The Pearl Essays (1098 words) - The Pearl, Kino, Poetry, Pearl

The Pearl Kino, Juana and their infant son Coyotito live in a modest brush house by the sea. One morning, calamity visits their home when Coyotito is bitten by a scorpion. With hopes of protecting their son, Kino and Juana rush him to the doctor's clinic in town. However, when they arrive at the gate, they are turned away because they are poor natives and not paying customers. Later that same morning, Kino and Juana take their family canoe out to the estuary to go diving for pearls. Juana makes a poultice for Coyotito's wound while Kino canvases the sea bottom. Juana's prayers for a large pearl are answered when Kino surfaces with the largest pearl either of them has ever seen. Kino lets out a triumphant yell at his good fortune, prompting the surrounding boats to circle in and examine the treasure. In the afternoon, the whole neighborhood gathers at Kino's brush house to celebrate his find. Kino names a list of things that he will secure for his family with his newfound wealth, including a church wedding and an education for his son. The neighbors marvel at Kino's boldness, wondering if he is wise or foolish to hold such ambitions. Toward evening, the local priest visits Kino, to bless him on his new fortune, and to remind him of his place within the church. Shortly after, the doctor arrives, explaining that he was out in the morning but has come now to cure Coyotito. He administers a powdered capsule and promises to return in an hour. In this period, Coyotito grows violently ill and Kino decides to bury the pearl under the floor in a corner of the brush house. After the doctor returns, he feeds Coyotito a potion to quiet the baby's spasms. When the doctor inquires about payment, Kino explains the story of the pearl to him. This intrigues the doctor greatly, and Kino is left with an uneasy feeling. Before going to bed, Kino re-buries the pearl beneath his sleeping mat. That night, he is wakened by an intruder, who is digging a hole in the corner in hopes of finding the pearl. A violent struggle ensues, and Kino is left bloodied in his efforts to chase away the criminal. Juana, terribly upset by this turn of events, proposes to abandon the pearl, which she considers an agent of evil. The next morning, Kino and Juana make their way to town in an attempt to sell the pearl. Juan Tomas, Kino's brother, advises Kino to be wary of cheats. Each dealer Kino visits makes an absurdly low bid on the pearl. Kino indignantly refuses to accept their offers, resolving instead to take his pearl to the capital. That evening, as they prepare to leave, Juan Tomas cautions his brother against being overly proud, and Juana reiterates her wish to be rid of the pearl. Kino silences her, explaining that he is a man and will take care of things. In the middle of the night, Juana steals away with the pearl. Kino wakes as she leaves and pursues her, apprehending her only at the shore. Just as she is poised to throw the pearl into the sea, he tackles her, takes the pearl back, and beats her violently, leaving her in a crumpled heap on the beach. As he returns to the brush house, he is confronted by a group of hostile men who try to take the pearl from him. He fights them off, killing one and causing the rest to flee, but loses control of the pearl in the process. As Juana ascends from the shore to the brush house, she finds the pearl lying in the path. Just beyond, she sees Kino on the ground, next to the dead man. He bemoans the loss of the pearl, which she presents to him. He explains that he had no intention to kill, but she insists that he will be labeled a murderer regardless. They resolve to flee at once, and Kino rushes back to the shore to prepare the canoe, while Juana returns home to gather Coyotito and their belongings. Kino arrives at the shore only to find his canoe destroyed by vandals. When he ascends the hill, he sees a fire blazing, and

Free Essays on Green Party Of Canada

Origins and development of the Green Party The Green Party/Movement in the United States began with self-starting local groups in 1984, the first such group having formed in early January of that year in the state of Maine. By 1989, over 400 local groups had sprung up in most parts of the country. A Clearing House in Kansas City, Missouri fostered communication among all the local groups. The movement took the name of Green Committees of Correspondence.- recalling the organizing that took place under the name of Committees of Correspondence in the decade before the Revolutionary War. In addition to local group membership, individual national memberships were also encouraged. Over 2000 had signed on by the end of the 80s. In the beginning, local groups spent much time debating the meaning and application of Ten Key Values. These had emerged from the first national meeting in St. Paul in August, 1984. The Ten Key Values are drawn from the Four Pillars that the then West German Greens articulated, plus three sets of two values each. The Four Pillars are Ecological Wisdom, Social Justice, Grass Roots Democracy, and Non-violence. The three sets of two each are: Respect for Diversity and Feminist Values; Decentralization and Community Economics; Global Responsibility and Sustainability (or: Thinking to the Seventh Generation). The debates over their meaning and application were often intense and sometimes harsh. One important argument reflected the on-going controversy between Social Ecology and Deep Ecology, the former led by Murray Bookchin at the Social Ecology Center in Vermont and the latter inspired by the work of Arne Naess, the Norwegian eco-philosopher. The debate was whether one had to liberate human beings first before being able to save nature; or whether the work of saving nature had to be well advanced before it would be possible to liberate human beings. It was an argument that would continue to stir in Green circles, ta... Free Essays on Green Party Of Canada Free Essays on Green Party Of Canada Origins and development of the Green Party The Green Party/Movement in the United States began with self-starting local groups in 1984, the first such group having formed in early January of that year in the state of Maine. By 1989, over 400 local groups had sprung up in most parts of the country. A Clearing House in Kansas City, Missouri fostered communication among all the local groups. The movement took the name of Green Committees of Correspondence.- recalling the organizing that took place under the name of Committees of Correspondence in the decade before the Revolutionary War. In addition to local group membership, individual national memberships were also encouraged. Over 2000 had signed on by the end of the 80s. In the beginning, local groups spent much time debating the meaning and application of Ten Key Values. These had emerged from the first national meeting in St. Paul in August, 1984. The Ten Key Values are drawn from the Four Pillars that the then West German Greens articulated, plus three sets of two values each. The Four Pillars are Ecological Wisdom, Social Justice, Grass Roots Democracy, and Non-violence. The three sets of two each are: Respect for Diversity and Feminist Values; Decentralization and Community Economics; Global Responsibility and Sustainability (or: Thinking to the Seventh Generation). The debates over their meaning and application were often intense and sometimes harsh. One important argument reflected the on-going controversy between Social Ecology and Deep Ecology, the former led by Murray Bookchin at the Social Ecology Center in Vermont and the latter inspired by the work of Arne Naess, the Norwegian eco-philosopher. The debate was whether one had to liberate human beings first before being able to save nature; or whether the work of saving nature had to be well advanced before it would be possible to liberate human beings. It was an argument that would continue to stir in Green circles, ta...

