A Case Study: Connecting Emotional Intelligence to Management Styles

A Case Study: Connecting Emotional Intelligence to Management Styles

Ronald is a successful financial officer at a Windhoek-based company that recently acquired a banking institution in the southern region. Ronald will take over the recently acquired southern footprint as the new regional CEO.

The newly acquired banking institution has a long-standing reputation as a friendly institution with traditional values, and it prides itself on its exemplary customer service. The current staff have prepared a comprehensive package outlining the bank’s vision and key customer success stories that demonstrate their commitment to exemplary service and low customer and employee turnover.

It is Monday morning and Ronald has called a meeting at 8 a.m. Ronald arrives at 7 a.m. and is surprised to find only a couple of employees in the building. Ronald begins the meeting at 8 a.m. sharp, and the auditorium seats are half-filled. Ronald is perplexed at the turnout but begins the meeting. “Shareholder value is what it’s all about. We are the stewards of this organization, and we have a responsibility to the shareholders.”

Silence echoes in Ronald’s ears. He continues by stating, “I expect total dedication. If you cannot commit to our new vision and strategies then this is not the right place for you. Commitment starts by being on time.” Ronald motioned to the staff standing next to the auditorium doors to close the doors. “If you can’t be here on time, then you can’t play in our sandbox.”

Later that afternoon, Ronald met with the executive team and outlined the strategies, goals, numbers, and deadlines. A meeting was held with senior staff members responsible for reporting progress. Market growth numbers were up, and new business numbers were increasing.

A quarter later Ronald had the quarterly report results. The region was on target. However, turnover increased by 25 percent. Involuntary turnover was up 10 percent. Previous customer numbers were decreasing, and customer complaints were increasing. He reviewed the report with his staff. When he asked for input, his request was greeted with silence. He sensed an uneasy feeling in the room.

Questions

1) How would you rate Ronald’s emotional intelligence? By remembering the four competencies of emotional intelligence, his quarterly results numbers may have been different. 

2) Discuss Ronald’s emotional intelligence behaviours in relation to staff experiences in the company. 

3) Discuss the CEO’s leadership style/s and its influence on staff and business at large. 

4) Discuss how mapping through the Johari window ( https://en.wikipedia.org/wiki/Johari_window) can improve the leadership effectiveness of the CEO. 

5) Discuss emotional intelligence, leadership effectiveness and its relationship to the workplace.

Source: A Case Study: Connecting Emotional Intelligence To… | Chegg.com

Conclusions

And we find then, that Emotional Intelligence is a valuable skill to have to develop a relationship between performance and leading people. Studies have shown a link of performance to numbers, that successful managers who practiced EI resulted in 20% more profitability and significant staff morale.

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