Intelligence Leadership Research Articles

Resonant leaders: an impetus to change the organizations

Purpose – The purpose of the paper is to discuss about being a resonant leader during a change process of learning, unlearning and relearning. Design/methodology/approach – The paper is a viewpoint. Findings – To embrace and accept change in the organization, emotionally intelligent resonant leaders are required who would guide them through shared vision, compassion and overall positive moods. Originality/value – The paper makes a pioneering effort to explain new type of leadership style necessary for any change to occur in the organizations.

리더의 감성지능, 진정성과 부하의 셀프리더십 및 혁신행동의 구조적 관계에 관한 연구

리더의 감성지능, 진정성과 부하의 셀프리더십 및 혁신행동의 구조적 관계에 관한 연구

Relativistic complexity, adaptive governance and the intelligence leadership

Abstract Recognizing the inherent strengths and weaknesses of human agents and organizations, as well as changing characteristics and behavior of the interacting agents is the key fundamental to better adaptation, leadership, governance, resilience and sustainability. In all human organizations, the agents are human beings each embedded with an intrinsic intense intelligence source that could easily transform their behavioral schemata. Thus, contradictory to the Newtonian/design paradigm, the group/organizational dynamic of human agents is complex, nonlinear, constantly/continuously changing, and can be unpredictable. In addition, complexity in the human world can be relativistic. Consequently, human agent/organization may perceive certain spaces of complexity as spaces of relativistic order – relativistic complexity. In particular, due the presence of the intense mental dimension in humanity – complexity is in the mind of the beholder. In human existence, leadership and governance are spontaneously emerging key requirements – a primary trait for collective survival. Currently, with more knowledge-intensive and participative new agents (self-powered intrinsic leadership) who possess modified beliefs, values, norms, and expectations that are dissimilar from the older generations, governance and leadership need deeper analysis and redefinition. Traditional governance systems in all categories of organization are manifesting their constraint, vulnerability, and incompetency, in particular, incoherency due to new values and cultural pressure, and their associated self-organizing networks – especially informal networks that demand change, a more commonly observed worldwide phenomenon. In this respect, special attend has to be focus on the highly nonlinear relational parameter is beneficial. This study adopts the intelligence mindset that concurrently focuses on intelligence/consciousness-centricity, complexity-centricity, and network-centricity as the new strategic path towards better adaptive governance and the new leadership. It concentrates on the self-powered agents that are also intrinsic leaders/actors. The new intelligence leadership focal point include nurturing intense collective intelligence (more actors), the critical ability of self-organizing communications, immersion of leadership nodes in networks/clusters (including e-governance), increasing coherency of complex networks (interdependency of network of networks, network management), exploiting selected spaces of complexity (complexity management), and intelligence-driven self-transcending constructions that better facilitates emergence through ‘multi-lateral’ dynamics (minimizing ‘direct’ governance). This intelligence governance strategy emphasizes that mass lateral collectivity rather than selective enforced hierarchical empowerment is the more effective approach in the present contact. Fundamentally, optimizing the ‘everybody is in charge’ phenomenon frequently is a more viable option.

William Donovan, the Office of Strategic Services, and Catholic Intelligence Sources during World War II

The Office of Strategic Services (OSS), an American intelligence agency during World War II, demonstrates the changing nature of anti-Catholicism within the American national security state during and after the war. Led by the Catholic lawyer, soldier, and politician William J. Donovan (1883−1959), the OSS eagerly sought to utilize Catholic individuals, ideas, and institutions as part of the war effort. The OSS worked with prominent Catholic leaders at home and abroad in an attempt to both guide Catholic perceptions of the war and leverage Catholic institutions as sources of strategic information. Somewhat paradoxically, the OSS and Donovan were interested in this information at least in part because of anti-Catholic assumptions then prevalent within the defense community and broader American culture. These anti-Catholic ideas shaped American intelligence operations during World War II and inadvertently increased demand for Catholic and other minority religious expertise within the post-war American intelligence system. The OSS’s success in working with Catholic institutions, including the Holy See, helped convince American defense and intelligence leaders of the strategic necessity of religious toleration and contributed to the growing pluralist discourse within the domestic United States.

Organisational support for nurses in acute care settings: a rapid evidence review

Background: It is recognised that if high standards of patient care are to be provided, nursing staff need to be supported in managing the emotional component of their work. Objective: The purpose of the review reported here was to examine the relevant literature to determine which approaches to staff support are effective in enabling nurses to manage the emotional content of their work. Design: A Rapid Evidence Assessment was conducted. Methods: Rapid Evidence Assessment methods were used to identify and evaluate the relevant literature. Data sources: Peer reviewed journal papers retrieved as a result of a systematic literature search. Results: A total of 1,869 papers were identified following two searches of electronic databases and 25 papers were included in the review. Thematic analysis identified three main themes in the papers: The importance of leadership-particularly emotionally intelligent leadership; the impact of aspects of the emotional content of nurses’ work on their practice; and approaches to supporting staff. Conclusions: The results confirmed the recognition of staff support as being crucial to patient care, and the role of leadership and a number of specific interventions including mindfulness, reflection and supervision were reported. However although there are many approaches to the provision of emotional support for nurses, there is little evidence to demonstrate their widespread implementation. It is accepted that emotion is central to nursing, yet how best to manage this in an organisational context is less clear.