Theorising Art, Media and Design Essay Example | Topics and Well Written Essays - 1500 words

Theorising Art, Media and Design - Essay Example It advocates their independence and their role in the society – a role which is more than that inside the household (Chodorow). This paper will discuss feminism in the context of visual culture and the means by which this particular movement was theorized and historicized in the past three centuries. Before delving into the discussion of the historiography of the femininity in the context of visual arts, it is appropriate to explain the projection of women in contemporary art by citing varying texts published by feminist writers. In particular, this research will use Amelia Jones’ book, The Feminism and Visual Culture Reader, as its primary basis for said study. Jones’ work focuses on the collates different accounts and writings concerning art, film, architecture, popular culture, new media, and other visual fields in the point of view of feminist thinkers and writers. The author describes feminism as, â€Å"... in most of its forms, proposes and demands a polit ical and/or ethical stance towards cultural experience...† (Jones 2). She also argues that the presence of visual culture, â€Å"... is a rubric and a model of critical thinking about the world of images saturating contemporary life.† (Jones 2). ... of critical models of reading visual imagery in visual culture and its related disciplines of art history, film theory, television studies, and the visually oriented arm of media, new media and culture studies.† (Jones 3). There is no need to explain what had been cited from the work of the author. She directly applies the leading role of such movement in contemporary forms of art and media. However well established feminism is as a major movement that advocates the emphasis of the female gender in a patriarchal society, the depiction of femininity and its degradation in some visual arts has had a lengthy discourse. According to Judith Butler in the book, Gender Trouble: Feminism and the Subversion of Identity, â€Å"The notion of an original or primary gender identity is often parodied within the cultural practices of drag, cross-dressing and the sexual stylization of butch/femme identities. Within the feminist theory, such parodic identities have been understood to be either degrading to women...† (187). Butler makes clear that not all contemporary art can be beneficial to the cause of women empowerment. The example that she had presented gives light to the misuse of the feminist movement which had inevitably resulted to the lampooning of the feminine gender. Indeed when the ideological basis of feminism is used but the medium of expression is deformed, the outcome may cause harm to the ultimate goal of uplifting femininity as gender in the arts. If Jones depicts feminism as the major player in the context of contemporary visual arts and Butler argues that the proper expression of feminism in the mentioned media is a must, other feminist writers regard that feminism in visual arts can create liberal and complex image of the female subject. Judith Williamson

Country Research Essay Example | Topics and Well Written Essays - 500 words

Country Research - Essay Example Amaterasu is considered their chief deity with the emperor and empress as the successors who must lead ceremonies for the welfare of the people. Buddhism is another main religion practiced by many Japanese. Buddhism set the standard where salvation is achieved when believers give up their worldly desires and without too much thought of themselves. Japanese likewise have faith in myths. They claim that Izanami, the female goddess retired into the underworld as a result of the birth of god of Fire. Izanagi, the male god created the storm god, Susano. The myth of the tallest mountain is yet another that they maintain. Mount Fuji became the highest mountain in Japan because she destroyed Mount Haku after it was known that it has the tallest peak (Piggot, 1969). Interestingly, there are many rituals practiced by Japanese. Family ritual practices involve bathing themselves in a small square tub. The tub is used by every member of the family where it requires scrubbing and soaping outside t he tub before dipping. Bowing when meeting someone and departing them is observed to show respect. When entering a house, outside shoes should be removed as a sign of cleanliness. Family eats with chopstick and talking is restricted.

Case study Example | Topics and Well Written Essays - 1000 words - 32

Case Study Example Printed catalog is the major focus area of IKEA marketing strategy. In fact the company spends most of its marketing budget on this area every year. Catalog entailing 300 to 400 pages is produced in 30 languages in 59 editions. Around 200 million catalog copies were circulated in 2012. In 2013 IKEA catalog incorporated new characteristics of special symbols that could be read by IKEA Android and iPhone apps. When the symbols are scanned, customers are fascinated by the presentation of detailed information about IKEA products. These apps also offer 3D product models and videos explaining ‘how to’ (Copeland and Hartline, 495). Similar real experience applies in the internet as attested by (Copeland and Hartline, 495). Customers are allowed to download programs that guide them in redesigning kitchens, bathroom and bedrooms. Customers can also view products online. Data entailing local events of every store, product and service specials as well as promotions, is also available in the website. This expands customer knowledge of products, services, motivation, events among other concerned business information. However, the drawback with regard to the website is that it does not entirely allow customers to purchase items online. Consumers have to visit the stores to access and purchase products. About 30 percent of the product line is allowed for purchase online. Moreover, in order to reach its target customers, IKEA catalog employs the use of radio, television and communication via the internet. The fact that IKEA lets its consumers to experience shopping experience by themselves, motivates customers towards purchasing items at IKEA stores. The materials that IKEA provides for its customers make it easier to shop. The showrooms in the floor display furniture of the company with several accessories that will make the style noticeable for consumers. This frees the customers from salespersons working on commission, according to Copeland and Hartline, (497). This

Trait EI Theory in Leaders at Network Rail

