An ever-growing stream of disputes and contests between companies results from globalization, which has shrunk the globe to the size of a global village. A successful and profitable strategy for every firm is to develop new methods of doing things. Leadership is examined in this thesis, which focuses on organizational change and innovation (Demir,2020). Effective and successful management of an organization or a change process may be enhanced when the individual in charge is skilled and competent. Firms must continually reassess their business strategy in light of changing market conditions, high customer expectations, and quick technical improvements. Companies must handle organizational change if they are to stay viable. Organizations have recognized the importance of this topic in recent years. Because of this, they are making efforts to ensure they are well-positioned to take advantage of current and upcoming trends to achieve long-term viability. As significant as organizational transformation is, the process is also quite tricky. According to a study, most corporate reforms fail to accomplish their goals. Organizational change requires highly effective and highly skilled leadership that can discern the ideal structure of an organization and handle the problem of administrative change in the most suitable manner. “Visionary” and “creative” leadership may be more successful in completing the complex phenomenon of organizational transformation with success. Implementing effective corporate reform may ensure a company’s long-term prosperity and viability. This thesis suggested a model based on leadership skills, organizational change, and sustainable success and innovation literature. This model illustrates the link between “Vision” and “Innovative Approach” as the keys to a successful organizational transformation. Using the suggested model, this connection may be shown visually.
The capacity of an organization or a person to lead other people, groups, or even organizations is a simple definition of leadership. Additionally, leadership is not merely a practical talent, but it is also an important study topic. Many philosophers and scientists from across the world have looked at this problem. There are a variety of hypotheses put out by these researchers and philosophers on the subject of leadership. As a result, before delving into the many perspectives on leadership, readers may first learn about the numerous leadership talents and attributes.
It is well accepted that becoming a good leader requires a lot of work on the person’s part. And this is a factual statement (Demir,2020). A strong leader has a few traits that are universally identified with them. Here are a few of the essential attributes of a good leader. It’s critical to make a quick judgment in certain situations. An individual’s stress level is likely to rise as a result. But when an identical situation is given to an executive, the executive must have the ability to make judgments quickly. To succeed, a leader must be ready to take required risks.
Individuals who excel in their occupations are often promoted to management positions. But even in these cases, it’s not always a brilliant idea in the long term. That’s why management abilities are so critical for a leader. With this information, the leader may better guide the whole team. A good leader should possess charisma; Great leaders worldwide are known for having a certain appeal. This is why people like to follow those who are well-liked and have a certain charm in their ways. As a leader, one of the most valuable assets charismatic people have is the ability to persuade others.
Confidence in one’s own and team’s abilities is a hallmark of an effective leader. As a result, a solid leader must empower their team members if things seem to be challenging or demanding. As a whole, this will aid the team in its efforts to progress (Schnitzler, 2020). The attributes of a good leader are not limited to those listed above. Loyalty, honest passion, integrity, and excellent communication skills are just a few desirable characteristics. These are some of the essential leadership qualities to have.
‘Leadership is the art of convincing someone else to do what you want them to do,’ Dwight D. Eisenhower reportedly stated. Eisenhower provided an early definition of leadership with these terms, and it has since been widely accepted among leadership specialists. In other words, to run a successful business, a leader has to instill a sense of ownership and a desire for continuous development in those under their care. Societies have evolved dramatically in the previous several decades, and new technology has made it easier for individuals to communicate and share knowledge. Many organizations suffer competition from other countries, and there is a general rise in pressure in the workplace. As a result, managers are under more scrutiny than ever before. A manager may no longer assign responsibilities to subordinates; instead, a manager must lead the company’s workforce. According to several pieces of research, with fewer middle managers and more decentralized structures, many businesses are generating more expansive areas of responsibility for the remaining managers. He thinks that the management function has evolved from a “controlling boss” to “engaged leadership” due to societal changes and many enterprises. A manager has authority delegated from above, whereas a leader is someone who has power delegated from under them.
There are a plethora of accomplished businessmen and women to be discovered these days. A few examples of successful business people are Bill Gates, Meg Whitman, Warren Buffet, and Ingvar Kamprad. For a long time, there has been a lot of conjecture about what leadership traits and styles influential leaders have and how they became successful leaders. Leadership studies just started in the twentieth century, and the methods used to research them have changed over time. Scholars have looked at various personalities, talents, behaviors, sources of power, and other scenario factors to better understand how a leader influences their followers and accomplishes the organization’s goals.
Scope of study
To explain how and why some individuals become great leaders and the key to their success. Studies on leadership theories show that certain personality qualities help individuals be more suited for leadership jobs. The capacity to make solid decisions in every scene makes a strong leader. Even though individuals have long been sought after in leadership positions throughout history, formal leadership theories have only lately emerged (Schnitzler, 2020). Leadership became more popular in the early decades of the twentieth century. Early leadership theories are primarily concerned with the characteristics of leaders and their followers. However, succeeding approaches have focused on other elements, such as skill levels and the context in which they operate. Emotional intelligence abilities may be used to improve nonprofit organization leadership decision-making processes, and that’s the focus of this study report.
This paper’s core research question is; how does Primal Leadership theory apply to a nonprofit organization’s executive director (CEO)? Secondarily, how can this theory help enhance the leadership capacity of the Executive Director?
