Work Environment Under An Emotionally Intelligent Leader Management
When Henry Ford introduced F.W Taylor's 'Scientific management' into his production line in the 1920's, the first automated production line, he witnessed productivity rises and falling costs. Although F.W Taylor's Scientific Management theory was based on a simple assumption- money being the prime motivator- Ford could see that for costs to be kept low productivity and hence employee motivation had to be kept high. Researchers universally agree on high productivity being directly linked to high motivation. However researchers have differentiated opinions about the variables that cause motivation. From simple motivators such as money and working conditions to more complex variables such as job enrichment and a manager's emotional intelligence, researchers and psychologists have come up with various theories.
The concept of and research on the link between emotional intelligence of the managers and the motivation levels of their subordinates has recently come to the forefront. Fleishman has effectively argued this point by the evaluation of current recruitment trends. He pointed out that as organizations employed skilled professionals it could no longer use simple human resource practices to motivate these employees
Emotional intelligence is more important and fundamental a concept, as conventional intelligence measures - IQ (Intelligence quotient), is too narrow a concept and because a much wider scope of intelligence exists. According to Daniel Goleman, author of 'Emotional Intelligence', people who are academically brilliant may be socially inapt in certain business situations. Daniel thus stated that Emotional Intelligence Quotient was also an important characteristic of a successful manager rather than a consideration of just his Intelligence Quotient Goleman)
The rewards of having an emotionally efficient manager as Morris (1996) identified helped create a motivated workforce, satisfied consumers and a better supplier-business relationship. The benefit, Morris identified was due to workers finding their workplace and environment comfortable and hence instigating loyalty to the organization and goal congruence - they made the organizational goals their personal goals. Another benefit of an increase in workplace satisfaction is that workers found it easier to cooperate, participate and engage as useful members of a productive team.
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