Trait EI Theory in Leaders at Network Rail ABSTRACT This investigation addresses the problem of leadership attributes variance in different levels of management. With the environment work force changing in terms of relationships the linkages of self perceived emotional intelligence traits of 52 individuals in junior, middle and senior management at Network Rail are gathered using the Trait Emotional Intelligence Questionnaire (TEIQue) developed by Dr.Petrides at UCL. The investigation exposed a lower level of Global emotional intelligence of senior management in comparison to junior and middle management. However the findings also showed that senior management outperformed on traits that are closely linked with Network Rails Leadership development framework. The other variations and patterns in the data bring up the topic of optimism bias, the neuroscience of change and overcoming the immunity to change. Recommendations outline the intentional change model that could be adapted in order to develop effective leadership traits and be linked with the current talent management programme at Network Rail. CHAPTER 1 INTRODUCTION 1.1 Project Overview This study will look for the existing evidence and links between emotional intelligence (EI) and Leadership development in the construction environment. This study will focus on the trait EI theory (Petrides Furnham, 2006) and look to establish common traits in leaders at Network Rail. The study will look for commonalities in terms of traits and competencies in the organisations leaders. The Trait Emotional Intelligence Questionnaire (TEIQue) (Petrides Furnham, 2006) has been selected post literature review for its ability to test for Emotional Intelligence traits that most closely link with what is defined as leadership in academic literature. A lot of interest has surrounded the concept of Emotional Intelligence, and the alleged links it has to improving an individuals ability be successful. Linking and harnessing EI to individuals and their leadership performance is hard to scientifically establish. The investigation focuses upon common attributes that can be developed. Trait Emotional Intelligence (TEI) does not necessarily seclude what Goleman (1998) describes as those EI abilities that you are born with, such as the ability to tune in-emotionally (emotional awareness) to others, and read how they are feeling (social awareness). But this investigation will aim to look at the harder factors of EI that can be developed for and provide added value and competitive advantages to organisations. The investigation of EI and Leadership aims to uncover value that can be used to develop leadership performance. The practical or applied focus is the construction industry. The discovery of the common traits will then be compared to what currently exists in Network Rails (NR) current leadership framework. Recognising that NR and most large organisations already do acknowledge the link between EI and Leadership, the investigation will look at the construction industry specifically. As the construction environment is described as one which is based on human interactions yet suffers from disputes, fierce competitiveness and fragmentation (Walker and Hampson, 2003). The study then into EI and improved Leadership performance would be relevant into helping overcome these barriers to improved working relationships. 1.2 High Level Project Plan Literature review of emotional intelligence models. Selection of EI testing survey. Milestone One – rolling out EI test survey 15/06/09 – 19/06/09. Analysis of EI test results Assessment of leadership focus groups, survey and EI test results. Leadership framework analysis. Milestone Two – Realisation of gaps that exist within the leadership framework and proposal of enhanced leadership framework 06/07/09. Milestone Three – Draft Copy Complete – 06/08/09. 1.3 Project Road map Chapter 1 has introduced the problem area that this research is looking to add knowledge to. The second half of chapter 1 will draw in the reader to the more specific problem area that this project is addressing, and how this problem will be researched. A review of the existing EI models and an effective approach for this investigation will be sought and shall be addressed in this chapter also. Chapter 2 will set out the research methodology that has been adopted for this research, considering the nature of the project and the relative social complexities and privacy issues associated with emotional intelligence tests will be addressed here. This will follow on to the actual analysis section, chapter 3 where a cross section of the results will be displayed, and quantitatively analysed. The results of the study shall be shown in chapter 4. The evaluation of the study and future recommendations or work will be concluded in chapter 5. 1.4 Literature Review 1.5 Introduction The scope of the literature review will define emotional intelligence from the various academic perspectives, distinguishing an accurate and succinct description of the term, which is considered relatively new. The Literature Review will compromise of the following: Brief History of EI A discussion of the current EI models and the attributes that are linked to them Focus: The elected EI Model TEIQUE. How EI is linked to improved leadership performance. Leadership Responsibilities. The need for EI competencies and Leadership in the Construction Industry. The current problems within Network Rail. 1.6 What is EI? Though the term EI has in recent years broadened, the original definition of EI is: The ability to monitor ones own and others feelings and emotions, to discriminate among them and to use this information to guide ones thinking and actions, Salovey and Mayer (1990 pg 189). Popularised by Goleman (1995) in his books and speeches in recent years EI may give the impression of being a very new concept, psychologists have of course established its presence much earlier than this. A time line has been produced to give an idea of how EI has grown and expanded (Figure 1). In 1920 a psychologist named Thorndike referenced in Khilstrom and Cantor (2009) established three forms of intelligence one of them being social intelligence. Thorndike stated that this was the ability to function successfully in interpersonal situations. Gardner (1983) then proposed social intelligence as one of 7 multiple intelligences which actually mapped out the beginnings of EI by stating that social intelligence comprised of interpersonal and intrapersonal skills. Gardner (1983) believed however that we have multiple intelligences rather than a general intelligence and was clear on this notion. It was not until 1990 that the term emotional intelligence was first officially coined by Salovey and Mayer, their definition is still regarded as the most accurate description of EI. 1.7 The Problems with EI Currently Murphy (2006) critiqued the problems of Emotional Intelligence addressing the three common problems found on the subject. (1) EI is poorly defined and poorly measured (Locke, 2005, Eysneck, 2000 and MacCann et al, 2004). (2) EI is a new name for familiar constructs that have been studied for decades. (Locke,2005). (3) Claims about EI are overblown, (Landy, 2005). Though this investigation is not a study into the definition of EI, the reader must be made aware that EI is a contended description, and one that does receive positive and negative attention. EI is often linked to popular psychology which dilutes the validity of the concept adding value in organisational environments. It is this association coupled what Landy (2005) comments as the lack of measurability, providing weak evidence to suggest EI tests have any predictive value. This has caused many to completely dismiss its label, with Locke, (2005) adding that EI should be re-labelled and regarded as Emotional skills. 