leadership development” (Avolio & Gardner, 2005, p. 333). Authenticity “is viewed as
something that can be nurtured in a person, rather than as a fixed trait” (Northouse, 2007,
p. 207). Although authentic leadership is still in the formative stage of evolution, it
already provides guidance for developing leaders with these attributes; for example,
“leaders can learn to become more aware and transparent [and] can also develop moral
reasoning capacities” (Northouse, 2007, p. 222).
This section explored leadership development in terms of authentic, goal
orientation, LMX, trait, transformational and transactional theories. The aims of
development differ among and, in some instances, within theories. These conditions
exacerbate efforts to develop highly effective leaders who can foster “consistency,
stability, and control [a mission focus], as well as passion, courage and wonder [an EI
focus]” (Lewis, 2000, p. 769). To the point raised by Davis (1971) there is a discernible
lack of consensus on what seems to be the case, in terms of leadership development.
That stated, there are important connections between leadership and EI, as delineated in
the next section.
Leadership and EI
“For outstanding leadership, [emotional intelligence] counts for just about everything ..
leadership is all about emotional intelligence”
Goleman, 1998, pp. 13, 187
Theories of association. Emotional Intelligence (EI) was not formally defined
until 1990 by Salovey and Mayer (Goleman, 1995; Bar-On, 1997; Salovey & Mayer,
1990; Nelson & Low, 2011). Since its origins, EI and its link with leadership has
received widespread endorsement as detailed, below. As such, this section emphasizes
backadmin
(backadmin)
#1