Daniel Goleman, Richard Boyatzes, and Annie McKee’s book Primal Leadership (Emotional Intelligence) was a vital resource in this research. The book “Emotional Intelligence” by Daniel Goleman, a staff writer for the New York Times, is considered a classic in organizational life. The book Primal Leadership, which he co-authored with Richard Boyatzis and Annie McKee and was published by Harvard Business School Press in March, is his latest.
Primal leadership is one where leadership is based on emotion. A leader’s first and most important responsibility is to communicate a message that connects with their followers’ emotional reality their feeling of purpose, and inspires them to take action.
A long time has passed since we first realized how much better outcomes maybe when people have high levels of emotional intelligence. This dynamic may now be partly explained by the leader’s mood, as recently discovered in a new study. This makes primal leadership even more critical as people need someone who can provide a feeling of certainty, or at least conviction, during a moment when their worries and concerns might overwhelm them (Rasmussen, 2019). Neurologically based connections between emotions, attention, and cognition make this all the more relevant. It follows that productivity is hampered if our feelings aren’t under control. To assist individuals in handling their worries, a leader must address those often-unstated concerns along the road. Emotions have always been seen as inconsequential to business by many executives.
People respond positively to CEOs who are in touch with their employees’ emotions and guide them in the right way. Emotionally intelligent leaders can connect with others naturally (Rasmussen, 2019). The gang is in awe of their enthusiasm and commitment. The emotional registries of those they lead may be tuned into by emotionally intelligent leaders (EI). This means that the EI leader empathizes with what everyone is going through (such as the division shutting or a co-terrible worker’s sickness) and communicates those feelings for the group. The leader leaves people with a sense of belonging and belongingness. People feel at ease under the leadership of an EI leader. They collaborate, exchange ideas, and learn from one another to accomplish their goals. Work becomes more meaningful when people can relate to one another emotionally.
The use of practices associated with emotional intelligence may assist nonprofits and their leaders. The emotional intelligence of the nonprofit leader is a critical technique for improving the quality and effectiveness of the organization’s decision-making process. Methodology for applying emotional intelligence abilities to nonprofit organization leadership decision-making is developed using Goleman’s (2001) and Boyatzis et al. (2000) four fundamental aspects of emotional intelligence and their 20 behavioral competencies. Checklists of questions and observations are supplied for the benefit of nonprofit leaders who are interested in increasing their level of awareness and use of emotional intelligence.
The use of practices associated with emotional intelligence may assist nonprofits and their leaders. To improve the quality and efficacy of the nonprofit organization’s decision-making process, including the nonprofit leader’s emotional intelligence abilities as a strategy. For nonprofit leadership decision-making, Goleman’s (2001) four core dimensions of emotional intelligence and Boyatzis et al. (2000) 20 behavioral skills are used to construct a methodological framework.
The Case for Emotional Intelligence in Nonprofit Leadership
When it comes to nonprofit organizations, leaders are expected to do various duties simultaneously. The nonprofit leader’s position is critical in enticing stakeholders to contribute their time, effort, and financial resources to its aims. To keep their constituents optimistic, charity administrators must choose the right leadership style, according to Rasmussen (2019). If the correct sort of leadership is used, stakeholders will be more likely to reinvest their emotional energy in future initiatives. The nonprofit leader’s capacity to make decisions and the elements that influence decision-making is critical to their success.
Empathic leaders use their personal and behavioral characteristics to influence decision-making, according to the competence in managing relationships of influence (RMI). Power may be exercised via various means; the most common of which is through a person’s charisma. One way to influence decision-making is to serve as a subject matter expert on particular topics in a nonprofit organization, where technical skills and expertise are highly prized. Empathic and compassionate behavior may have a powerful impact on situations that rely more heavily on social and psychological skills. Emotional intelligence is a quality that may be readily transferred from one domain to another in most cases. Though it’s often associated with social awareness, empathy may be easily applied to relationship management.
The leader of a nonprofit organization who is emotionally intelligent must consider the effective communication of a decision to be just as vital as the choice itself. A conversation about the circumstances in which a choice must be made is the first step in this process. To begin the decision-making process, all stakeholders need to be fully informed on the facts. By creating this discourse and space, leaders may successfully use emotional intelligence abilities to generate agreement and develop the ties between team members. Leadership may prevent the problems of team members feeling separated and disconnected from a choice and its consequences by clearly communicating the decision-making process. Nonprofit organizations cannot consistently implement change via a good, logical approach, as most people would like to think. No matter how well-intentioned a change may be, implementing it in a nonprofit organization may be plagued with problems. To be a successful nonprofit leader, you need to handle conflict effectively in your leadership style.
Nonprofit leaders/decision-makers must be able to handle disagreement to make the right judgments, which necessitates emotional intelligence. Emotionally intelligent leaders must display the habit of restricting their wants for a broader purpose to build relationships, cooperation, and collaboration in the decision-making process.
Nonprofit leaders may use emotional intelligence to improve decision-making quality, which is a common aim. With the ability to correctly and honestly analyze their talents, nonprofit executives can draw on other people’s strengths when making decisions. If decision-makers can foresee the feelings of individuals whose choices will impact, they will have a better chance of achieving a favorable result for the nonprofit. Creating and sustaining connections is intrinsically human and involves an emotional viewpoint, which, although time demanding, will lead to superior decision-making results. Emotional intelligence may also play a role in determining the effectiveness of a decision-making process since judgments worth making typically lead to conflict. Decisions made at a nonprofit organization are more likely to be successful when they are made using an emotional intelligence checklist. Finally, more study is needed to understand better the influence of emotional intelligence on nonprofit organizations’ performance.
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