Leadership that gets Results

Goleman, Daniel

doi:10.4324/9781315250601-9

Cited by 545 publications

(601 citation statements)

References 1 publication

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“…The most effective leaders switch flexibly among the leadership styles. Bolman and Deal's (1984) framework shows similarity to Bensimon et al's (1989) and Goleman's (2000) studies. Successful leaders may need to operate within most or all of these frameworks depending on circumstances.…”

Section: The Importance Of Studies In Leadership Stylessupporting

confidence: 55%

A Qualitative Analysis of the Leadership Style of a Vice-Chancellor in a Private University in Malaysia

2015

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This study used Bolman and Deal's framework to examine the leadership frames of a vice-chancellor in a private university in Malaysia. Qualitative methods comprised interviews with the vice-chancellor and six of his staff reporting directly to him, document analysis, and observations. Atlas.ti was used to code the leadership frames. Content analysis revealed that the vice-chancellor exhibited three frames, showing a multi-frame leadership style. It reflects the vice-chancellor implements an effective leadership style and a high level of cognitive ability, which is important for the organizational effectiveness.

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Section: The Importance Of Studies In Leadership Stylessupporting

confidence: 55%

A Qualitative Analysis of the Leadership Style of a Vice-Chancellor in a Private University in Malaysia

2015

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“…In addition, it can be concluded that this private company belongs to the rational -market oriented culture type, where the main performance criterion is represented by efficiency. The organizational culture consists in all the values, beliefs, aspirations, expectations and behaviors, shaped over time, in each organization, and which predominate and directly and indirectly condition its functionality and performance (Goleman, 2000). Given these issues, in order to facilitate the public manager's mission, the organizational culture has a number of components with major implications for human resource performance in public institutions, such as: values, implicit assumptions, stories, symbols, heroes, language, rituals, ceremonies, rules and status.…”

Section: Resultsmentioning

confidence: 99%

The Organizational Culture in Public and Private Institutions

Rus

Rusu

2015

Procedia - Social and Behavioral Sciences

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Every organization, regardless of region, country or sector, has a culture of its own. The organizational culture of a public institution, as opposed to the organizational culture of a private organization, is developing within a broader spiritual matrix. The objective of the case study was to identify the type of the organizational culture within two Romanian institutions, i.e. a public (Calarasi City Hall) and a private (ACTIVE TRADING SRL) one, for a comparative perspective on their organizational culture. Regarding the research method, a questionnaire of 10 questions was applied and the answers were subject to a statistical analysis.

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“…Individuals with high emotional intelligence have high empathy skills and should be sensitive to the circumstances and motives of others (Schutte et al 2001). Emotional intelligence is positively related to social awareness (Goleman 2000), which assists in understanding the situational constraints of an ethical dilemma. This supports the view that the ability to appraise others' emotions is positively related to relativism.…”

Section: The Mediating Role Of Personal Moral Philosophiesmentioning

confidence: 99%

Emotional Intelligence and Consumer Ethics: The Mediating Role of Personal Moral Philosophies

Chowdhury

2015

J Bus Ethics

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Research on the antecedents of consumers' ethical beliefs has mainly examined cognitive variables and has (with a few exceptions) neglected the relationships among affective variables and consumer ethics. However, research in moral psychology indicates that moral emotions have a significant role in ethical decision-making (Haidt, Handbook of affective sciences, 2003). Thus, the ability to experience, perceive and regulate emotions should influence consumers' ethical decision-making. These abilities, which are components of emotional intelligence (Davies et al., J Person Soc Psychol, 1998), are examined as antecedents to consumers' ethical beliefs in this study. Five hundred Australian consumers participated in this study by completing an online questionnaire that included measures of emotional intelligence, consumers' ethical beliefs and personal moral philosophies (idealism and relativism, Forsyth, J Person Soc Psychol, 1980). Results demonstrate that the ability to appraise and express emotions in oneself is directly negatively related to beliefs regarding actively benefiting from illegal actions as a consumer, passively benefiting at the expense of the seller and actively benefiting from questionable but legal actions as a consumer. The ability to appraise and express emotions in oneself is directly positively related to beliefs regarding 'doing-good' (pro-social) actions. The ability to appraise and recognise emotions in others is also directly positively related to beliefs regarding 'doing-good' actions as well as pro-environmental buying actions. The effects of the different components of emotional intelligence on consumers' ethical beliefs are (in most cases) mediated by personal moral philosophies. This study demonstrates the relationship between emotional intelligence and consumer ethics and highlights the interplay of affect and cognition in consumers' ethical decision-making.

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Leadership that gets Results

Cited by 545 publications

References 1 publication

A Qualitative Analysis of the Leadership Style of a Vice-Chancellor in a Private University in Malaysia

A Qualitative Analysis of the Leadership Style of a Vice-Chancellor in a Private University in Malaysia

The Organizational Culture in Public and Private Institutions

Emotional Intelligence and Consumer Ethics: The Mediating Role of Personal Moral Philosophies

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