( Human Resource Management ) Do Emotional Intelligence and Dissertation

( Human Resource Management ) Do Emotional Intelligence and Leader-Member Exchange affect the job satisfaction & turnover Intent - Dissertation Example It is suggested that further investigation on the arbitrating consequences of Leader-Member Exchange (LMX) and Team-Member Exchange (TMX) on Emotional Intelligence, job satisfaction and job performance is required. 1. Introduction 1.1 Why teams are important? As Thomas Edison once coined, "If we did all the things we were capable of doing, we would literally astound ourselves". According to Katzenbach and Smith, (1993), "A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable." The team performance curve by Katzenbach and Smith, 1993 Source: Katzenbach and Smith, 1993, Business in today’s world flourishes only because of teams and team work. A team in an organization can actually prevail over almost any complexity to be successful in its objectives when it works with the right attitude. Sometimes difficulties may arise in certain projects then under such circumst ances the determination and cooperation of teams can conquer it and triumph. Under situations of ‘no pressure’ In most projects there will be times when only the determination of the team can overcome the difficulties and carry the initiative through to success. Even when there is no pressure, the team's strength and zeal will be mirrored in the feature of the solution. In reality teams have more flexibility in operations, talents and experience with a good lot of diversity of resources. Leadership in Teams The requirements of team performance lead to team leadership which tilts just about team need contentment so that team efficiency can be built up. Who ever is ready to take up the responsibility and satisfy the needs of a team can be assumed to take up team leadership, irrespective of the fact whether he/she acts from inside the team or outside it (McGrath, 1962). This analysis of team leadership is coherent with functional leadership presumption. Fleishman et al., 1 991; Hackman & Walton, 1986; Zaccaro et al., 2001 also support that functional leadership model of team leadership is the best leader ship model. According to Schutz, (1961: 61) â€Å". . . leader as completer . . . the best a leader can do is to observe which functions are not being performed by a segment of the group and enable this part to accomplish them†. Style of Team Leadership ? Dictatorial style of team leadership is one in which a single person prescribes the result of the team and the remaining people do not contribute towards it at all. This type of leadership is also known as autocratic leadership (Goleman, 2000). In integrative team leadership the sources of the team are taken up together into an incorporated result of the team. In reality this kind of team leader ship is not as simple as it reads. This kind of leadership is a holistic, meditative and receptive approach to conducting oneself, guiding others, and contributing in the organization. Autocratic Style of Leadership This style of leadership involves in giving all the powers to the leader in decision making. The