Asian Review of Social Sciences (ARSS)
Leader Emotional Intelligence and Staff Work Motivation
Author : Radhika Visalam Krishnamoorthy and Ram MeharVolume 8 No.1 January-March 2019 pp 51-60
Abstract
Intellectually asserted, every educational institution by existence stands for the transaction of intelligence. This unchallengeable poses a need-based context for probing into the most influential yet often neglected dimension of intelligence, the emotional intelligence as an integral process of every progress plan. Schools, in their existence, are human-intensive spaces with their recipients primarily in students and parents, academic transacts in teachers, influencers in regulatory officials and most importantly the visionaries in their management. The uniqueness of such a space is in understanding that every individual comes in with their typical personalities, traits, intelligence indices as well as work-motivation patterns. The principals as leaders pivot all these commissioning dynamics around them in every context of their institution.
Keywords
Emotional Intelligence, Staff, Work Motivation, Higher Education, Leadership, Principals, High School, Teachers, Motivation, Educational Institution, Institutional Leadership, Educational Leadership, Empathy, Managing Relations, Commitment, Male Staff, Female Staff
Full Text:
References
[1] Agarwal, K. G. (2006). Manual of work motivation questionnaire. Agra: National Psychological Corporation.
[2] Ahmad, K. (2009). Leadership and work motivation from the cross-cultural perspective. International Journal of Commerce and Management, 19(1), 72-84.
[3] Ashkanasy, N. M., & Daus, C. S. (2002). Emotion in the workplace: The new challenge for managers. Academy of Management Perspectives, 16(1), 76-86.
[4] Bailey, W. W. (2007). Differences in leadership attributes and skills perceived valuable by principals and assistant principals in twelve school districts in one South Eastern Pennsylvania Country. Unpublished Doctoral Dissertation, Wilmington College, Wilmington, OH. Retrieved from OCLC World Cat database (OCLC number: 253555962).
[5] Buble, M., Juras, A., & Matić, I. (2014). The relationship between managers’ leadership styles and motivation. Management, 19(1), 161-193.
[6] Bulach, C. (1994, April). The influence of the principal’s leadership style on school climate and student achievement. Paper presented in Annual Meeting of the American Educational Research Association, New Orleans, LA Retrieved September 13, 2018 from https://files.eric.ed.gov/fulltext/ED374506.pdf
[7] Cassar, L., & Meier, S. (2018). Nonmonetary incentives and the implications of work as a source of meaning. The Journal of Economic Perspectives, 32(3), 215-238.
[8] Cote, S., & Miners, C. T. (2006). Emotional intelligence, cognitive intelligence, and job performance. Administrative Science Quarterly, 51(1), 1-28.
[9] Curtis, E., & O’connell, R. (2011). Essential leadership skills for motivating and developing staff. Nursing Management, 18(5), 32-35.
[10] Davis, J., & Wilson, S. M. (2000). Principals’ efforts to empower teachers: Effects on teacher motivation and job satisfaction and stress. The Clearing House, 73(6), 349-353.
[11] Day, A. L., & Carroll, S. A. (2008). Faking emotional intelligence comparing response distortion on ability and trait‐based emotional intelligence measures. Journal of Organizational Behavior, 29(6), 761-784.
[12] Dell, T. (1989). How to motivate people? London: Kogan Page.
[13] Eagly, A. H., Karau, S. J., & Johnson, B. T. (1992). Gender and leadership style among school principals: A meta-analysis. Educational Administration Quarterly, 28(1), 76-102.
[14] Eyal, O., & Roth, G. (2011). Principals’ leadership and teachers’ motivation: Self-determination theory analysis. Journal of Educational Administration, 49(3), 256-275.
[15] Fekula, M. J., & Robert, W. S (2014). Assessing emotional intelligence: The EQ matrix exercise. Developments in Business Simulation and Experiential Learning, 34(2007), 119-131.
[16] Gallmeier, K. (1992). The effectiveness of principal leadership style on teacher motivation. Retrieved December 9, 2018, from https://files.eric.ed.gov/fulltext/ED354591.pdf
[17] George, J. M. (2000). Emotions and leadership: The role of emotional intelligence. Human Relations, 53(8), 1027-1055.