1.8 The various models of EI Since Savoley and Mayer first introduced the term EI, a few authors have expanded or taken a slightly different perspective on what constitutes as EI. These models do vary somewhat on how they define EI with stretching definitions that often encompass other related areas. Therefore EI does not have one set model that all academics can agree contains all the attributes that pertains to what is defined as EI. As this investigation is narrowing on the EI attributes and traits with leadership performance, the model that best-fits this particular study will be selected. Therefore a brief synopsis of EI models will be reviewed, and a set of attributes provided by a psychologist (Qualified Corporate Trainer) and Network Rails Leadership Development team will assist in identifying the correct model to follow. This will enable the administering of the survey to be appropriate for the organization and for the purpose of the research. Emotional Intelligence models are categorised into 3 areas, and this research will analyse a model in each of the following areas. Ability EI models Mixed models of EI Trait EI model 1.9 The ability EI model In 1997 Savoley and Mayer introduced a four branch model which has since transpired to involve the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT). This four branch model pertains to the following: Perception, Appraisal and Expression of Emotion Emotional Facilitation of Thinking Understanding and Analyzing Emotions; Employing Emotional Knowledge. Reflective Regulation of Emotions to Promote Emotional and Intellectual Growth The ability test views EI as a form of intelligence, testing the participant on the above four branches, showing a score for each of the branches and a total EI score. The model has recently received quite mixed reviews with a recent study carried out by FÃ ¸llesdal (2008) which details a study of 111 business leaders based in Norway. In this study business leaders were compared with how their employees described their leader; however no correlation of empathy to being effective leaders, or behaviors for transformational leadership were found. Three papers were completed, all questioning the validity of the MSCEIT, which critically lead to a questioning of the validity of the EI model in general. 1.10 Mixed models of EI Goleman (1998) originally developed this model and describes the mixed model of emotional intelligence as the bedrock for emotional competencies, which actually pertains to the ability to realise what another person is feeling, which Goleman boldly states is a skill that you are born with. He goes on to comment that emotional competence is quite different, this pertains to a personal and social skill set. This personal and social skill can lead to a superior performance in the world of work, and this skill can be learnt and developed to increase performance. The Mixed Model theory describes five domains of EI. Each area has its own set of behavioural attributes and describes these as EQ, unlike IQ which is difficult to change, emotional intelligence can be developed through education and training interventions (Goleman, 1995). 1. Knowing your emotions. 2. Managing your own emotions. 3. Motivating yourself. 4. Recognising and understanding other peoples emotions. 5. Managing relationships, i.e., managing the emotions of others. There are various measurement tools that are based on the Goleman model, the main model is termed The Emotional Competency Inventory (ECI), and later updated to the Emotional and Social Competency Inventory (ESCI). The second is Intelligence Appraisal, often taken as a self-report or a peer assessment termed a 360-degree assessment. 1.11 Trait EI model Trait EI is not to be confused with the first ability model presented, as this model concentrates on self-perception. It is recognising that behavioural disposition and self perceived abilities can be quite different, and by using a self report which in contrast to the ability based model can be scientifically tested much easier than the ability model which tests actual abilities rather than traits. This framework also known as Trait Emotional Self Efficacy (TESE) links well with personality tests. This model has been favoured by recent academics and especially critics of the ability model. The Trait EI model is credited with a more accurate testing rules than the ability model, which has been termed a psychometrically meaningless scoring procedure (Petrides, et al 2007). The Trait EI model is tested using the TEIQUE (Trait emotional Intelligence Questionnaire), the model is freely available and its open access status means that its transparency for testing welcomes scientific challenges. This approach the author feels is a positive step towards developing EI tests further to contributing to a more accurate construct of emotional intelligence. The Trait theory however does differ in its interpretation of EI, with the following differences outlined: Ability EI is defined as a cognitive-emotional ability that relates to emotions that are only measurable through what Petrides (2007) calls maximum performance tests. These tests are linked with extensive psychological emotional testing that requires large sample sizes. Indicating that tests currently established in the mixed models and ability models of EI really may not have much substantial predictive value, aligning the view point of Petrides and Furnham (2004) with Locke (2005). Rather trait EI describes what Petrides (2007) calls emotion-related behavioural dispositions and self perceived abilities, and can therefore be measured through self-report questionnaires. It is the focus on self perception of traits and leadership performance that allows this investigation to conclude a more accurate research hypothesis. The TEQUI has 20 variables with 15 traits grouped into four categories; this is explained in further detailed in the methodology chapter (3.8). 1.12 EI as a core competency in organisations When it comes to improving organizational effectiveness, management scholars and practitioners are beginning to emphasize the importance of a managers emotional intelligence (Sosik Megerian, 1999 pg 367). Despite the shortcomings in establishing EI as a concept, this study recognises that EI is a core competency and the focus will be on what attributes of EI should be developed in order to contribute to improved leadership performance, and to use the findings to improve the current leadership framework in Network Rail. Organisations are starting to recognise the emerging role EI has in the workplace, (Fisher and Ashkanasy, 2000). An investigation completed by Cooper and Sawaf (1996) in to an Executives EQ has exposed evidence that Emotional intelligence is a pre-requisite in leadership and successful organisations should implement strategies to develop this core competency, in order to provide its workforce with a competitive advantage. This competitive advantage has a huge hidden immeasurable value (Cooper and Sawaf, 1996) which if nurtured correctly will ultimately lead to protect organisations working collaboratively for win-win scenarios. EI has not only been used in organisation training, but can now be seen in a variety of scenarios. Selling life insurance was seen as a delicate sales pitch, that often lead to low responses. However, with specific training given to shed a positive light on the subject, sales were positively effected as the quality of interactions improved with comfort levels increasing with clients, this study focused on the topic of self awareness (Druskat and Druskat, 2006). Kaplan et al (2001) comment that recurring blind spots in managers that are striving to attain higher levels of EI are setting unrealistic goals to subordinates, relentlessly striving, and ruthlessly driving others too hard is not an example of a leader with a good level of EI. Kaplan et al (2001) explains that the hunger for power and the need for recognition are also not traits that leaders with high levels of emotional intelligence should demonstrate. 