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Pinos et al. (2006) describe in their article the reliability and particular use of leadership skills for making progressive approach in terms of new era for mankind more felt and applicable toward constant process of change. In other words, the article points out the details of leadership, as it is, and its transformational type, in particular. Furthermore, Pinos et al. (2006) drive their research to the idea of rationale for present day leaders in their efforts for making success inside their surroundings. In this respect, the article argues previous studies in leadership capabilities of modern leaders, and provides a strategic outlook on the reliability and concrete use of transformational leadership for the increase of a company’s positive development.
The relation between emotional intelligence (EI) and transformational leadership (TL) in terms of current millennium is taken into consideration, as the main purpose of the discussion. That is why the reasonable background for the research presupposes such parameters as: professional literacy, motivation, organizational skills, decision making, ability to encourage the subordinates etc. Knapp & Carter (2007) outline that for the increase self-qualities in present day leader the ethical approach should be transformed into the main constituent in terms of the 21st century and its challenges. Pinos et al. (2006) comments on this idea with a particular pragmatism incorporated in the monitoring by a leader of his emotional changes for the goal of better results. In other words, the authors of the analyzed article are inclined to maintain the principles of emotional intelligence, as the support for transformational leadership. In fact, it can be useful in terms of today’s constant instability in major spheres of peoples’ activities. Marsh (2002) supports this idea with the assertion that new demands of the century need new ways of leading. It is so in the atmosphere of global post-industrial type of the societal structure, where the most valuable product is the information.
Again according to Pinos et al. (2006), the emotional intelligence should be taken into account as the main framework for building up the organizational strategy and design for the future. Moreover, this approach is emphasized with the notion of the “platform to shared learning”. This statement of the emotional intelligence as for the 21st century seems not to be new for the development of business relationships between human beings. However, for today’s leaders and managers it is vital to be able to use their smartness in the implementation of their responsibility of the people being subordinate to them. For the workplace effectiveness and efficiency the research by Pinos et al (2006, p. 63) admits the correctness of it due to three features in the straightforward and one-sided model “EI – TL – Workplace Effectiveness.” Bedbury & Fenichell (2003) remind in their research that the effectiveness inside the market where the level of competition is rather enormous should be evaluated from the domain of previous and current development and strategic model to have been used.
Pinos et al (2006) define the mastership of being a leader, as the ability to look t the things and at people with ongoing perspective of the right way. This capability concerned directly with the leader is even suppose by the authors with the “art in action”. The argumentation of this assertion is quite understood in its complex character for the communities of people and in the work space. Dawson et al (2001) outline that in the corporative or individual estimation leadership is extremely significant for achieving change. This statement is rather comprehensive in terms of perpetually changing world, where things never stay the same. The argument of the article under analysis presupposes that the point on distinctive devotion for work may reflect into the capability to inspire others (Pinos et al, 2006). Such realization of leaderships in the domains of everyday life needs the primordial evaluation of intentions prevailing in the sphere of life ambitions. This grounding is not easy, because making decisions each time promotes two-sided consequence for a leader: negative or positive.
The need for evaluation and monitoring of the progress highlighted in the article as the mere prerequisite for celebrating victory (Pinos et al, 2006). On the other hand, the research did not take into consideration the probability of negative approaches and critical situations when prescribed plan is being destructed. From the other side too much of control over the process of work may be harmful for the company and leader’s evaluation, as the carrier of rational ideas, experience, and positive change. In China, for example, the time of Cultural Revolution and societal urge for making industries stable points out the regulatory strategy which implies the “relaxation of control in order to encourage growth” (Finkelstein & Kivlehan, 2003, p. 15). Thereupon, the criticism of the article is rather conservative, especially, when admitting the reliance of the TL and EI in mutual observation of the real decline in leadership.
