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Academia & Research (Steps to understanding the Concept and Research Methods in Accounting)
Financial Analysis: (Businesses)
“Executives who implement leadership development programs possess the capability to develop and prepare leaders for employee reactions to organizational issues and concerns (Abrell, Rowold, Weibler & Moenninghoff, 2011). Leadership development programs aid in the improvement of leaders and potential leaders within an organization (Abrell et al., 2011). Leadership development programs focus on leadership responsibilities or activities in the areas of job satisfaction, motivation, performance problems and developing a functioning work environment (Abrell et al., 2011). Smet, Lavoie, and Hioe (2012) focused on the importance of developing better leaders. Placing the development of quality leaders at the center of a major operational-improvement program would be an excellent idea to deploy a new production system around the globe.”
Hills, K. N. (2015). Communication strategies to generate employee job satisfaction (Doctoral dissertation, Walden University). https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=2601&context=dissertations
“Leadership communication affects employee behaviors, job satisfaction, productivity, and growth among leaders and employees (Omoruyi, Chipunza, & Samuel, 2011; Phipps, Prieto, & Ndinguri, 2013). Leaders who support and communicate effectively with their employees are capable of helping decrease negative employee behaviors, confusion, and anger as well as increase emotional strength, empowerment, and job satisfaction (Şahin, Çubuk, & Uslu, 2014). According to Omoruyi et al., (2011), the influence leadership communication has on an employee’s behavior varies. Employee’s behaviors may reflect their knowledge and understanding of what is occurring in their work environment (Lewis et al., 2013). The way employees think, behave, and feel creates both negative and positive behaviors among employees (Penava & Šehić, 2014; van der Smissen, Schalk, & Freese, 2013). An employee’s sense of uncertainty and fear pertaining to the future of his or her job also influence employee behaviors (Wen-Hai, Feng-Hua, & Chih-Kai, 2012). Employee behaviors change and promote job satisfaction through the increase of positive interactions and relationships with leadership (Langley, Smallman, Tsoukas, & Van De Ven, 2013).”
Hills, K. N. (2015). Communication strategies to generate employee job satisfaction (Doctoral dissertation, Walden University). https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=2601&context=dissertations
“Emotional Intelligence (EI) is the ability to recognize, manage, and understand one’s own emotions and the emotions of others (Goleman et al., 2002). Psychologists Peter Salovey and John Mayer stated in their research that leaders who practice EI use emotions to make business decisions, problem solve, and communicate with other individuals in the workplace (Cherry, 2020). EI helps leaders gain a clear understanding of how to adjust one’s emotions to create trust when building relationships with subordinates. EI can be used as an effective leadership tool to emotionally connect, inspire, and encourage subordinates in the workplace (Nguyen et al., 2019). EI is a strong predictor of productive effective leadership performance. According to Bradberry (2015), 90% of top performing leaders have high EI. EI helps effective leaders improve work performance in a few different ways. Effective leaders can combine their mental abilities and EI to perform job duties instead of being negatively influenced by emotional interactions with subordinates (Todd, 2022). Work performance and EI can positively impact leaders when emotional impulses are controlled, and distractions are avoided to achieve performance goals (Todd, 2022).”
Hills, K. (2022). Effective Leadership and the Practice of Emotional Intelligence. In Bansal, M., Leyland, C., & Hills, K. (Eds.), Multi-Disciplinary Perspectives in Thought Leadership (pp. 27-32). Lambert Academic Publishing.
