Overview
This paper shall outline and demonstrate factors which are the crux of the indication of emotional intelligence (EI) as the X factor in identifying high potential in management practice. Brown and Moshavi (2005) propose that non cognitive emotional intelligence can contribute critically to elucidate interpersonal leadership and influence in a holistic manner. However, they further articulate that there are significant key component conveyed through definition, measurement and psychometric independence have to be categorically resolved. The article further details the attachment between emotional intelligence, organizational and organizational outcomes and transformational leadership, depicting this to pinpoint high potential and regular managers, job performance and career attitudes.
Key Concept and Issues
Some of the key components which are encompassed by this article in regards to emotional intelligence and transformational leadership. The importance of humanizing positive emotions and projecting them toward work are outlaid, this is spelled in relation to the identification of the right attitude and potential quality which are essential toward achieving organization obligations (Brown & Moshavi, 2005). Usually the key concept here centralizes on high potential expressed through emotions by both the managers and the taskforce.
Articles contribution to Organizational Behaviour and Management Practice
This article contribute to organization behaviour and management practice a perfect tool for administering proper authority in the organization, through identification of high potential individual in the organization and appointing them to the respective productive roles. This helps the organization to appoint taskforce through emotional intelligence assessment to deliver value to the organization as quoted by Brown and Moshavi (2005).
Conclusion
This article advocates for behavioural changes in the organization through emotional intelligence identification of high potential leaders and taskforce. Emotional intelligence advocates for attitudes checks and behaviour which are the essential for the development of the organization.