Development Validation Emotional Intelligence â€Free samples

Questions: 1. Response to leadership behaviour and modeling 2. Lack of principles of emotional intelligence 3. Stores manager expected action 4. Relationship between store manager and staff morale and its effects 5. Misinterpretation of cultures behaviour 6. Solution to cultural misinterpretations 7. Culture expression and communication promotion 8. Uncooperative employee management 9. Learning, personality communication styles on employee behaviour 10. Managing own emotional, team and performance needs 11. Employee emotions, development and team performance needs 12. Relation between emotional effective people and business objectives 13. Emotional impact and decision making 14. Emotional decision making process 15. Employees policies, procedures, legislations and safety concerns Answers: 1. The Wollongong NSW stores manager behaviour is characterized with poor leadership and lack of emotional awareness. The best approach to respond to her is by acting with integrity and avoiding confrontational approach. First set a meeting with her, secondly during the meeting we mutually agree I voluntarily take ownership of what is happening in the organization. Thirdly, is to try and bring calm among employees telling them that the current concerns are being acted upon by top management. According to DiPaola Tschannen-Moran (2014) cultivating a positive leadership behaviour model involves; avoiding cases that may lead to embarrassment of workers, cultivating moral and ethical behaviors, jointly participation on responsibility with all team members, and lastly capitalizing on the strength of all the current team members. 2. There are five principles of emotional intelligence that the store manager did not demonstrate they include; self-awareness, self-control, adaptability, empathy and conflict management. Goleman, Boyatzis, McKee (cited in 2013) stated that the principles of emotional intelligence are recipe to good leadership. The store manager lacked self-awareness by not recognizing own emotions where she was seen to be stressful. The manager also lacked self-control by not managing own emotions by yelling to departmental managers. The manager lacked adaptability by not adopting to the current competitive changes in the industry. In addition the manager did not show empathy by ignoring views and perspective of others. Lastly the store manager lacked conflict management skills by not resolving matters in a calm way or in a professional way. 3. There were certain actions that the manager should have demonstrated to cultivate positive leadership. The store manager should have established current real facts of the problem before making quick judgments and actions. She needed to focus on the current work environment by establishing organizational strength and capitalizing on them, and identify ways of addressing organizational weaknesses. The store manager should have encouraged participative approach in addressing the situation. Participation among employees in making decisions jointly (Brownell 2015). In addition the store manager should have carried out a self-evaluation to identify own weaknesses, and ways to manage any stress related situations. Lastly the store manager should have taken full responsibility or ownership of the situation that increased employee job security and confidence in work (Armstrong, 2013). 4. The relationship of the store manager behaviour and employees morale is a negative one. It is characterized with lack of emotion control, dominance with one party, lack of confidence; blame game, lack of cooperation, uncertainty and tensions at work. Negative relationship in working environment is stated to be one of the recipes to failure and good working performance (Ramsdal 2016). The relationship within the institution has resulted to employee wanting to leave the organization, departmental managers setting unrealizable sales targets to sales persons. These affect relationship between parties they become disrespectful and non-cooperative. There is rising tensions and job security uncertainty. The indicators show development of lack in trust in work environment. The eventual result is decrease in overall performance of the organization. 5. From the case extract two examples of misinterpretation of behaviour manifested by the workforce include; lack of cultural misunderstanding, ignorance and communication, and lack of awareness of different societal lifestyles practices (Ramsdal 2016). The woman employee and the other employees were unable to understand the different societal lifestyles practices between them. Such misinterpretation of behaviour result to confusion, misunderstanding, and conflict among the employees. The cultural differential behaviors among employees was not interpreted and communicated to them, this lead to the current situation in which the workforce were ignorant and insensitive to each other. They need to tolerate each other. 6. The employee who brought the complaint need to be explained the need of knowing the different cultures, and how they influence work relationships and practices, work need to understand how diverse relationship can be developed and encouraged by recognizing each other behaviors, beliefs, and practices and respecting them. Other expectations among employees are the need to have a creative cultural communication mechanism that will serve the purpose of dealing with misunderstanding and conflicts resulting from workforce cultural diversity. They need to have a multicultural collaboration mechanism that will help them work harmoniously and reduce conflicts (Sue Rasheed 2015). 7. Cultural expression is important in management of cultural diversity in working environment. It can be developed by avoiding any kind of misjudgments, learning to listen and tolerating others, accepting and appreciating other cultural differentials, and taking a leading role in mentoring and empowering individuals to participate in cultural events and functions. Cultural communication is important in ensuring each working employee is working together and understanding each other cultures, beliefs, and practices (Matsumoto and Hwang 2016). Cultural communication can be promoted by employees by overcoming language barriers, setting a common interest working environment, and meeting employee communication needs from different cultures. 8. There is need to understand how the employee feels by adopting some of the principles of emotional intelligence (Brett et al, 2016). Example of the principles of emotional intelligence to adopt include: self-awareness, self-control, empathy, and conflict management. I will practice self-control by managing emotions when addressing the matter. I will meet with employee and practice empathy to understand how the employee feels and opinions towards trainings and team building sessions, and reasons why the employee is against such events and sessions. Through conflict management resolutions skills we will be able to identify the best solutions to the given problem. 