[18] George, L., & Sabhapathy, T. (2010). Work motivation of teachers: Relationship with transformational and transactional leadership behaviour of college principals. Academic Leadership Journal, 8(2), 201-207.
[19] Giardini, A., & Frese, M. (2008). Linking service employees’ emotional competence to customer satisfaction: A multilevel approach. Journal of Organizational Behavior, 29 (2), 155-170.
[20] Goleman, D. (1998). Working with emotional intelligence. New York, NY: Bantam
[21] Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ. New York, NY: Bantam
[22] Hansson, P. H., & Andersen, J. A. (2007). The Swedish principal: Leadership style decision-making style and motivation profile. International Electronic Journal for Leadership in Learning, 11(8), 1-13.
[23] Hyde, A., Pethe, S., & Dhar, U. (2005). Emotional intelligence scale. Agra: National Psychological Corporation.
[24] Khan, A. (2012). Instructional management of a private and a government secondary school principal in Northern Pakistan. International Journal of Educational Development, 32(1), 120-131.
[25] Kobe, L. M., Reiter-Palmon, R., & Rickers, J. D. (2001). Self-reported leadership experiences in relation to inventoried social and emotional intelligence. Current Psychology, 20(2), 154-163.
[26] Leithwood, K., Seashore, K., Anderson, S., & Wahlstrom, K. (2004). Review of research: How leadership influences student learning. London: Sage Publishers
[27] Liden, R. C., & Mitchell, T. R. (1989). Ingratiation in the development of leader-member exchanges. In R. A. Giacalone & P. Rosenfeld (Eds.), Impression management in the organization (pp. 343-361). Hillsdale, NJ, US: Lawrence Erlbaum Associates.
[28] Lowman, E., & Thomas, R. E. (2015). Emotional intelligence in the leadership framework. Leadership & Organizational Management Journal, 2015(2), 3-14.
[29] Mayer, J. D., & Salovey, P. (1995). Emotional intelligence and the construction and regulation of feelings. Applied and Preventive Psychology, 4(3), 197-208.
[30] Mayer, J. D., Salovey, P., & Caruso, D. R. (2000). Emotional intelligence as zeitgeist, as personality and as a mental ability. In R. Bar-On,& J.D.A. Parker (Eds.), The handbook of emotional intelligence: Theory, development, … at home, school, and in the workplace (pp 92 117). San Francisco: Jossey-Bass.
[31] Moore, B. (2007). The emotional intelligence coaching of school administrators: A comparative case study. Unpublished Doctoral Dissertation. Ashland, Ohio: Ashland University.
[32] Moore, B. (2009). Emotional intelligence for school administrators: A priority for school reform? American Secondary Education, 37 (3), 20-28.
[33] Nagarajan, K (1998). A study of leadership behaviour in autonomous colleges. Unpublished PhD. Thesis (Education), Madras: Madras University
[34] Pandey, S. (1985). A study of leadership behaviour of the principal, organisational climate teacher her morale of the secondary schools. Unpublished D. Phil Thesis Allahabad: University of Allahabad.
[35] Poirel, E., & Yvon, F. (2014). School principals’ emotional coping process. Canadian Journal of Education, 37(3), 1-23.
[36] Schuh, S. C., Bark, A. S. H., Van-Quaquebeke, N., Hossiep, R., Frieg, P., & Van-Dick, R. (2014). Gender differences in leadership role occupancy: The mediating role of power motivation. Journal of Business Ethics, 120(3), 363-379.
[37] Stone, H., Parker, J. D., & Wood, L. M. (2005). Report on the Ontario principals’ council leadership study. Retrieved December 9, 2018, from http://www.eiconsortium.org/pdf/opc_leadership _study_final_report.pdf
[38] Singh, K. (2008). Emotional intelligence & workplace effectiveness. Indian Journal of Industrial Relations, 44(2), 292-302.
[39] Singh, S. K. (2007). Emotional intelligence and organizational leadership: A gender based study in Indian context. International Journal Indian Culture and Business Management, 1 (1/2), 48-63.