Owing to the previous studies in this field Pinos et al (2006) identified that the transformational leaders are apt at having the followers for the purpose of making the work of a leader facilitated and concentrated on the particular piece of it for every subordinate. In other words, for present time leader it is expressly important to have an idea of how to share the responsibilities within the personnel and how to gain benefits by means of the most optimal way. This idea has the support among other authors. It is due to the necessity for making more approach on cooperative style of relationships provision aimed at making business affairs more efficient and grave for the management team. Latchem & Hanna (2001, p. 57) insist on the following idea that “leader must spend a lot of time working through ‘the big picture’, bringing together the people who exercise delegated powers, building them into effective teams and sorting out territories.” The attention about the delegation of power in terms of subordination policy seems equivocal, but still both elements of the discussion should be estimated with definite and exclusively delicate approach. In other words, hierarchy in the workplace should be controlled every single moment, and the subordinates should be aware of their duties and responsibility which is taken on their shoulders. The intention of current piece of discussion leads to the applicable assertion provided in the article. Hence, Pinos et al (2006, p. 67) illuminate the issue of self awareness, as “a main point and central competency of emotional intelligence.” Furthermore, the credibility of such approach further comprises the significance of the above-mentioned category for the accuracy in controlling emotions and being a greater motivator, as a result. Really, the personal example makes people believe in practical truth of the leader’s ambitions and requirements. If it is seen in contemporary reality, then the logical evaluation of the leadership skills in their positive coloring will definitely be realized by the subordinates with pure arguments. After such motivational process the subordinate to the leader people will become highly motivated in terms of mutual drive toward the desired results. According to Leider (2004) the above mentioned positioning of the leader will be helpful for the subordinates while answering on the question “Why I should follow you?”
Furthermore, the article by Pinos et al (2006) highlights the idea that a leader should take into consideration the multinational and multicultural shaping of the corporations, especially when it touches upon the global companies. As a matter of fact, social awareness of a leader contributes to the process of organizational positive and mature atmosphere. Regarding to this issue Mary (2002, p. 4) designates an extra-ordinary nature of a leader, as one who able to “realize a positive correlation between social profit and economic profit.”
To sum up, the consideration of a transformational leader prop up against different social theories in making success for leaders of the 21st century. The article by Pinos et al (2006) prescribes the main qualities of transformational leadership and emotional intelligence. This approach is in most points supported today by other researchers in the domain of most optimal leadership models. Thus, the main qualities of transformational leader should be presupposed with the ability to control emotions and drive them in appropriate way, the capability to inspire others on personal example, the understanding of today’s multicultural and multinational coloring of the society.
Reference
Bedbury, S & Fenichell, S 2003, A new brand world: 8 principles for achieving brand leadership in the 21st century, Penguin, New York.
Dawson, M, Garvin-Kester, B, Vollmuth, J, Wåglund, M, Organisation for Economic Co-operation and Development, Melbø, F, Semb, T & Guillermo, L 2001, Public sector leadership for the 21st century, OECD Publishing, London.
Finkelstein, DM & Kivlehan, M 2003, China’s leadership in the 21st century: the rise of the fourth generation, M.E. Sharpe, San Jose, CA.
Knapp, JC & Carter, J 2007, For the common good: the ethics of leadership in the 21st century, Greenwood Publishing Group, Westport, CT.
Latchem, CR & Hanna, DE 2001, Leadership for 21st century learning: global perspectives from educational innovators, Routledge, London.
Leider, RJ 2004, The Power of Purpose: Creating Meaning in Your Life and Work, Berrett-Koehler Publishers, San Francicso, CA.
Marsh, MT 2002, Ethical Leadership for the 21st Century Participant Book: Packet of 5, Human Resource Developement Press, New York.
Mary, M 2002, Dynamic Leadership for the 21st Century Facilitators Guide Human Resource Developement Press, New York.
Moran, RT, Harris, PR & Moran, SV 2007, Managing cultural differences: global leadership strategies for the 21st century, Ed. 7, Butterworth-Heinemann, Oxford.
Pinos, V, Twigg, NW, Satyanarayana, P & Olson, BJ 2006, ‘Leadership in the 21st Century: the Effect of Emotional Intelligence’, Academy of Strategic Management Journal, Vol. 5, pp. 61-74.
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