Relationship between emotional intelligence and transformational, transactional, and laissez-faire leadership styles of information systems project managers in virtual teams PDF Download
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Author: Sriramasundararajan Rajagopalan
Publisher:
ISBN:
Category :
Languages : en
Pages : 0
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Author: Sriramasundararajan Rajagopalan
Publisher:
ISBN:
Category :
Languages : en
Pages : 0
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Author: Olivia Kirabira
Publisher:
ISBN:
Category :
Languages : en
Pages : 342
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Author: Eniola O. Olagundoye
Publisher: Universal-Publishers
ISBN: 1612334695
Category : Psychology
Languages : en
Pages : 120
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All around the world, information technology is evolving at an alarming rate, and it could be challenging keeping up with the growing changes that we are witnessing with it. This paper explored the relationship between emotional intelligence and leadership styles among information technology professionals. Does emotional intelligence predict leadership style and do leadership styles predict emotional intelligence components? A total of 185 participants were involved in this study. The leadership styles, which are comprised of transformational, transactional, and passive-avoidant, were measured by the Multifactor Leadership Questionnaire - MLQ 5X (Bass & Avolio, 1995). The emotional intelligence components, which are comprised of perception of emotion, managing own emotions, managing others’ emotions and utilization of emotion, were measured by the Schutte Self-Report Emotional Intelligence Test -- SSEIT (Schutte et al., 2009). The demographic areas controlled in this study include gender, age, ethnicity, education, and tenure. Multiple regression was conducted on each of the seven hypotheses in this study, and it was determined that transformational leadership style and transactional leadership style were predictors of perception of emotion, managing others’ emotions and utilization of emotion. This study also revealed that transformational leadership style was a predictor of managing own emotions. Surprisingly, transactional leadership style was not a predictor of managing own emotions. As expected, there was no significant correlation discovered between passive-avoidant leadership style and emotional intelligence. Furthermore, the results showed that emotional intelligence was a predictor of both transformational and transactional leadership styles. This study discovered that gender was a significant variable, and females scored higher than males in the emotional intelligence component of managing others’ emotions. The findings in this study coincide with the body of literature that exists, which revealed positive relationships between emotional intelligence components and transformational and transactional leadership styles.
Author: Angela B. Burkham
Publisher:
ISBN:
Category :
Languages : en
Pages :
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The purpose of the study was to examine the relationship between emotional intelligence and leadership styles among Texas AgriLife Extension Service mid-managers. A web based three part instrument was administered to participants. A general questionnaire about demographics, work history and views of leadership was part one. The Multifactor Leadership Questionnaire (MLQ form 5x) developed by Avolio and Bass examined the leader's self reported leadership style. The MLQ identifies scores for transformational, transactional and laissez-faire leadership styles and those were compared with scores on the BarOn Emotional Quotient Inventory Test (EQ-i). An independent samples t test was performed to assess whether the mean EI subscales scores for the high transformational leadership group differed significantly from the low transformational leadership group. Six EI constructs were statistically significant in relation to transformational leadership behavior. The six were: optimism, happiness, empathy, interpersonal relationships, self-regard, and stress tolerance. An independent samples t test was performed to assess whether the mean EI subscales scores for the high transactional leadership group differed significantly from the low transactional leadership group. Social responsibility was the one EI construct that was statistically significant in relation to transactional leadership behavior. The findings from this study indicate the leaders can develop and strengthen emotional intelligence and in doing so can more likely exhibit the use of transformational leadership behaviors. Further study would be needed to demonstrate the extent of possible application, but it is commendable that if leaders are trained in EI and those skills are fostered, they will be more likely to utilize transformational leadership further resulting in organizational effectiveness and follower satisfaction.
