Literature review 2222
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Nov 24, 2024
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Emotions and Emotions Processing: Literature review
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Emotions and Emotions Processing: Literature review
Alvesson, M. (2019). Waiting for Godot: Eight major problems in the odd field of leadership studies.
Leadership
,
15
(1), 27-43.
The article offers a theoretical and practical issue related to the study of leadership. According to Alvesson, most of the knowledge derived from leadership studies is weak because it relies on shaky sources of information like questionnaires and interviews of only one source. He observes that many managers have an exaggerated version of their leadership that is not matched by the observations or interviews made by subordinates and colleagues. Alvesson notes that many of the findings in the leadership studies are unreliable as the information was not carefully observed or checked through questionnaires, interviews with a single source, or experiments in simplified and artificial settings. The author says that studies of leadership must concentrate on more positive routes and look into what "real organizational life" involves. According to him, a more moderate view of the role of leadership does not mean it is not essential, for it always plays some role, sometimes a significant one. However, he advises against prescribing transformational, authentic, servant, shared, or other types of leadership as a formula for excellent organization or correlating abstract independent, mediating, and dependent variables. The article by Alfred Alvesson emphasizes that leadership studies shift from unreliable information to a simplistic model of leadership. Researchers must develop more complex and context-sensitive approaches considering organizational life's messy, political, and complicated realities.
Edelman, P., & van Knippenberg, D. (2018). Emotional intelligence, management of subordinate's emotions, and leadership effectiveness. Leadership & Organization
Development Journal, 39(5), 592-607.
The article offers a detailed overview of emotional intelligence and leadership links. It
discusses the developments, debates, and criticisms of emotional intelligence as applied to
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leadership. The author looks closer at the psychometric aspects of the MSC test in an Eastern European culture. In this cultural context, it presents findings on the reliability and validity of
the test. This article thoroughly reviews and provides empirical evidence on the relationship between emotional intelligence, intelligence, and leadership. In addition, it helps to understand emotional intelligence in different cultural settings and its significance for leadership effectiveness. There are, however, certain limits to generalizing the findings to broader populations, such as when some studies focus on particular cultural settings. The controversy and criticism surrounding emotional intelligence might not be addressed comprehensively, which may result in a one-sided perspective.
Further studies on many more cross-cultural studies would help to understand the universality of emotional intelligence in leadership. They provided a balanced perspective by addressing the criticisms and controversies surrounding emotional intelligence—the practical dimensions and their relevance to leadership development and organizational effectiveness. The papers offer critical perspectives on emotional intelligence, intelligence, and leadership; however, more studies need to be conducted, considering limitations and other angles to expand in this area.
Eagly, A. H., & Heilman, M. E. (2016). Gender and leadership: Introduction to the special issue.
The article focuses on the challenges women face in leadership positions across varying organizational contexts. Eagly & Heilman (2016) state that when women leaders are brought on board, it is usually because the organizations are distressed. Hence, their shortage in such situations only weakens the case for women leaders. In addition, even the few women
occupying leadership positions in male-dominated organizations may not help promote women junior, preventing women's growth into leadership positions. The article presents important theoretical and practical questions regarding gender and leadership. It is also
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supported by empirical data that different organizational contexts apply pressure in various forms for women. Group structure structural elements can interact with women's gender representation in producing outcomes for women as group members. The author highlights the necessity of additional research to reveal other aspects of group structure that may promote or obstruct women as leaders. However, the article does not thoroughly discuss the theoretical and practical problems with gender and leadership. The report does not discuss how cultural and social norms and leadership development programs may affect women's leadership. Overall, the article is a good point of start for future work on gender and leadership, but more work is required to unravel the involved problems properly.
Emotions and Process Emotions
These articles highlight the significance of emotions in leadership and the difficulties of grasping and incorporating emotions into leadership. The issue of emotions and how they relate to leadership is an integral experience of my experience in my current workplace. The emotions leaders exhibit when linking to their followers and how they reach decisions are crucial. The articles argue that emotions are usually ignored in leadership studies, creating a gap in our knowledge of the effect of emotions on leadership practices (Eagly & Heilman, 2016; Alvesson, 2019). Effective leadership requires emotional intelligence. Emotional understanding helps leaders connect with their subordinates and instill trust.
Emotions in Leadership
The articles stress the importance of emotions in leadership and how leadership emotions should be handled correctly (Eagly & Heilman, 2016; Alvesson, 2019). I have seen the effect of emotions that influence the communication between leaders and their teams that shape decision-making, motivation, and team dynamics that I have witnessed in my workplace. The insights of the articles illustrate the experience of emotions in relation to effective leadership.
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Emotional Intelligence
Moreover, as discussed in the articles, emotional intelligence plays an essential role in
effective leadership. According to Eagly & Heilman (2016), emotional intelligence is the ability to identify and manage an individual's and other people's emotions. As a leadership skill, emotional intelligence enables leaders to connect with their followers and build trust (Edelman & van Knippenberg, 2018). Emotional intelligence positively affects my leadership
because it leads to trust, empathy, and effective communication among the team.
Future Leadership Approach
Considering the lessons from the readings, I am determined to lead into the future by supporting a leadership style that recognizes and incorporates feelings meaningfully. This entails creating a workplace that promotes emotional intelligence, open communication, and sensitivity toward the needs of others (Eagly & Heilman, 2016). I want to foster a workplace culture that emphasizes emotional health and the overall growth of the team members. Additionally, I will encourage free discussion on the role of emotions in leadership and provide a forum where team members can freely express their feelings. I will ensure a team with emotional intelligence and empathy to understand and manage emotion. The articles have offered helpful thoughts on the importance of emotions and emotional intelligence to leadership. These insights will be integrated into my leadership approach to take my team to the future with enhanced consideration of emotional intelligence, open dialogue, and empathy, providing a conducive work environment.
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References
Alvesson, M. (2019). Waiting for Godot: Eight major problems in the odd field of leadership studies.
Leadership
,
15
(1), 27-43.
Eagly, A. H., & Heilman, M. E. (2016). Gender and leadership: Introduction to the special issue.
Edelman, P., & van Knippenberg, D. (2018). Emotional intelligence, management of subordinate's emotions, and leadership effectiveness.
Leadership & Organization Development Journal
,
39
(5), 592-607.
Your preview ends here
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