1.13 Linking emotional intelligence with leadership development and performance This requires more thinking than the generic training that is currently delivered to an organisations employees, but a study on what attributes successful leaders tend to possess. The evidence that EI exists in leadership is not questioned with both Goleman, (1995) and Savoley and Mayer (1990) agreeing that it is the ability to combine emotional and cognitive capacities to handle lifes emergent circumstances (referenced in Higgs and McGuire, 2001) , coping with setbacks and dilemmas, and effectively interacting with others requires a form of intelligence. Goleman (1998) has commented that leaders have to make decisions about strategy, employees and situations. It is the leaders ability to make effective decisions that determine the performance of good leaders. Goleman has taken five components from the EI realm and listed them as integral these are: Self-awareness Communication influencing skills Commitment Integrity Managers who do not develop their emotional intelligence have difficulty in building good relationships with peers, subordinates, superiors and clients (Goleman, 1998 pg 95) outlines the importance of relationship management and the mistake of being task focused in the work environment. Sosik Megerian, (1999) carried out a study which addressed how self-awareness components can improve transformational leadership. Transformational leadership is defined by Burns (1978) as a process that assists leaders and followers to enable each other to advance to a higher level of moral and motivation. The study founded empirical support for EI being the foundation of leadership. Sosik and Megerian (1999) went on to comment that if leaders became more self-aware the implications of their own feelings and thoughts could be better managed and understood, and would lead to improved interactions with sub-ordinates. In Druskat and Druskat (2006) it was referenced that Spencer (2001) found that in a study of 28 construction project managers that EI competencies was most strongly related to their job success. Druskat and Druskat (2006) then supported this with a study carried out by Mount (2005) on 74 project managers which demonstrated that nearly 70% of Project managers put their success down to the emotional competencies of the individual. And Finally Butler and Chinowsky (2006) carried out a study in construction with 130 construction executives. Interpersonal skills and empathy were the two most important EI behaviours to be identified in this investigation. The key findings mentioned that additional attention during the development of construction industry executives would be favoured to overcome what the industry suffers with currently. 1.14 Examples of how competency development can bring positive change Self-confidence a form of self awareness is defined by Pryke and Smyth (2006) as having a strong sense of Self worth and capabilities. Although these attributes can often be wrongly identified with arrogance, it is the ability to inspire those around you to subscribe to an idea. This attribute was chosen alongside other emotional competencies to change a problem in an organisation. The problem related to staff retention, with the firm not managing to maintain its division presidents for no longer than two years. This new recruitment strategy hired based on self confidence characteristics, influencing skills and what is termed Inspirational leadership (Goleman, 1998). Though Goleman has not been transparent on what the recruitment questions were specifically, the results are clear. With retention dropping from 50% to 6% with using this new hiring process (Pryke and Smyth, 2006). Self-control is another form of self awareness, and relates to effective communication and integrity. Druskat and Wolff (2001) comment that self control is not a question of dealing with a necessary evil by dealing with emotions as they bubble up and then suppressing them as soon they appear. It is a process of consciously bringing emotions to the surface and understanding how they can affect others. Construction industry suffers with managing emotion in the work place Walker and Hampson (2003) have termed the Construction industry as one that is characterised by disputes, fierce competitiveness and fragmentation all major obstacles to development. With this environment regarded as fact by many practitioners and academics, the relationship approach is seen as an effective stance to deal with the pressures of this complex environment (Pryke and Smyth, 2006; Walker and Hampson, 2003). 1.15 Responsibilities of good leaders It is suggested that leaders that have emotional intelligence tend to align personal and subordinate goals to accomplish company goals. Belasco and Stayer (1993) have suggested responsibilities a leader should possess, the author has taken these suggestions and developed actions and traits in a waterfall format, as they are suggested steps that could be undertaken. 1.16 Leadership Traits and Trait Emotional Intelligence The following principals in the above system have been aligned with traits tested for in the trait emotional intelligence test (TEIQUE). For a full description of the TRAITS the official TEIQUE interpretation can be found in the appendix and a condensed version is found in section 2.8. 1.17 Current Problems at Network Rail The problem owner is of course NR, and the problem is the legacy attitude of the workforce, with the Q12 survey (a survey comprising of 12 questions to gather employee engagement) uncovering some very disheartening results. In 2003 the Gallup organisation reported that NR had fallen in the bottom quartile and stated they had never seen results this low before. With 30% of NRs 33,000 branded actively disengaged, indicating a lack of loyalty and/or allegiance to the firm and its aims and 50% not engaged (Gallup , 2006) it was clearly evident that this problem had to be addressed. With little progress made in 2006, NR introduced a cross-functional management team to implement a plan of change. This agenda addressed management behaviours, unions, communications, basic/root causes, benchmarking, best practices and analysis techniques (Warwick Business School, 2006). Furthermore NR introduced a Leadership Framework to provide guidelines for its middle and junior management (Managers Handbook, 2006). These values are implemented through annual reviews, corporate training and the American 360-degree anonymous peer review. A series of positive responses by the executives is a move in the right direction; however this dissertation wishes to expand on the leadership framework and make some sensible suggestions. Specifically leadership in project management, with NR considered the biggest employer of project professionals in the UK (Telegraph, 2008). 1.18 Chapter Summary This investigation therefore considers the current problem that exists within NR, and attempts to discover the self perceived emotional intelligence of its junior, middle and senior management. The next chapter will detail the correct approach that should be taken in order to administer this sensitive test. The current leadership framework though has been investigated at this stage has been brought into discussion in chapter 4 to explain some of the unexpected and expected results of the trait questionnaire. CHAPTER 2 RESEARCH METHODOLOGY The following chapter aims to discuss the research methods the author employed to answer the questions derived from the critical literature review. The over arching research question is: Does trait emotional intelligence increase with management seniority? With the following sub-hypotheses used to investigate this statement: H1 – The Higher the position level and/or level of seniority the higher the Global Trait EI. H2 In the Self Control factors of trait EI the older individuals will score higher. H3 In the Emotionality factor of trait EI, females will score higher than males. 