Emotional Intelligence and the Manager
Daniel Goleman defined an important aspect of human skills in his work on emotional intelligence. Emotional intelligence is tied closely to management effectiveness and ultimately organizational behavior; it suggests that a manager’s performance may be influenced by several factors:
. Self-awareness—understanding your moods and emotions.
. Self-regulation—thinking about your actions and controlling destructive ones.
. Motivation—working hard to accomplish your goals.
. Empathy—understanding the emotions of others.
. Social skills—developing good connections and relationships with others.
Understanding emotional intelligence is especially important in light of changes in organizational structures, which have created firms with less hierarchy and closer peer contact.
Motivation
Motivation is an important driver in an organization and is crucial to the management of intellectual capital. Motivation underlies what employees choose to do (quality and/or quantity), how much effort they will put into accomplishing the task, and how long they will work in order to accomplish it. Employees who are motivated will work more effectively and efficiently and shape an organization’s behavior. A motivated workforce will have a strong effect on an organization’s bottom line. Motivation is strongly tied to job satisfaction. Job satisfaction is how individuals feel about the tasks they are supposed to accomplish and may also be influenced by the physical and social nature of the workplace. The more satisfied employees are with their jobs, the more motivated they will be to do their jobs well.
There are several important studies relating to motivation. These include Abraham Maslow’s hierarchy of needs, Frederick Herzberg’s study of hygiene and motivational factors, Douglas McGregor’s Theory X and Theory Y, Theory Z, Victor Vroom’s Expectancy Theory, J. Stacy Adams’ Equity Theory, and Reinforcement Theory.
Daniel Goleman defined an important aspect of human skills in his work on emotional intelligence. Emotional intelligence is tied closely to management effectiveness and ultimately organizational behavior; it suggests that a manager’s performance may be influenced by several factors:
. Self-awareness—understanding your moods and emotions.
. Self-regulation—thinking about your actions and controlling destructive ones.
. Motivation—working hard to accomplish your goals.
. Empathy—understanding the emotions of others.
. Social skills—developing good connections and relationships with others.
Understanding emotional intelligence is especially important in light of changes in organizational structures, which have created firms with less hierarchy and closer peer contact.
Motivation
Motivation is an important driver in an organization and is crucial to the management of intellectual capital. Motivation underlies what employees choose to do (quality and/or quantity), how much effort they will put into accomplishing the task, and how long they will work in order to accomplish it. Employees who are motivated will work more effectively and efficiently and shape an organization’s behavior. A motivated workforce will have a strong effect on an organization’s bottom line. Motivation is strongly tied to job satisfaction. Job satisfaction is how individuals feel about the tasks they are supposed to accomplish and may also be influenced by the physical and social nature of the workplace. The more satisfied employees are with their jobs, the more motivated they will be to do their jobs well.
There are several important studies relating to motivation. These include Abraham Maslow’s hierarchy of needs, Frederick Herzberg’s study of hygiene and motivational factors, Douglas McGregor’s Theory X and Theory Y, Theory Z, Victor Vroom’s Expectancy Theory, J. Stacy Adams’ Equity Theory, and Reinforcement Theory.
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