9. It is critical to understand the learning, personality and communication styles to be able to deal with the employee. The employee prefers to learn alone in solitary, do not like sharing ideas, and is an introvert does not enjoy company of the others. It is then important to combine the three styles and principle of emotion known as empathy. Using empathy one will be able to understand what the employee feels, reasons, and own fears. Better ways can be employed to integrate the employee to accept the trainings and integrate with others via team building initiatives (Nguyen et al, 2016). 10. In ensuring a balance of own emotional, team and performance needs are met a comprehensive approach involving some of the principles of emotion intelligence will be employed. In addressing the matter self-control will be the basis of all judgments and resolutions. Explanation to the employee will be done on the role the importance of working in cohesiveness, and motivating employee (Delahaij, van Dam, 2016). Integration of employee to consultative programs will encourage participation and increase performance needs to the organization. The employee can be given position as group/ team leaders or given tasks to present during such events or occasions. 11. The employee emotional, development and team performance needs can be enhanced through a contextual mechanism. Through empathy, it will be possible to identify employees reasons against trainings and team building sessions, and provide additional avenues that the employee prefers. Explaining to the employee is necessary regarding the importance of trainings and need of engaging with others in teambuilding activities. Other way of promoting performance needs is to engage the employee to tasks, and encouraging leadership roles. Understanding the employee will motivate the employee to think he is important and accepted by the organization and other employees (Gagn and Howard, 2016). 12. There is close relationship between emotional effective pressure and achievement of business objectives. Emotional effective people are characterized with self-motivation, confident, love work, set and achieve realistic targets. It is necessary for management of Wollongong hardware to set realistic sales performance to employees but make sure they are emotionally motivated to make them effective. Ahuja (2016) state that employees can effectively be motivated through number of contextual factors which include; instituting employee welfare programs that cover health, safety and wellbeing. In addition they need to engage employees in a consultative manner in order to tap the strength of the employees 13. Direct consideration of employee emotion can lead to better decision making in achieving intended business objectives. Better decision making is a consciously activity that require a sound mind in order to be able to choose the best alternatives or solutions. Sales targets can be achieved if only better decisions are made with positive emotionally workforce. A positive emotional person can easily make justifiable decisions that lead to accomplishment of intended objectives (Krishnakumar et al 2016). Creation of a conducive, non-pressure and good working environment can be useful in setting a well emotional stability conducive for employees to make effective decisions. 14. The decision making process should be emotional process involving every of organization members. The process of decision making will involve top management identifying the problem facing sales drop followed by an evaluation of solutions to address it. The top management will be required to set and agree on the required particular sales performance targets with its sales force. In addition they will provide any exclusions and inclusions from various functions. All members will expected to participate in implementation process by meeting required sales targets. The last stage required all members to monitor, and communicate their performance (Kanbur Ronconi, 2016). 15. The management of employee emotional needs and work performance requires addressing a number of contextual factors which include: the code of ethics both external and internal governing employee profession, work place safety and health acts, organizational policies on management of human resources, employee procedures manuals, national acts on management of employees, and other existing welfare programs for employees. Decisions within the organization will depend on integration of the factors to avoid conflicts, costs or legislative court battles. They will help in modeling Wollongong employees positive behavior, inspire them, create emotional awareness and promote positive team building (Almatrooshi Singh, 2016). Reference lists Ahuja, S., 2016. The impact of emotional intelligence on an organizational leader's ability to make effective decisions. International Journal of Research in Finance and Marketing, 6(1), pp.105-112 Almatrooshi, B. and Singh, S.K., 2016. Determinants of organizational performance: a proposed framework. International Journal of Productivity and Performance Management, 65(6) Armstrong, M., 2013. Human resource management. Palgrave publishers. Brett, J.F., Uhl?Bien, M., Huang, L. and Carsten, M., 2016. Goal orientation and employee resistance at work: Implications for manager emotional exhaustion with the employee. Journal of occupational and organizational psychology. Brownell, J., 2015. Listening: Attitudes, principles, and skills. Routledge. Delahaij, R. and van Dam, K., 2016. Coping style development: The role of learning goal orientation and metacognitive awareness. Personality and Individual Differences, 92, pp.57-62. DiPaola, M. and Tschannen-Moran, M., 2014. Organizational citizenship behavior in schools and its relationship to school climate. Journal of School Leadership, 11(5), p.424. Gagn, M. and Howard, J., 2016. A motivational model of employee attachment to an organization. Handbook of Employee Commitment, p.59. Goleman, D., Boyatzis, R. and McKee, A., 2013. Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Press Kanbur, R. and Ronconi, L., 2016. Enforcement Matters: The Effective Regulation of Labor. Krishnakumar, S., Hopkins, K., G. Szmerekovsky, J. and Robinson, M.D., 2016. Assessing workplace emotional intelligence: Development and validation of an ability-based measure. The Journal of psychology, 150(3), pp.371-404. Matsumoto, D. and Hwang, H.C., 2016. The cultural bases of non-verbal communication. American Psychological Association. Moran, R.T., Abramson, N.R. and Moran, S.V., 2014. Managing cultural differences. Routledge Nguyen, Q., Kuntz, J.R., Naswall, K. and Malinen, S., 2016. Employee Resilience and Leadership Styles: The Moderating Role of Proactive Personality and Optimism. New Zealand Journal of Psychology, 45(2), p.13. Ramsdal, H., 2016. Flexible organizations and the new working life: A European perspective. Routledge. Sue, D.W., Rasheed, M.N., 2015. Multicultural Social Work Practice: A Competency-Based Approach to Diversity and Social Justice. John Wiley Sons.