2.1 Previous Research The authors research builds empirically on previous work carried out within the area of Leadership and Emotional Intelligence. An indication as to what research was previously carried out will be given to give further justification to the research methods that were used. There have been a few studies in the area of emotional intelligence and leadership, with the majority of investigations implementing a single and multi strategy approach. The area of emotional intelligence and its effect on leadership in construction is quite limited with studies all adopting similar approaches. Authors such as Butler and Chinowsky (2006) and Walker (2003) conducted emotional intelligence surveys. Their research targeted a select management type within the construction industry enabling a statistical grounding for stronger analysis. The research discussed took a positivist approach but it can be seen as somewhat unreliable as the emotional intelligence surveys taken were not self perceived tests of emotion. The basis of their EI tests claims to test genuine EI rather than realistically outline that the tests taken are hypothetical in nature; and in reality if not tested using high performance test techniques then the tests are somewhat invalid (Petrides , 2003) with the potential for certain individuals to exaggerate or omit certain truths. This could lead to a weak correlation in EI data for various levels of management. Sunindijo et al (2007) used a mixture of quantitative and qualitative research methods completing direct interviews and EI tests developed by TalentSmart, with over 90 construction management executives. Due to the success of previous research methods outlined above, the author adopted a survey based methodology to gather primary research. Taking the format of Butler and Chinowsky (2006) by identifying various management types and using an emotional intelligence survey that calculated self-perceived EI, the survey selected TEIQUE (Petrides, 2003) recognises that individuals may wish to portray a positive impression (PI), or may have a skewed Negative Impression (NI) and also give varied answers measured by an Inconsistency Index (II). The trait survey has adopted a similar concept and additionally recognises that all traits are self perceived rather than indefinite EI scores. In keeping with Butler and Chinowsky (2006) Sunindijo et al (2007) and Walker (2003) the author distributed questionnaires to the target audience. The underlying assumptions of the research methods chosen formed the basis of the rest of the chapter. 2.2 Research Philosophy and Strategy In order to extend on existing social interpretations found within the literature, a philosophy for this investigation has been used. The concept of empiricism was seen as a relevant philosophy to adopt, as the research findings add to the current body of knowledge (Remenyi et al 1998, pg 31). The questioning nature of this investigation however aimed to have a perspective of realism recognising that research questions can be interpreted quite differently. With Fisher et al (2004) commenting that the subjective nature of research and the inevitable role of values in it should be considered carefully. A primary attribute of realism is that it is common for researchers findings to complement existing explanations. Using this philosophy and drawing on existing presumptions and assessments, the author is able to validate which can be transferred easily. The TEIQUE survey was the ideal as its philosophy and theme married well to the concept of realism and positivism. As the developer of the survey does take the following notion working with an observable social reality and that the end product of such research can be the derivation of law like generalisations, similar to those produced by the natural sciences (Remenyi et al, 1998). However as this investigation is one of very few in the construction industry, the realism aspect is emphasised as the appropriate philosophy. With this form of study often brandished as fuzzy, the pre-existing frameworks in Networks Rails organisation alongside networks, concepts, hypothesis and theories (Czeller, 2003) are used to create theoretical predications concerning peoples experiences (Bryman and Bell, 2003). 2.3 Research Approach An inductive approach is appropriate due to the perspective of theory being the outcome of research (Bryman and Bell, 2003). The deductive approach has been disregarded subject to criticism due to the nature of the methodology being rigid, and the inability to construct any alternative explanations. The author wishes to build on the current body of knowledge. With concepts explored such as; ? The relationship between self perceived emotional intelligence and leaders in an organisation. ? The possibility of traits of emotional intelligence in junior, middle and senior management varying. ? The gaps in this trait analysis to form recommendations for a review of the leadership framework at Network Rail. Thus implementing research methods that can build understandings on these current theories was fitting. However if new issues and understandings arose then they can still be discussed and placed within context. 2.4 Data Collection Methods The data collection method applied was a questionnaire. The advantages and disadvantages of using this research method discussed further on in the chapter. The single method approach was chosen as it incorporated complementary research, with a questionnaire that is tried and tested in many organisational environments. The TEIQUE questionnaire was aimed at three groups of management in the infrastructure investment arm of Network Rail. The groups were junior, middle and senior management. The data collection commenced during the early parts of June, with 100 papers based surveys being administered by the author. The distribution of the questionnaire aimed for a 60% response rate with an even split of junior, middle and senior management. The potential issue is that as Network Rail is a pyramid organisation, the number of senior and middle management is far fewer than junior, and thus could be reflected in the response split. To avoid this happening, more surveys have been distributed specifically to senior and middle management, as they would be more inclined to ignore surveys due to time commitments. 2.5 Justification of questionnaires The use of an emotional intelligence survey and short questionnaire was down to two major reasons. Initially in order to carry out an emotional intelligence test successfully, the participant had to meet certain criterion which was driven from the literature review and forums that the author attended (see appendix for f Trait EI Theory in Leaders at Network Rail Trait EI Theory in Leaders at Network Rail ABSTRACT This investigation addresses the problem of leadership attributes variance in different levels of management. With the environment work force changing in terms of relationships the linkages of self perceived emotional intelligence traits of 52 individuals in junior, middle and senior management at Network Rail are gathered using the Trait Emotional Intelligence Questionnaire (TEIQue) developed by Dr.Petrides at UCL. The investigation exposed a lower level of Global emotional intelligence of senior management in comparison to junior and middle management. However the findings also showed that senior management outperformed on traits that are closely linked with Network Rails Leadership development framework. The other variations and patterns in the data bring up the topic of optimism bias, the neuroscience of change and overcoming the immunity to change. Recommendations outline the intentional change model that could be adapted in order to develop effective leadership traits and be linked with the current talent management programme at Network