Emotional Intelligence and Leadership Practices

Executive Summary

In the current unpredictable economic climate, management personnel are faced with the challenge of ensuring that the staff performs optimally within limited resources. Often the staff will respond to this by adopting a go slow attitude. What is the way forward for the current HR managers to ensure a healthy compliance?

In the study conducted in the year 2010 by Hui-Wen, Mu-Shang, and Darwin, it is apparent that emotional intelligence and leadership practices are critical in offering proactive solutions in the field of human resource management. It is wide and complex. Reflectively, the field captures the issues of labor management, performance review, and training of the staff to meet the targets and goals of a company. These aspects include safety and health, HR development, affirmative action, selection, and labor relations (Bennis & Goldsmith 2003).

As an HR manager, you understand the evaluation of strategic threats and opportunities for an organization as feedback from such appraisal is vital for execution of strategic plans and decision making. For instance, a company has to remain afloat despite competition. Its human resource department should fairly respond to sudden swings besides being sensitive to changes in income. These systems are critical in improving leadership skills, evaluation skills, promoting creativity, and rewarding outstanding achievements (Andrzej & Buchanan 2007).

Reflectively, through designing tolerance model levels in the labor management, an HR manager can remain active in developing dependence of interest attached to an activity, creating proactive relationships, and monitoring their interaction with the physical and psychological health.Eventually, this is likely pay off since the workforce will learn to appreciate the essence of teamwork. As a result, the HR manager should settle on support crew, motivation, and training as an intervention route in labor management.


Hui-Wen, Mu-Shang, and Darwin have reviewed the connection between emotional stability and performance in place of work. Adopting a comparative study in Taiwan and the US, they concurred with the fact that emotional intelligence influences the leadership practices applied by HR managers in various regions across the world (Hui-Wen, Mu-Shang, and Darwin 2010).

The authors established that the general emotional intelligence of Taiwanese workforce was certainly interrelated with all five subjects of leadership practices. Reflectively, change is intertwined into both professional and personal components of lives. It has the ability to steadily occur within the environment in which mankind dwells in and even beyond. This ranges from different ways through which structured organizations do business with socio-economic and political governments, and manage labor at the communal level. With the advent of modernity, more complexity and relationships cause changes that affect the company in one way or another. For instance, managing compensation and employee benefits are vital recipes for quality in production in a firm (Hong & Faedda 1996).


Hui-Wen, Mu-Shang, and Darwin study illustrates the importance of unfreezing, transformation, and refreshing in determining the level of performance in an organization with a healthy staff. Therefore, task orientation leadership skills in an individual task management level encompass actual and expected outcome. Through designing personal task management model levels, the employee’s task orientation module will remain active in developing dependence of interest attached to an activity, creating proactive relationships, and monitoring their interaction with physical and psychological health. Eventually, will pay off since they will have learnt to appreciate the essence of tolerance and the need to stay active. By encouraging a hyperactive tolerance level, the staff will internalize the need for optimizing output level through pre-planning of activities and accommodating extras.

Task orientation and control are vital in ensuring the safety and health of employees. Task orientation is the procedure that is applied in evaluating whether there are any risks linked with the identified tasks. Task orientation basically involves taking into account the duration, frequency and nature of tasks assigned to the staff. On the other hand, task control means taking appropriate actions in order to eliminate health and safety risks at the workplace. However, when the actions do not eliminate the stressors, then it entails minimizing the risks since only eliminating a stressor do not eradicate risks associated with it hat may be experienced by employees (Hacker & Tammy 2004).


The implementation of the task orientation evaluation within the HRM system should involve all the stakeholders. To achieve this, workers in the human resource department should undergo intensive training on the requirements of positive thinking. The workers should also train on the work procedures to enable them to perform tasks that are demanding. The training should be necessitated when either a new technology or machinery is introduced in the company, or carrying out an induction for new employees. Ultimately, the workers will be required to demonstrate their ability to perform the tasks they are competent in whenever requested to do so. Moreover, there will be a need to supervise the workers with the junior employees requiring high levels of supervision compared to the experienced employees who will be accorded minimal levels of supervision (Bustin 2004).

The critical elements of an effective task orientation module are: management commitment and employee involvement, workplace analysis, stressor prevention and control, and training for employees, supervisors and managers. An effective task mitigation system must therefore include the evaluation procedure to help gauge its effectiveness and guide in the creation of measures to correct the flaws in the organization (Drake, Wong & Salter 2007).


When an HR manager notices that motivation is lacking in an organization, he or she may suggest a proactive transformational strategy to internalize team work. Transformational leadership provides an opportunity for the employees to be motivated to give a desired output. For instance, the HR manager may propose a retreat conference for the staff to polish on their interaction and task management skills (Kouzes & Posner 2002).

During such retreats, the HR manager may recommend an expert in team building and proactive participation to control the learning process (Burns 1978). However, the expert should adopt an understandable training module that concentrates on the participatory and practical assessments. When the management embraces the principles of transformational leadership, it becomes easier to convince employees to be flexible to change (Huy, 2002).

Consequently, there is a need to merge organizational skills, knowledge and culture with the new challenges and demands facing businesses in the current economic climate. The management needs to use training and development largely because they fostered transformational leadership and cognition that alters task orientation behavior. Specifically, the discursive approach in explaining and exploring shared and coordinated actions on roles and channels through which an individual’s framework functions in the exchange of information formally is of great essence towards understanding task orientation level (Biswas 2011).

Conclusively, despite the task orientation being rated as a high self leadership assessment strategy, action planning is of essence to create solution oriented task and strategy implementation secession for quantifying task orientation levels in the workplace.


Andrzej, A. & Buchaman, A. (2007). Organizational Behavior. London: Prentice Hall.

Bennis, W. & Goldsmith, J. (2003). Learning to Lead (3rd ed.). New York: Basic Books.

Biswas, S. (2011). Commitment, involvement, and satisfaction as predictors of employee performance. South Asian Journal of Management, 18 (2), 92-107.

Burns, J. (1978). Leadership. New York: Harper Row.

Bustin, G. (2004). Take Charge: How Leaders Profit From Change. Irving, Texas: Tapestry Press.

Drake, A. R., Wong, J., & Salter, S. B. (2007). Empowerment, motivation, and performance: examining the impact of feedback and incentives fornon management employees. Behavioral Research in Accounting, 2 (3), 1971-1989.

Hacker, S. & Tammy, R. (2004). Transformational Leadership: Creating Organization of Meaning. Milwaukee, Wisconsin: Quality Press.

Hong, S. M., & Faedda, S. (1996). Refinement of the Hong psychological reactance scale. Journal of Applied Psychology, 71 (1),500-507.

Hui-Wen, V., Mu-Shang, & Y., Darwin, B. (2010). The relationship between emotional intelligence and leadership practices: A cross-cultural study of academic leaders in Taiwan and the USA. Journal of Managerial Psychology, 25 (8), 899 – 926.

Huy, Q. N. (2002). Emotional is filtering in strategic change. Academy of Management Proceedings, 6 (1), 43-78.

Kouzes, J., & Posner, B. (2002). The Leadership Challenge (3rd ed.). San Fransico: Jossey-Bass.

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