Leaders’ Emotional Intelligence and Employees’ Performance: A Case in Nigeria’s Public Healthcare Sector

Undoubtedly, multiple competencies are essential for effective leadership and identifying specific competencies that will foster employees’ performance, is a veritable venture. This study explores the impact of leaders’ emotional intelligence on employees’ performance within Nigeria’s public healthcare sector and also provides perspective on the contextual underpinnings. It adopts the survey method and randomly samples leaders and employees within the sector. Data analyses using the t-test and hierarchical regression analytical tool, reveals a significant correlation between the emotional intelligence of leaders and the performance of employees. The study finds that the task of leadership, coupled with the multiple challenges within Nigeria’s public healthcare sector, requires a reasonable measure of emotional intelligence in order to facilitate employees’ performance.

Higher educational institutes as learning organizations for employer branding

Purpose– Contemporary organizations emphasize upon continuous learning to be able to face the environmental dynamism and further build a learning organization. The purpose of this paper is to reflect the conceptual framework of learning organization, integrating variables at individual, team, and organizational levels.Design/methodology/approach– The framework has been devised through the review of literature from 1950s to 2014 using the databases of EBSCO, Emerald, Proquest, Science Direct, and Scopus to ensure the reliability.Findings– The variables are resonant leadership style, knowledge management, intrapreneurship, total quality management (TQM), and supportive learning culture. Resonant leaders are emotionally intelligent leaders who evoke positive emotions among their subordinates through setting an example, ensuring mindfulness, hope, and compassion. Knowledge management is basically creating, transferring, maintaining, and organizing knowledge in organizational repositories. Intrapreneurship is the initiative and risk taken by the employees. TQM is a management practice that promotes total involvement, continuous improvement, and reflexive decisions taken by team members. Supportive learning culture pushes individuals toward a common goal, which is further facilitated, by open communication, affective and cognitive trust, and organic structure. These factors pose as enablers to foster continuous learning among employees. A learning organization, therefore, can establish a strong employer brand by enhancing employees’ emotional attachment and further aides’ attraction and retention of talent.Originality/value– So far, all these important variables have been ignored in the academic literature especially in the context of educational institutes as learning organizations. Also, there is a void in academic literature with respect to integrated model of learning organization. In this way, the paper tries to fill the gap by developing a conceptual framework of learning organization, followed by discussion and managerial implications.

Emotional Intelligence and Transformational Leadership Skills of Correctional Officers of West Bengal

Emotional Intelligence and Transformational Leadership Skills of Correctional Officers of West Bengal

Leaders Lacking Emotional Intelligence: Towards A Theory Of Tobephobic Leaders

Does a theory on tobephobic leaders (TLs) exist? In attempting to advance a theory on TLs, it is very pertinent to ask: Who are intelligent leaders? Research strongly suggests that intelligent leaders can mean numerous things because this conceptualization of intelligent leaders can be based exclusively on their intellectuality (cognitive abilities - IQ), or their emotionality (emotional intelligence EQ), or a combination of both. Expectedly, leaders who intellectualize and depend solely on their cognitive skills would tend to avoid the conscious recognition of the emotional basis of their decisions by substituting a superficially plausible, but questionable, explanation for their workers. On the other hand, leaders who base their decisions solely on their emotions can be accused of being irrational and not being task-oriented. The complexities of modern organizations in the twenty-first century require a new focus on leadership that extends well beyond possessing cognitive abilities alone. The focus of this paper is to advance a theory of TLs because no such attempt has yet been made globally. The primary objective of this article is to expand the notions of leadership that are currently in practice in organizations. Such a theory could make a major impact on how we view leadership practices in different organizations and could, therefore, make a significant contribution to our understanding of leadership activities. The theory of TLs will be embedded in two dimensions of leadership: intellectuality and emotionality. Hence, relevant research will be cited to evoke the prevalence and effects of TLs on human resources.

Including Emotional Intelligence in Pharmacy Curricula to Help Achieve CAPE Outcomes

The importance of emotional intelligence (EI) for effective teamwork and leadership within the workplace is increasingly apparent. As suggested by the 2013 CAPE Outcomes, we recommend that colleges and schools of pharmacy consider EI-related competencies to build self-awareness and professionalism among students. In this Statement, we provide two examples of the introduction of EI into pharmacy curricula. In addition, we provide a 4-phase process based on recommendations developed by EI experts for structuring and planning EI development. Finally, we make 9 recommendations' to inform the process of including EI in pharmacy curricula.

