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Unformatted text preview: matter how strong their intellectual or technical skills, managers who care little about being cooperative and contributing members of their groups, who can't handle pressure, who easily explode and take their frustrations out on others, and who don't understand or appreciate the feelings L I A VO LU M E 2 1 , N U M B E R 5 N OV E M B E R/ D EC E M B E R 20 0 1 of others may be setting themselves up for derailment. Difficulty changing or adapting. Direct reports' ratings of their managers' resistance to change and ability to learn from mistakes were related to the emotional intelligence measures of stress tolerance and impulse control. A possible explanation for this connection is that managers who have a hard time with change often have a limited comfort zone. When they are forced outside that zone, it sets off anger and resentment, which in turn produces stress. POINTS TO PONDER
Four principal themes stand out from the relationships found between leadership abilities and emotional intelligence and between derailment characteristics and emotional intelligence: As organizations realize that the command-and-control, hierarchical model of leadership is no longer effective, they are increasingly moving toward a more participative management style. It appears that managers can more ea...
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This note was uploaded on 09/09/2009 for the course IT 1212 taught by Professor 1 during the Spring '09 term at Zhejiang University.
- Spring '09