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A Study of Emotional Intelligence and Self-Leadership

机译：情绪智力与自我领导力研究

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摘要

Leaders in the 21st century are rising from diverse backgrounds, cultures, ethnic groups, and generations. Leaders are tasked with making corporate and organizational decisions, leading others, and displaying positive traits, attitudes, emotions, and perspectives in the marketplace. Despite leaders' IQ, leadership practices, and professional development training, various leaders have failed in their roles. Emotions, attitudes, and behaviors may have an impact on leader success. Therefore, emotional intelligence (EI) plays a major role in leadership effectiveness (Dabke, 2016). These leaders are involved in various leadership roles that involve human interactions among superiors and subordinates, individuals from various backgrounds, cultures, ethnicities, and generations. Leaders within organizational and institutional settings must understand the importance of EI and their perceptions of self-leadership. Numerous studies have examined EI and leadership from diverse perspectives, as shown in the Appendix. Prior self-leadership studies involved self-management teams and empowerment leadership. However, a gap exists in studies examining how EI is related to the use of self-leadership strategies. This study contributes to filling the gap by examining individuals global EI and determining which dimensions of self-leadership are practiced by individuals based on the individuals' global EI score.
机译：21世纪的领导者来自不同的背景，文化，种族和世代。领导者的任务是制定公司和组织的决策，领导他人，并在市场中表现出积极的特质，态度，情感和观点。尽管领导者具有智商，领导才能实践和职业发展培训，但各种领导者的角色都失败了。情绪，态度和行为可能会影响领导者的成功。因此，情商（EI）在领导效能中起着重要作用（Dabke，2016）。这些领导者扮演着各种领导角色，涉及上级和下属，来自不同背景，文化，种族和世代的个人之间的人际互动。组织和机构环境中的领导者必须了解EI的重要性及其对自我领导的看法。如附录所示，许多研究从不同的角度检查了EI和领导力。先前的自我领导力研究涉及自我管理团队和授权领导。然而，研究EI与自我领导策略的使用之间存在差距。这项研究通过检查个人的整体EI并根据个人的整体EI得分确定个人实践了哪些自我领导能力，从而填补了这一空白。

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