Analysis on the Types of Infant Leaders' Images among Early Childhood Teachers

This study has purpose to identify image of leader infant on site recognized by early childhood teachers based on specific and subjective opinion by investigating deeply early childhood teacher's recognition of leader infant. To see the characteristics of image type and characteristics by type on leader of infant, Q-method was applied. Data composed Q-population from 200 early childhood teachers, collected P-samples from 36 early childhood teachers to analyze. In the result of this study early childhood teachers recognized images of infant in leader as 3 types such as intelligent, sociable, and curious leader types.

The influence of trait-emotional intelligence on authentic leadership

Orientation: Authentic leadership is a relatively new construct that has recently gained increasing attention resulting from challenges faced by organisations relating to ethical meltdowns, corruption and fraud.Research purpose: This study seeks to explore the relationship between components of emotional intelligence and authentic leadership.Motivation for the study: Several authors called for more empirical investigations into the antecedents of authentic leadership. Despite the important role that emotions play in leadership, empirical studies were lacking about the influence of different components of emotional intelligence to authentic leadership.Research design, approach and method: Data were collected, using questionnaires obtained from 341 full-time employed applicants to MBA and leadership programmes in a South African Business School. Relationships between variables were analysed, using Pearson product-moment correlations and stepwise multiple regression.Main findings: The results indicated that emotional intelligence has positive statistically significant associations with authentic leadership. Specifically, those who scored high on all the emotional intelligence components also scored high on authentic leadership. In addition, the emotional intelligence component of empathy was a statistically significant predictor of authentic leadership.Practical/managerial implications: Initial findings suggest the potential value of recognising and developing the emotional intelligence of leaders to enable them to lead their organisations authentically to desired, successful outcomes. As empathy has been shown to be the most important emotional intelligence predictor of authentic leadership, leaders need to understand when subordinates perceive a leader as displaying empathic emotion.Contribution: This study contributes to the literature and empirical research on the antecedents of authentic leadership.

Valuing Human Significance: Connecting Leadership Development to Personal Competence, Social Competence, and Caring

This chapter examines humanistic ways of understanding learning; connects leadership learning to the concepts of personal competence, social competence, and caring; and introduces the model of emotionally intelligent leadership.

A Qualitative Analysis to Determine the Domains and Skills Necessary to Lead in Public Health

Leadership programs in public health have been declining in numbers since 2012. The decline in training programs could be due to the lack of outcome‐based results and the lack of a manageable set of standardized skills needed for public health leadership. A comprehensive study was completed in two phases to determine if the current model of public health leadership institutes is effective at generating outcome‐based results. The following paper will focus on the first phase of the study. The first phase included a qualitative analysis to determine the domains, definitions, and skills needed to lead. An analysis of the skills, domains, definitions, and traits included in five established and commonly used leadership models/theories in public health leadership development (Transformational, Servant, Appreciative, Collaborative, and Emotional Intelligence leadership) plus the National Public Health Leadership Development Network (NLN) Leadership for Community Health, Safety & Resilience Competency Framework was completed. Of the 161 different skills, definitions, traits, and/or competencies from the five leadership models and the NLN competency framework, 123 were determined to be related to one of six domains needed for leadership and were defined into 21 skills. The findings could lead to more uniformity in public health leadership development and evaluation.

The art of influence: apply emotional intelligence and create time and space for thinking

Purpose – This paper aims to explore how emotional intelligence and the emerging field of neuroscience can tell us much about how leaders can use their own emotions to positively influence people. The ability for leaders to positively influence others is a critical skill and yet it is often identified as a gap in leadership teams. Design/methodology/approach – The paper draws on the work of Goleman, Kline, Ramachandran and Schwartz, as well as the author’s own recently published book. Findings – An emotionally intelligent leader, rather than assuming that those who speak the loudest have the most valuable contribution will be more likely to understand and value different thinking and personality styles and will take active steps to create an environment where people feel safe to contribute their very best thinking. Practical implications – This paper provides useful, practical advice to those involved in leadership development or leaders themselves who want to better understand how they can improve their ability to influence others. Originality/value – The paper provides practical advice, grounded in research, that professional learning and development executives or leaders themselves can put in action.

Leadership Intelligence Before and After Participation in UGL Leadership Training

The aim of this study was to examine whether there was a difference in three types of leadership intelligence (spiritual intelligence, emotional intelligence, and rational intelligence) before and after participation in a specific leadership training course. Leadership intelligence was assessed with the aid of the Leadership Intelligence Questionnaire (LIQ; Daderman, Ronthy, Ekegren, & Mardberg, 2013). The study included 125 participants (M = 38 years, SD = 8), 82 of whom were women. The participants achieved significantly higher mean scores in the three types of leadership intelligence after participation in leadership training, than their mean scores before the training. This professional development program may have contributed to the increase in leaders’ mean scores in leadership intelligence, hopefully leading to a higher quality of leadership.

