Please respond to the below discussion questions:
In today’s market, global fortune 500 companies provide an organizational blueprint for shaping leadership, organizational culture and training programs. Global systems provide variation of goods and services to the masses located in many remote and nearby places. The consistent and expedited growth in technology of the 21st century has made it possible for some companies to become part of the Global fortune 500, also known as the Global 500, based on their substantial company revenue. As within most companies for profit, their goal is to achieve a level of success measurable by their monetary revenue. Such success is achievable by employees and determined by leadership. Leadership is a driving force and major component for the company’s success and for employee’s workplace satisfaction. Hence, leadership is the key component to obtainable success then it’s important for leaders to possess superior qualities that yield success. The concept of emotional intelligence is fairly new, coined in the 1990’s by Peter Salovey and John D. Mayer, offers understanding of superior leadership quality (Goldman, 2005). Training programs that develop leaders are evolving constantly in search of the formula to create exceptional leaders and positive workplace for employees. How does leaderships emotional intelligence impact the organizational culture and training programs, in global 500 companies to achieve the company’s goals? Gebauer and Lowman (2009) discovered employees who are engaged at work represent one fifth of the global workforce. Thompkins (2015) recognizes the lack of employee engagement and poor leadership are challenges for the success of companies. The purpose of this study is to examine how emotional intelligence among leaders in global fortune 500 company affect organizational culture resulting in high company achievement. Theoretical framework for this study is based on the theories of reasoned actions and is a quantitative study. The data will be obtained from a population that consist of both leaders and employees of a global 500 company, such as Walmart. Surveys and assessments will be the tools used to conduct study. Emotional intelligence will be determined based on qualitative assessment score of the leaders. The independent variable will be leaders with emotional intelligence and the dependent variable will be the companies organizational culture. Although emotional intelligence is a fairly new concept, it has been a pungent topic studied referencing leadership. Common themes emerging related to emotional intelligence in leadership are; impact emotional intelligence has on organizational culture and employee satisfaction and skills and essentials for leaders with emotional intelligence.
Literature Review Outline
The Impact of Job satisfaction relating to leaderships Emotional Intelligence
Thompkins (2015) focuses on the various ways leaders influence others and the role emotional intelligence has on employee engagement. Lowman (2015) discusses the connection between emotional intelligence and leadership by comparing individual’s emotional intelligence with their ability to be a successful leader. Bratton (2011) examines the impact of elements of emotional intelligence (EI), particularly those related to self-awareness, on self-other agreement and performance. Jansen (2014)explores how leadership is intrinsically an emotional process through which leaders recognize therefore altering the training and development for employees to be more successful.
The Influence of Leaders with Emotional Intelligence have on Organizational Culture
Llyas (2016) article presents the thesis as the impact of leadership, organizational culture, and emotional quotation pertaining to job satisfaction. Benjamin (2012) article examines leadership emotional intelligence skills learned in the human resource culture of an organization and how it affects success.Zammuner (2013) addresses modern organizational culture desire to improve workplace efficiency by evaluating leaders’ emotional intelligence and employee outcomes.
Relationship between Leadership and Cultural Intelligence
Ozturgut (2014) reviews the complex leadership adaptation in multi-cultural environments in his study by exploring the relationship between leadership styles and four elements of cultural intelligence.
The purpose of this study is to examine how emotional intelligence among leaders in global fortune 500 company affect organizational culture resulting in high company achievement. Common themes relating to emotional intelligence among leaders are; impact emotional intelligence has on organizational culture and employee satisfaction and skills and essentials for leaders with emotional intelligence. Literature review explores the impact of job satisfaction and company success relating to leaders with emotional intelligence. In addition, to the influence leaders with emotional intelligence have on organization culture. Lastly, analyzes of globalization and the relationship between leaders and cultural intelligence. Gaps thus far; global company’s success yield problems leaderships ability to guide organizational culture.
Benjamin, Bret. (2012). Emotional Intelligence and Organizational Culture. Insights to a Changing World Journal. (1), 52-64. Retrieved November 1, 2017
Bratton, V. K. (2011). The Impact of Emotional Intelligence on Accuracy of Self-Awareness and Leadership Performance. Leadership & Organization Development Journal., 32(2), 127-149. Emerald Group Publishing Limited; Retrieved November 1, 2017.
Gebauer, J. & Lowman, D. (2009). Closing the engagement gap. New York, NY: Penguin Group.
Goleman, D. (2005). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam
Jansen, C. A. (2014).Â Emotionally Intelligent Learner Leadership Development: A Case Study South African Journal of Education., 34 (1), 748th ser. doi:EJ1136438
Lowman, E. (2015). Emotional Intelligence in the Leadership Framework. Leadership & Organizational Management Journal., 1 (2), 3-14. Retrieved November 1, 2017.
Llyas, Muhammad; Abdullah, T. (2016). The Effects of Leadership, Organization, Culture, Emotional Intelligence, and Job Satisfaction on Performance. International Journal of Evaluation and Research in Education.(5)2, 158-164.
