ISSN NO: 0974-4274(PRINT), ISSN NO: 2582-1148(ONLINE)

  • Enlisted in UGC CARE Group - 1

  • Listed in Ulrich's Periodicals Directory

  • Indexed in J-Gate

  • Licensor for EBSCO

  • Listed in Proquest

  • Included in Google Scholar

  • Accessed in DOAJ

Women Leadership: Use Emotional Intelligence to Transform the Culture of an Organization

Year 2020
Volume/Issue/Review Month Volume - XIII Issue - I, Jan. - Jun. , 2020
Title Women Leadership: Use Emotional Intelligence to Transform the Culture of an Organization
Authors Satya Sidhartha Panda , Kaushani Banik
Broad area Women Leadership: Use Emotional Intelligence to Transform the Culture of an Organization
Abstract
 Emotions are feelings that makes an individual learn various traits and follow them. Women are usually tagged to be emotionally stronger than men. Is it true when it comes to perform well in a business environment? This is a very valid question which is asked every now and then. It is very much a debatable topic nowadays. Women who are linked with better skills and knowledge are capable to control even their emotions. This article deals with this sensitive issue. Many articles are written on this topic and various experiments are carried to prove the essence of this issue.The findings have indicated that women are more on their emotional intelligence controlling than other. This article will unfold the real leadership traits of a women and how emotional intelligence was used to transform an existing organizational culture.
Description Women Leadership: Use Emotional Intelligence to Transform the Culture of an Organization
File
Referenceses
  Schneider, Benjamin (1987). The People Make The Place. Personnel Psychology 1987, 40.
Bass, B. M; Avolio, B (1993) Jr. Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage. ISBN 0-8039-5236-8.
Humphrey, Ronald (2002). The Many Faces of Emotional Leadership. Department of Management, Virginia Commonwealth University, 1015 Floyd Avenue, PO Box 844000, Richmond, VA 23284-4000, USA.
Kark, Ronit (2002). The Dual Effect of Transformational Leadership: Priming Relational and Collective Selves and Further Effects on Followers. Transformational and Charismatic Leadership: The Road Ahead (Vol. 2), Publisher: JAI: An Imprint of Elsevier Science, Editors: B. J. Avolio & F. J. Yammarino, pp.67-91.
Pearce L, Craig; Sims P, Henry Jr (2002). Vertical Versus Shared Leadership as Predictors of the Effectiveness of Change Management Teams: An Examination of Aversive, Directive, Transactional, Transformational, and Empowering Leader Behaviours. Group Dynamics: Theory, Research, and Practice Copyright 2002 by the Educational Publishing Foundation 2002, Vol. 6, No. 2, 172–197.
Dionne D, Shelley (2004). Transformational Leadership and Team Performance. Journal of Organizational Change Management. DOI: 10.1108/09534810410530601.
Garci-Morales J, Victor; Llorens-Montes, Francisco Javier; Verdu-Jover, Antonio (2008). The Effects of Transformational Leadership on Organizational Performance through Knowledge and Innovation. British Journal of Management, Vol. 19 299–319. DOI: 10.1111/j.1467-8551.2007.00547.x
Lahti, Elsi (2013). Women and Leadership: Factors that influence women’s career success. Lahti University of Applied Sciences.
V. Navya (2013), Emotional Intelligence and Women’s Leadership Edge in the Workplace. Managing Human Resources at the Workplace, December 13-14, 2013.
White K, Sarah (2018). What is Transformational Leadership? A model for motivating innovation.