Author: Lisa Ann Weinberger
Publisher:
ISBN:
Category :
Languages : en
Pages : 452
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Author: Nicholas Clarke
Publisher: Project Management Institute
ISBN: 1628251301
Category : Business & Economics
Languages : en
Pages : 277
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Emotional Intelligence and Projects investigates how emotional intelligence correlates with being successful at working in projects. It also explores how training in emotional intelligence can improve project professionals' abilities and relevant project management competences. The book explores ways to make emotional intelligence training more effective, and provides a number of training exercises and scenarios. Emotional intelligence may indeed be the reason that some project managers are more skilled at managing relationships in projects. As Emotional Intelligence and Projects suggests, such abilities can be developed and improved through training, making emotional intelligence skills an important factor in project and career success.
Author: Anthony Mersino
Publisher: AMACOM
ISBN: 0814432786
Category : Business & Economics
Languages : en
Pages : 292
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You’ve spent years gathering the technical intelligence you need for this challenging career--now separate yourself from the pack by increasing your emotional intelligence! As recent research has indicated that emotional intelligence (EI) now accounts for 70 to 80 percent of management success, there is no doubt that today’s successful project manager needs strong interpersonal skills and the ability to recognize emotional cues to lead their teams to success--the technical expertise the position depended on so greatly in the past simply isn’t enough anymore! Emotional Intelligence for Project Managers introduces you to all facets of EI and shows how emotions can be leveraged to meet project goals. Project managers strong in technical skills but needing help in the EI department will learn how to: Set the tone and direction for the project Communicate effectively Motivate, inspire, and engage their team Encourage flexibility and collaboration Deal productively with stress, criticism, and change Establish the kind of high morale that attracts top performers Now in its second edition, Emotional Intelligence for Project Managers includes several expanded sections on self-awareness and self-management, as well as a new chapter on using EI to lead Agile Teams and a close look at Servant Leadership.
Author: Brandy Lynn Kramer
Publisher:
ISBN:
Category : Emotional intelligence
Languages : en
Pages : 118
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Book Description
The pervasiveness of technology has caused a paradigm shift from collocated teams working in the office 9-5 to virtual teams working anywhere, anytime. As such, there is a growing body of literature related to virtual teams; however, there is limited research specific to the relationship between virtual team effectiveness and emotional intelligence, collaboration technology, team climate, and intrinsic motivation. This study used a descriptive, correlational research design. The sample consisted of 119 virtual team members from information technology consulting organizations. The data were collected using a survey instrument containing demographic questions followed by five intact scales with proven reliability and validity to measure emotional intelligence, collaboration technology, team climate, intrinsic motivation, and virtual team effectiveness. Four research questions and 18 hypotheses were tested using either correlation or multiple moderated regression. The results found a statistically significant relationship between virtual team effectiveness and emotional intelligence, self-awareness, empathy, relationship management, collaboration technology, team climate, vision, participation safety, task orientation, innovation, intrinsic motivation, and integrated regulation. Furthermore, the relationship between team climate and virtual team effectiveness was found to be stronger in males than females. These research results will provide organizations with a better understanding of the relationships between these dimensions, which in turn can help organizations better understand and manage their virtual teams. Finally, recommendations for future research are presented.
Author: Denise Peart
Publisher:
ISBN:
Category : Distance education
Languages : en
Pages : 0
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The purpose of this research study was to examine the relationship between emotional intelligence and transformational leadership behavior in virtual academic leaders. No experiential study that explicitly examined the relationship between these attributes in virtual academic leaders was present in the leadership and educational literature. Forty academic leaders comprised of individuals in management and instructor positions, from virtual institutions of higher education across the United States participated in the study. The method of inquiry was an amalgamation of descriptive and explanatory quantitative research using an electronic survey consisting of a general questionnaire to gather demographic data. The Bar-On Emotional Intelligence Quotient and the Multifactor Leadership Questionnaire were used to gather emotional intelligence and leadership skill profiles. Data were analyzed by using tools descriptive, Analysis of Variance, and multivariate techniques. The results of the study did not reveal support for a relationship between emotional intelligence and transformational leadership behavior in virtual academic leaders. However, the study contributed positively towards leadership development in the virtual academic community by highlighting how interpersonal skills of virtual academic leaders play key roles in their development.
Author:
Publisher:
ISBN:
Category : Dissertations, Academic
Languages : en
Pages : 532
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