Osman Ãzturgut. (2014). Leadership Styles and Cultural Intelligence. Journal of Leadership, Accountability and Ethics vol. 11(3)
Thompkins, S. Y. (2015). Leader’s level of emotional intelligence and its influence on employee engagement: A case study.Â Retrieved from https://login.libproxy.edmc.edu/login?url=https://search-proquest-com.libproxy.edmc.edu/docview/1757740784?accountid=34899
Zammuner, V. (2013). Assessing and Training Leadersâ Emotional Intelligence, and Testing its Influence on Leadersâ Employees. Journal of Management & Change., 30/31 (1/2), 145-165. Retrieved November 1, 2017.
Preparing for the Literature Review
The chosen research topic relates to the influence of mentoring on the performance of African-American female. Research shows that females are discouraged from owning their businesses because they fear that they are not good (Collins et al., 2014). As more women make efforts to be successful business owners, they are discouraged by male leaders who instill fear in them that they are not competent enough to manage an organization. Some of these women are deprive of opportunities that could lead to career advance (Norman. 2012). This paper analyses six articles and explain the key terms that appeared from the articles.
St-Jean (2012) conducted a study to understand better ways to maximize learning during mentoring sessions. The participants used in the study were entrepreneurship in the province of Québec in Canada. The results suggest that mentees were able to receive novice learning from mentoring sessions. Mentees learned information they were not familiar with, about their purpose of seeking a mentor.
Latham, Ford, and Tzabbar (2012) conducted a quantitative study to decide how feedbacks from mystery shoppers can be used to mentor employees work performances. The participants used in the study were customers and employees of three restaurant chain in a metropolitan area. The results suggest that employees job performance increased when the feedbacks provided by mystery shoppers was used as mentoring tools.
Collins et al. (2014) conducted a qualitative study to investigate how mentoring improves academic womens careers. Eight participants who work in academia were used for this study and they belonged to the Womens Group Mentoring Program in the university they worked for. The results suggest that women had problems balancing their work and personal lives due to the research responsibilities they have with the university.
Norman (2012) conducted a qualitative study to explore effective strategies that could improve female coaching career development. The participants used in the study were six female senior national coaches in United Kingdom. The results suggest that one of the strategies that were used to develop female coaches careers was ensuring that they understand that coaching in the national level is accessible by women Blood et al. (2012) conducted a quantitative study to investigate the impact of mentoring on women in academia. The participants used in the study were one thousand one hundred and seventy-nine women and who were from Harvard Medical School. The results suggest that most faculty women do not have mentors and the ones who have mentors are not satisfied with the information they received from their mentoring sessions.
Ryan, Goldberg, and Evans (2010) conducted a qualitative study to explore the relationship of mentoring in a work environment. The participants used in the study were five and they work in a hospital that is in Eastern Canada. The result suggests that mentoring is part of nurses daily life at work.
One of the common themes across the article is open mindedness. St-Jean (2012) noted that one of the most important skills that is effective is having the ability to keep an open mind. Norman (2012) noted that we all come to the mentoring table with our own thoughts, our own value system, and our own prejudices. Latham, Ford, and Tzabbar (2012) said that the purpose of mentoring is to transform not only the mentored, but also the mentor. Collins et al. (2014) mentioned that for mentoring to occur, everyone needs to open their minds to new ways of thinking. It is not always easy, and it will be an ongoing process throughout the mentoring relationship.
Another theme that appeared across the articles is listening. Norman (2012) noted that participants felt that their mentors actively listened to them during mentoring sessions. Blood et al. (2012) pointed out that during morning session, mentors are focused on what the manatee is saying, and they reinforce what the mentee is saying by offering nonverbal cues, such as eye contact and nodding their head. Both mentors and mentees need to engage in active listening with one another.
Another theme that emerged was honesty. Ryan, Goldberg, and Evans (2010) mentioned that their mentors were honest with them and they were prepared to hear honest answers (or to deliver honest answers). St-Jean (2012) noted that it is not always easy to be completely honest, but it is important.
Another theme that emerged was deep reflection and self-awareness. Collins et al. (2014) explained that mentors and mentees took time to reflect on what they were discussing. Norman (2012)noted that taking time to reflect, however, can help people avoid automatic reactions and, instead, help each other grow.
Blood, E. A., Ullrich, N. J., Hirshfeld-Becker, D. R., Seely, E. W., Connelly, M. T., Warfield, C.
A., & Emans, S. J. (2012). Academic women faculty: Are they finding the mentoring they need? Journal of Women’s Health (15409996), 21(11), 1201-1208.
Collins, A., Lewis, I., Stracke, E., & Vanderheide, R. (2014). Talking career across disciplines:
Peer group mentoring for women academics. International Journal of Evidence Based Coaching & Mentoring, 12(1), 92-108.
Latham, G. P., Ford, R. C., & Tzabbar, D. (2012). Enhancing employee and organizational
performance through coaching based on mystery shopper feedback: A quasi-experimental study. Human Resource Management, 51(2), 213-229.
St-Jean, E. (2012). Mentoring as professional development for novice entrepreneurs:
Maximizing the learning1 mentoring as professional development for novice entrepreneurs: Maximizing the learning. International Journal of Training & Development, 16(3), 200-216.
Norman, L. (2012). Developing female coaches: Strategies from women themselves. Asia-
Pacific Journal of Health, Sport & Physical Education, 3(3), 227-238.
Ryan, A., Goldberg, L., & Evans, J. (2010). Wise women: Mentoring as relational learning in
perinatal nursing practice. Journal Of Clinical Nursing, 19(1-2), 183-191.
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