Rail. CHAPTER 1 INTRODUCTION 1.1 Project Overview This study will look for the existing evidence and links between emotional intelligence (EI) and Leadership development in the construction environment. This study will focus on the trait EI theory (Petrides Furnham, 2006) and look to establish common traits in leaders at Network Rail. The study will look for commonalities in terms of traits and competencies in the organisations leaders. The Trait Emotional Intelligence Questionnaire (TEIQue) (Petrides Furnham, 2006) has been selected post literature review for its ability to test for Emotional Intelligence traits that most closely link with what is defined as leadership in academic literature. A lot of interest has surrounded the concept of Emotional Intelligence, and the alleged links it has to improving an individuals ability be successful. Linking and harnessing EI to individuals and their leadership performance is hard to scientifically establish. The investigation focuses upon common attributes that can be developed. Trait Emotional Intelligence (TEI) does not necessarily seclude what Goleman (1998) describes as those EI abilities that you are born with, such as the ability to tune in-emotionally (emotional awareness) to others, and read how they are feeling (social awareness). But this investigation will aim to look at the harder factors of EI that can be developed for and provide added value and competitive advantages to organisations. The investigation of EI and Leadership aims to uncover value that can be used to develop leadership performance. The practical or applied focus is the construction industry. The discovery of the common traits will then be compared to what currently exists in Network Rails (NR) current leadership framework. Recognising that NR and most large organisations already do acknowledge the link between EI and Leadership, the investigation will look at the construction industry specifically. As the construction environment is described as one which is based on human interactions yet suffers from disputes, fierce competitiveness and fragmentation (Walker and Hampson, 2003). The study then into EI and improved Leadership performance would be relevant into helping overcome these barriers to improved working relationships. 1.2 High Level Project Plan Literature review of emotional intelligence models. Selection of EI testing survey. Milestone One – rolling out EI test survey 15/06/09 – 19/06/09. Analysis of EI test results Assessment of leadership focus groups, survey and EI test results. Leadership framework analysis. Milestone Two – Realisation of gaps that exist within the leadership framework and proposal of enhanced leadership framework 06/07/09. Milestone Three – Draft Copy Complete – 06/08/09. 1.3 Project Road map Chapter 1 has introduced the problem area that this research is looking to add knowledge to. The second half of chapter 1 will draw in the reader to the more specific problem area that this project is addressing, and how this problem will be researched. A review of the existing EI models and an effective approach for this investigation will be sought and shall be addressed in this chapter also. Chapter 2 will set out the research methodology that has been adopted for this research, considering the nature of the project and the relative social complexities and privacy issues associated with emotional intelligence tests will be addressed here. This will follow on to the actual analysis section, chapter 3 where a cross section of the results will be displayed, and quantitatively analysed. The results of the study shall be shown in chapter 4. The evaluation of the study and future recommendations or work will be concluded in chapter 5. 1.4 Literature Review 1.5 Introduction The scope of the literature review will define emotional intelligence from the various academic perspectives, distinguishing an accurate and succinct description of the term, which is considered relatively new. The Literature Review will compromise of the following: Brief History of EI A discussion of the current EI models and the attributes that are linked to them Focus: The elected EI Model TEIQUE. How EI is linked to improved leadership performance. Leadership Responsibilities. The need for EI competencies and Leadership in the Construction Industry. The current problems within Network Rail. 1.6 What is EI? Though the term EI has in recent years broadened, the original definition of EI is: The ability to monitor ones own and others feelings and emotions, to discriminate among them and to use this information to guide ones thinking and actions, Salovey and Mayer (1990 pg 189). Popularised by Goleman (1995) in his books and speeches in recent years EI may give the impression of being a very new concept, psychologists have of course established its presence much earlier than this. A time line has been produced to give an idea of how EI has grown and expanded (Figure 1). In 1920 a psychologist named Thorndike referenced in Khilstrom and Cantor (2009) established three forms of intelligence one of them being social intelligence. Thorndike stated that this was the ability to function successfully in interpersonal situations. Gardner (1983) then proposed social intelligence as one of 7 multiple intelligences which actually mapped out the beginnings of EI by stating that social intelligence comprised of interpersonal and intrapersonal skills. Gardner (1983) believed however that we have multiple intelligences rather than a general intelligence and was clear on this notion. It was not until 1990 that the term emotional intelligence was first officially coined by Salovey and Mayer, their definition is still regarded as the most accurate description of EI. 1.7 The Problems with EI Currently Murphy (2006) critiqued the problems of Emotional Intelligence addressing the three common problems found on the subject. (1) EI is poorly defined and poorly measured (Locke, 2005, Eysneck, 2000 and MacCann et al, 2004). (2) EI is a new name for familiar constructs that have been studied for decades. (Locke,2005). (3) Claims about EI are overblown, (Landy, 2005). Though this investigation is not a study into the definition of EI, the reader must be made aware that EI is a contended description, and one that does receive positive and negative attention. EI is often linked to popular psychology which dilutes the validity of the concept adding value in organisational environments. It is this association coupled what Landy (2005) comments as the lack of measurability, providing weak evidence to suggest EI tests have any predictive value. This has caused many to completely dismiss its label, with Locke, (2005) adding that EI should be re-labelled and regarded as Emotional skills. 