Leadership and emotional intelligence in a globalized world
Leadership, as considered by the School of Human Relations (cited by Pedraza Melo, Lavín Verástegui, Delgado Rivas & Bernal González, 2015), points out that the leader’s role can be defined as a facilitator of organizational cooperation practices, which contributes to theAchievement of business goals at the same time that it deals with satisfying the individual’s needs.
Following in this same line, Hunter (as cited in Becerra Ramírez, 2016) considers that “leading consists of serving others, since a good leader must be aware of the needs of his subordinates to meet their legitimate needs, helping themTo fulfill their aspirations, taking advantage of their abilities to the fullest ". In a nutshell, we can take that person in charge of promoting the individual efforts of all the parties that make up an organization as a definition of leader, to later guide them all together and in a coordinated manner to achieve the goals or objectives pursued by the Corporation.
Leadership styles
There are different ways in which leaders can guide their work team and according to Barahona, Cabrera & Torres (cited in Pedraza Melo, Lavín Verástegui, Delgado Rivas & Bernal González, 2015), these styles are usually classified commonly in literature in literatureIn three types: the authoritarian, the democratic and the laissez-faire.
Authoritarian style
The authoritarian style is characterized that the upper position, that is, the leader, makes all the decisions of the organization, gives orders on how to do the job and supervises his team without encouraging him during the process. In saying, in this leadership style the characteristics of the "good leader" are not met, which described the humanist profile indicated by Hunter. (Pedraza Melo, Lavín Verástegui, Delgado Rivas & Bernal González, 2015)
Democratic style
The democratic leader promotes the participation of his work team when making decisions, guides them and offers them some freedom and confidence to carry out their tasks independently without receiving supervision at all times. (Pedraza Melo, Lavín Verástegui, Delgado Rivas & Bernal González, 2015)
Laissez-Faire style
The main characteristic is that the leader offers total freedom to his work team to develop his activities as they may seem to them, he does not exert any influence on them and therefore he is as a non -leadership style.
On the basis of these exhibited ideas, Rodríguez (cited by Pedraza Melo, Lavín Verástegui, Delgado Rivas & Bernal González, 2015), points out that the relationship between leadership styles and the effectiveness of organizations are clearly demonstrated in literature, becauseIt is not difficult to infer that those scenarios where the leader raises the motivation and involvement of his subordinates will be more conducive to developing good work performance, than those where the leader does not accept opinions and is constantly questioning the way in which an activity developsIf you do not agree with your indications, regardless of the fact that the final result can be better.
Leadership in a globalized world
At present, the practices or operations carried out by a local company are no longer limited to its closest context, but now, they can be affected or influenced by the operations of companies around the world that, thanks to globalization, areThey have also become part of their competition in the market.
The above indicates that, as well as organizations must adapt to the changes that the globalized market continually demandMulticultural leadership to remain effective in other contexts (Madrigal Torres, Luna Ruiz, & Vargas Hernández, 2017).
This multicultural leadership style is based on the argument that leadership and communication styles are skills that individuals should develop to effectively treat cultural diversity in organizational environments where more and more different groups of people with different cultures, values, beliefs, beliefs, beliefs, beliefs interactand traditions. (Madrigal Torres, Luna Ruiz, & Vargas Hernández, 2017).
Emotional Intelligence
According to Goleman (cited in Pereda Pérez, López Guzmán & González Santa Cruz, 2018) the term emotional intelligence is defined as the ability to motivate oneself, to persevere in the effort despite the possible frustrations, to control the impulses, to defer the bonuses, to regulate one’s moods and to prevent anguish from interfering with rational faculties.
For its part, Nava (cited in Carmona Fuentes, Vargas Hernández & Rosas Reyes, 2015), offers an avant -garde concept more focused on the organization, where it defines emotional intelligence as the ability to capture the emotions of a group and lead them to apositive result.
Given this, Romero and Acosta, they willthe.
Leadership and emotional intelligence
In response to all the previous considerations, Madrigal (cited in Pereda Pérez, López Guzmán & González Santa Cruz, 2018) questions why the importance of emotional intelligence in the manager is a priority in every organization and the response shows the relevance of this abilityessential, because on this depends on emotion, passion, emphasis and positive or negative feeling with which the manager works and, therefore, his work team or collaborators.
To define it more clearly, when individuals correctly perceive what other people express, develop skills to lead and communicate effectively with a work team, are willing to establish negotiation processes and can identify conflict training in interpersonal relationships,Consequences that can cause and therefore, a better decision making is favored where it is sought to ensure the interests of all those involved in a fair way (García, 2005 cited in Duke Ceballos, García Solarte, & Hurtado Ayala, 2017).
Even in a global context, an investigation carried out by Madrigal Torres, Luna Ruiz & Vargas Hernández in 2017, in which 102 managers of Indian and Mexican culture were surveyed to find how an efficient leadership style should be from the perception of the membersFrom different cultures within an organization, it was found that both cultures allocated the same value as the characteristic of looking for new ways to motivate the team, that is, for both groups the fact that the leader developed intelligence skills was equally importantemotional that would allow him to be creative and motivator of the work team.
However, although there have been many investigations that demonstrate the importance of developing these emotional intelligence skills to achieve effective leadership, there are still many organizations in our country that have not been involved or trained in the subject, sinceIn accordance with an investigation by Pedraza Melo, Lavín Verástegui, Delgado Rivas & Bernal González in Tamaulipas in 2015, where 84 managers of the small and medium -sized companies of the commercial sector were surveyed to determine what the leadership practices they exercised werethat, with a 47.7%, one of the behaviors they most practice refers to spending time to celebrate the achievement of objectives, in addition to 35.7% said that they never or occasionally grant freedom to their subordinates to make their own decisions.
This lack of inclusion of emotional intelligence skills such as motivation or empathy in the leadership that many of the companies of this State exercise could be considered one of the many factors that determined that this entity was considered within the ten states of Mexico characterizedfor the mortality of their companies in 2010.
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