Hillel the elder: A Talmudic perspective of his leadership intelligence

There is a great deal of interest in discovering the secrets behind quality/good leadership as this is the backborne for organisational or national success. This article traces and reviews Hillel the Elder`s leadership intelligence, which saw him rose from being a woodcutter to became the ‘Nasi’ (President) of Israel, from a Talmudic perspective. Relevant literature from the Babylonian Talmud, journal articles and other Jewish books was reviewed in order to bring to light some of the secrets behind Hillel the Elder`s leadership intelligence. A number of leadership lessons were discovered and are discussed in this article. This article will go a long way in influencing leadership practices in the 21st century given the rampant corporate failures due to mismanagement, corruption and misappropriation of funds

A tautology of ancient leadership intelligence: An interpretive auto-ethnographic research

The main purpose of the article was to look into how business and management could extract from ancient data base of leadership intelligence for solutions. The article cherry picked a few great historical leaders who won wars using their leadership intelligence. An Interpretive auto-ethnography methodology was used and strategic intelligence qualities such as Changing the mood, Boldness of vision, Doing the planning, Leading from the front, Bringing people with you and finally Likeability Factor was explored from these leaders. The results was that all the above mentioned strategic intelligence qualities were quintessential for these historical leaders to achieve their objectives hence business and management today can learn and tap from these qualities for a competitive strategy.

Assessing Emotional Intelligence in Leaders and Organisations: Reliability and Validity of the Emotional Capital Report (ECR)

This study examined the reliability and validity over a 5-year period of a new measure of emotional intelligence (EI), the Emotional Capital Report (Newman & Purse, 2007), in a sample of 6,874 professional people from 11 different geographical regions. Results indicated that the ECR had adequate factor structure and the component scales had good internal consistency and test–retest reliability. Age and gender analyses revealed minor differences between males and females on seven ECR scales and significant age-related differences across all scales. The ECR scales had a meaningful pattern of convergent validities in relation to measures of normal personality, depression, and psychopathology. Construct validity revealed that although measuring similar constructs to personality and another well-known general measure of EI, the ECR was measuring something distinctive that pertains to the experience of people in professional roles. Furthermore, high scores on the ECR correlated with jobs involving high emotional labour requirements. Results indicated that these groups scored consistently higher on all ECR scales. It is recommended future research develop strategies for further validation of the ECR, as well as the construct of EI.

A Study of Behavioral Training as Talent Management Strategy in Organisations

The current paper aims to investigate the importance of behavioral training and development in organizations for talent management. The importance of technically strong employees is always there in organizations, but managing people is not same as managing technology. people are motivated to work, they can use their technological strengths for the companies' betterment. Because of the lack of behavioral skills they often lack leadership skills. This paper is based on extensive literature review, to understand the importance of Behavioral Training as Talent Management strategy in Organizations in current scenario. Now organizations need leaders not only good employees, keeping this in mind organizations are giving more importance to behavioral skill training to develop managers as leaders. Behavioral skills training helps you to understand who you are and what you want to be. Behavioral training aims at developing skills for self-regulation of brain activity. The importance on behavioral training is increasing worldwide as Prof Buddhadip Mukharjee of Indian Institute of Social Welfare & Business Management (IISWBM) shared his expertise on Organizational Behavior to working executives of UK, MALAYSIA, SOUTH AFRICA, MIDDLE EAST, SINGAPORE & INDIA by interactive classes through TeamViewer. In today's time survival of the business is not the only requirement, it should have the sustainable growth also in global economy and for that companies are working on developing, maintaining and retaining the talent through talent management strategies. Training is one of the many strategies companies are working on and behavioural training is getting more concerned because its not your ability but your attitude which make you successful in job. Behavioral skills are the requirement not only for survival but for the balance of personal and professional life too. Today's stressful life of employees is being constraint for their best performance in job, for this reason too Organizations are giving importance to Behavioral Skills Training not only for managerial people but for all employees in organization. Many Research papers have put the light on the behavioral training and how organizations are conducting these training. Here in this paper the light has thrown on the importance of behavioral training for talent management in organizations. Companies are understanding the importance of these trainings that's why they are more concerned about program like mentoring and coaching which can be the talent management strategy for companies. If you think about the leaders with whom people most want to work in an organization they probably have this ability to exude upbeat feelings. It's one reason emotionally intelligent leaders attract talented people- for the pleasure of working in their presence. Daniel Goleman - The New Leaders These lines of Daniel reflect the importance of behavioral skills for a leader or manager.