Multiple Intelligences and Leadership (Organization and Management Series)
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Although trait leadership theory has been widely criticized by scholars over the past century Stogdill, ; Mann, employers always want to know what kind of abilities and psychological traits distinguish their future employees. The trait approach plays an important part in human resource management practices for selecting, developing and planning the career paths of managers Armstrong, Interestingly, Zaccaro points out that even Stogdill review, although cited as evidence against leader traits, contains conclusions suggesting that individual differences can still predict leader effectiveness.
Trait leadership is defined as integrated patterns of personal characteristics that reflect a range of individual differences and foster consistent leader effectiveness across a variety of group and organizational situations Zaccaro et al. In many studies, top managers are shown to differ from middle managers in terms of 1 analytical mental ability Jensen, ; Schmidt and Hunter, ; Judge et al.
Other results underline that mental ability and personality together play a significant role in management Lepine et al. Our research was conducted at the beginning in year. They fulfilled RPM in the classroom, the next ones we collected in month. Participants received their results on the individual feedback session. In further stages of our analysis we included only participants who completed the tests without missing responses.
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This scale is designed to measure general mental ability general intelligence. We used the standard progressive version to investigate the level of analytical ability of managers. This is a popular tool of measurement for general mental ability and its reliability Cronbach's alpha is above 0.
This scale was developed by Jaworowska and Matczak The tool is based on the Salovey and Mayer approach of emotional intelligence and consists of a scale of four theoretical concepts: 1 Acceptance —the measured ability to accept, express and use emotions in action, 2 Emotional Understanding —the ability to understand one's own emotions, 3 Control —the ability to control one's own emotions, 4 Empathy —the ability to understand and recognize emotions in other people.
Reliability measured using Cronbach's alpha is good and is above 0. Participants indicate their level of agreement with statements on a 5-point Likert-type scale from 1— I strongly disagree to 5— I strongly agree.
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In order to measure personality we used a scale which investigates the personality dimension in a circumplex model. This is reliable Cronbach's alpha for all scales is above 0. In every situation retains inner harmony and serenity. According to the authors Strus et al. The variables are described within. The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest.
National Center for Biotechnology Information , U. Journal List Front Psychol v. Front Psychol. Published online Nov 4. Anna K. Author information Article notes Copyright and License information Disclaimer.
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Reviewed by: Linda M. This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology. Received Jul 2; Accepted Oct Keywords: general mental ability, top and middle managers, profile, personality, emotional intelligence. The use, distribution or reproduction in other forums is permitted, provided the original author s or licensor are credited and that the original publication in this journal is cited, in accordance with accepted academic practice.
Cutting-Edge Leadership | Psychology Today
No use, distribution or reproduction is permitted which does not comply with these terms. Introduction Although trait leadership theory has been widely criticized by scholars over the past century Stogdill, ; Mann, employers always want to know what kind of abilities and psychological traits distinguish their future employees.
Ronald E. This edited book presents cutting-edge research looking at the role of multiple intelligence--cognitive IQ , emotional intelligence, social intelligence--in effective leadership, written by the most distinguished scholars in the two distinct fields of intelligence and leadership.
A trait profile of top and middle managers
The synergy of bringing together both traditional intelligence researchers and renowned leadership scholars to discuss how multiple forms of intelligence impact leadership has important implications for the study and the practice of organizational and political leadership. This volume emanates from the recent explosion of interest in non-IQ domains of intelligence, particularly in Emotional Intelligence and Social Intelligence. Indeed, the leading EI and SI scholars have contributed to this book.