be upheld. It will attract and retain the skilled and valuable employees. As mentioned by Mowday et al. (2013) by considering the emotional requirements of the employees in the decision making process, the management can obtain a strong sense of obligation to the organizational objectives from the employees. A mutual trust and respect can be developed with it. Moreover, by removing the emotional obstruction, the management will be able to motivate the employees to attain the organizational objectives. In this particular case, the organization may inform the employees about the need of extra effort from their ends. The management may motivate the employees by mentioning and providing some emotional wards for achieving the incree4ased sales target. However, as mentioned by Sageer et al. (2012) before setting targets, the employees must asked for the inputs they need to achieve this target. Moreover, the employees may be invited to come up with innovative ideas to increase the sales count. As mentioned by Landsbergis et al. (2014) to uphold a positive working culture the organizations need to address the issue like ant discrimination, workplace safety, biased attitude etc. The policies and procedures for performance management, grievance addressing, equal employment opportunity etc. helps in maintaining internal satisfaction and managing the external (Governmental) environmental threats. In Australia, the Occupational health and safety covers the responsibility of the employers to protect the employees from physical and psychological injuries. Hence, while making decision, the management needs to consider the physical and psychological safety of the employees. On the other hand, while taking decision on the cost cutting by layoffs, the conditions of the Occupational Health and Safety Act 2000 and the Fair Work Act 2009 (Landsbergis et al 2014). On the other hand, while making policies, the Australian organizations need to concentrate on the guidelines of the laws like Australian Human Rights Commission Act 1986, Racial Discrimination Act 1975, Sex Discrimination Act 1984 and many others (Landsbergis et al. 2014). By integrating the requirements of these laws in the organizational decisions, the company becomes able to uphold a positive and fair working culture. The workplace health and safety legislation in Australia compels the employers to provide a physically and psychologically safe working environment to the employees. Moreover, as mentioned by Freedland et al. (2016) the OHS/WHS legislation make the employers legally responsible for identifying the potential hazards related to the organizational performance, assess risks and implement measures to control them, ensue safe use of goods and machineries, provide a safe system for work, insure the workers and their compensation. Thus, while implementing any managerial decisions, the leaders need to consider all these guidelines. References: Cavazotte, F., Moreno, V. and Hickmann, M., 2012. Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance. The Leadership Quarterly, 23(3), pp.443-455. Ealias, A. and George, J., 2012. Emotional intelligence and job satisfaction: a correlational study.Research journal of commerce and behavioral science,1(4). Freedland, M., Bogg, A., Cabrelli, D., Collins, H., Countouris, N., Davies, A.C.L., Deakin, S. and Prassl, J. eds., 2016. The Contract of Employment. Oxford University Press. Goleman, D., Boyatzis, R. and McKee, A., 2013. Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Press. Landsbergis, P.A., Grzywacz, J.G. and LaMontagne, A.D., 2014. Work organization, job insecurity, and occupational health disparities. American journal of industrial medicine, 57(5), pp.495-515. Mowday, R.T., Porter, L.W. and Steers, R.M., 2013. Employeeorganization linkages: The psychology of commitment, absenteeism, and turnover. Academic press Sageer, A., Rafat, S. and Agarwal, P., 2012. Identification of variables affecting employee satisfaction and their impact on the organization. IOSR Journal of business and management, 5(1), pp.32-39. Val, C. and Kemp, J., 2012. Leadership Styles. Pathways: The Ontario Journal Of Outdoor Education, 24(3), pp.28-31. Wang, C.J., Tsai, H.T. and Tsai, M.T., 2014. Linking transformational leadership and employee creativity in the hospitality industry: The influences of creative role identity, creative self-efficacy, and job complexity. Tourism Management, 40, pp.79-89.