Daniel Goleman’s 1995 book ‘Emotional Intelligence’ introduced a whole new perspective on predicting and analysing employee performance. The author, one of the world’s leading EQ academics, suggested that there is far more to being successful than high levels of cognitive intelligence. Goleman suggested ‘emotional intelligence’,...
Emotional intelligence (EQ) is a different type of intelligence. It’s about being “heart smart,” not just “book smart.” The evidence shows that emotional intelligence matters just as much as intellectual ability, if not more so, when it comes to happiness and success in life. Emotional...
Employee engagement describes the process of encouraging a positive attitude amongst employees in order to maximise their performance. Unlike performance related pay, for example, initiatives to improve employee engagement are not written in an employee’s contract. They instead aim to create an environment where employees...
The people of a business are the most important and most valuable resource it has. In order to retain employees and get the most out of them, they have to be motivated and engaged in what they do on a day to day basis. So what...
The Integrated Psychological leadership model is so called because it integrates the thinking behind the four other leadership models sub-groups, while also addressing the leader's inner psychology, which tends not to be considered in other more traditional or conventional types of leadership models. James Scouller's...
Trait-based leadership - the oldest type of thinking about effective leadership - is defined as integrated patterns of personal characteristics that reflect a range of individual differences and foster consistent leader effectiveness across a variety of group and organizational situations (Zaccaro, Kemp, & Bader, 2004). Basically,...
This Model by Paul Hersey and Ken Blanchard also argues that leaders must change their behaviour according to the circumstances. This theory is based on the concept of variable leadership, where, depending on the situation, a leader is able to adapt to suit the current...
Bolman and Deal argued that leaders should look at and approach organisational issues from four perspectives, which they called “frames”. In their view, if a leader works with only one habitual frame of reference, he risks being ineffective. The four frames they proposed were; Structural, Human...
Fiedler’s argument was that a leader’s effectiveness is dependent on two forces: situational favourableness and his/her own style. For Fiedler, there were three factors determining the favourableness of a situation; How much trust, respect and confidence exists between leader and team? How clearly the task is...
Robert House believed the main role of a leader is to motivate his followers by increasing or clarifying the personal benefits of striving for and reaching the group’s goal and clarifying and clearing a path to achieving the group’s goals. His theory matched ways of behaving...