Emotional Intelligence
Recruiting the best: using Emotional Intelligence as a selection criteria. Pradeepa Wijetunge PhD Librarian University of Peradeniya Peradeniya Sri Lanka E-mail:librarian@pdn.ac.lk
Every business person knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. And they also know a story about someone with solid-but not extraordinary-intellectual abilities and technical skills who was promoted into a similar position and then soared (Goleman 1998, p.93). Many libraries have encountered this experience. Highly intelligent, highly skilled individuals were recruited but some of them were significantly less than successful as leaders. This paper will discuss a novel approach to be taken in recruiting the new staff to libraries at executive level who will not only be skillful and intelligent but also will be successful leaders.
Introduction Right leadership is believed to have a strong influence on the perceptions and attitudes of the employees towards the organization which is defined as organizational Culture (Momeni 2009)). There is also a strong association between the leader’s ability to arouse the motivation of the employees by appealing to human needs for achievement, affiliation and power. Business organizations try to achieve a favourable organizational culture because it has been proved that it decreases cost of turnover and employees’ resistance to change and improves quality and turnover (Ayers 2005). For instance, research has proved that between 1990 and 2000 the 100 best US public companies rated as best places to work realized 70% higher returns than the other companies (Goleman et.al 2001). They argue that such returns are influenced one third by a positive organizational Culture and Chen et.al (1998) also argue that 90% of the business success is attributed to the organizational culture of the company. While organizational culture is considered as a significant factor in
Every business person knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. And they also know a story about someone with solid-but not extraordinary-intellectual abilities and technical skills who was promoted into a similar position and then soared (Goleman 1998, p.93). Many libraries have encountered this experience. Highly intelligent, highly skilled individuals were recruited but some of them were significantly less than successful as leaders. This paper will discuss a novel approach to be taken in recruiting the new staff to libraries at executive level who will not only be skillful and intelligent but also will be successful leaders.
Introduction Right leadership is believed to have a strong influence on the perceptions and attitudes of the employees towards the organization which is defined as organizational Culture (Momeni 2009)). There is also a strong association between the leader’s ability to arouse the motivation of the employees by appealing to human needs for achievement, affiliation and power. Business organizations try to achieve a favourable organizational culture because it has been proved that it decreases cost of turnover and employees’ resistance to change and improves quality and turnover (Ayers 2005). For instance, research has proved that between 1990 and 2000 the 100 best US public companies rated as best places to work realized 70% higher returns than the other companies (Goleman et.al 2001). They argue that such returns are influenced one third by a positive organizational Culture and Chen et.al (1998) also argue that 90% of the business success is attributed to the organizational culture of the company. While organizational culture is considered as a significant factor in