1.8 The various models of EI Since Savoley and Mayer first introduced the term EI, a few authors have expanded or taken a slightly different perspective on what constitutes as EI. These models do vary somewhat on how they define EI with stretching definitions that often encompass other related areas. Therefore EI does not have one set model that all academics can agree contains all the attributes that pertains to what is defined as EI. As this investigation is narrowing on the EI attributes and traits with leadership performance, the model that best-fits this particular study will be selected. Therefore a brief synopsis of EI models will be reviewed, and a set of attributes provided by a psychologist (Qualified Corporate Trainer) and Network Rails Leadership Development team will assist in identifying the correct model to follow. This will enable the administering of the survey to be appropriate for the organization and for the purpose of the research. Emotional Intelligence models are categorised into 3 areas, and this research will analyse a model in each of the following areas. Ability EI models Mixed models of EI Trait EI model 1.9 The ability EI model In 1997 Savoley and Mayer introduced a four branch model which has since transpired to involve the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT). This four branch model pertains to the following: Perception, Appraisal and Expression of Emotion Emotional Facilitation of Thinking Understanding and Analyzing Emotions; Employing Emotional Knowledge. Reflective Regulation of Emotions to Promote Emotional and Intellectual Growth The ability test views EI as a form of intelligence, testing the participant on the above four branches, showing a score for each of the branches and a total EI score. The model has recently received quite mixed reviews with a recent study carried out by FÃ ¸llesdal (2008) which details a study of 111 business leaders based in Norway. In this study business leaders were compared with how their employees described their leader; however no correlation of empathy to being effective leaders, or behaviors for transformational leadership were found. Three papers were completed, all questioning the validity of the MSCEIT, which critically lead to a questioning of the validity of the EI model in general. 1.10 Mixed models of EI Goleman (1998) originally developed this model and describes the mixed model of emotional intelligence as the bedrock for emotional competencies, which actually pertains to the ability to realise what another person is feeling, which Goleman boldly states is a skill that you are born with. He goes on to comment that emotional competence is quite different, this pertains to a personal and social skill set. This personal and social skill can lead to a superior performance in the world of work, and this skill can be learnt and developed to increase performance. The Mixed Model theory describes five domains of EI. Each area has its own set of behavioural attributes and describes these as EQ, unlike IQ which is difficult to change, emotional intelligence can be developed through education and training interventions (Goleman, 1995). 1. Knowing your emotions. 2. Managing your own emotions. 3. Motivating yourself. 4. Recognising and understanding other peoples emotions. 5. Managing relationships, i.e., managing the emotions of others. There are various measurement tools that are based on the Goleman model, the main model is termed The Emotional Competency Inventory (ECI), and later updated to the Emotional and Social Competency Inventory (ESCI). The second is Intelligence Appraisal, often taken as a self-report or a peer assessment termed a 360-degree assessment. 1.11 Trait EI model Trait EI is not to be confused with the first ability model presented, as this model concentrates on self-perception. It is recognising that behavioural disposition and self perceived abilities can be quite different, and by using a self report which in contrast to the ability based model can be scientifically tested much easier than the ability model which tests actual abilities rather than traits. This framework also known as Trait Emotional Self Efficacy (TESE) links well with personality tests. This model has been favoured by recent academics and especially critics of the ability model. The Trait EI model is credited with a more accurate testing rules than the ability model, which has been termed a psychometrically meaningless scoring procedure (Petrides, et al 2007). The Trait EI model is tested using the TEIQUE (Trait emotional Intelligence Questionnaire), the model is freely available and its open access status means that its transparency for testing welcomes scientific challenges. This approach the author feels is a positive step towards developing EI tests further to contributing to a more accurate construct of emotional intelligence. The Trait theory however does differ in its interpretation of EI, with the following differences outlined: Ability EI is defined as a cognitive-emotional ability that relates to emotions that are only measurable through what Petrides (2007) calls maximum performance tests. These tests are linked with extensive psychological emotional testing that requires large sample sizes. Indicating that tests currently established in the mixed models and ability models of EI really may not have much substantial predictive value, aligning the view point of Petrides and Furnham (2004) with Locke (2005). Rather trait EI describes what Petrides (2007) calls emotion-related behavioural dispositions and self perceived abilities, and can therefore be measured through self-report questionnaires. It is the focus on self perception of traits and leadership performance that allows this investigation to conclude a more accurate research hypothesis. The TEQUI has 20 variables with 15 traits grouped into four categories; this is explained in further detailed in the methodology chapter (3.8). 1.12 EI as a core competency in organisations When it comes to improving organizational effectiveness, management scholars and practitioners are beginning to emphasize the importance of a managers emotional intelligence (Sosik Megerian, 1999 pg 367). Despite the shortcomings in establishing EI as a concept, this study recognises that EI is a core competency and the focus will be on what attributes of EI should be developed in order to contribute to improved leadership performance, and to use the findings to improve the current leadership framework in Network Rail. Organisations are starting to recognise the emerging role EI has in the workplace, (Fisher and Ashkanasy, 2000). An investigation completed by Cooper and Sawaf (1996) in to an Executives EQ has exposed evidence that Emotional intelligence is a pre-requisite in leadership and successful organisations should implement strategies to develop this core competency, in order to provide its workforce with a competitive advantage. This competitive advantage has a huge hidden immeasurable value (Cooper and Sawaf, 1996) which if nurtured correctly will ultimately lead to protect organisations working collaboratively for win-win scenarios. EI has not only been used in organisation training, but can now be seen in a variety of scenarios. Selling life insurance was seen as a delicate sales pitch, that often lead to low responses. However, with specific training given to shed a positive light on the subject, sales were positively effected as the quality of interactions improved with comfort levels increasing with clients, this study focused on the topic of self awareness (Druskat and Druskat, 2006). Kaplan et al (2001) comment that recurring blind spots in managers that are striving to attain higher levels of EI are setting unrealistic goals to subordinates, relentlessly striving, and ruthlessly driving others too hard is not an example of a leader with a good level of EI. Kaplan et al (2001) explains that the hunger for power and the need for recognition are also not traits that leaders with high levels of emotional intelligence should demonstrate. 1.13 Linking emotional intelligence with leadership development and performance This requires more thinking than the generic training that is currently delivered to an organisations employees, but a study on what attributes successful leaders tend to possess. The evidence that EI exists in leadership is not questioned with both Goleman, (1995) and Savoley and Mayer (1990) agreeing that it is the ability to combine emotional and cognitive capacities to handle lifes emergent circumstances (referenced in Higgs and McGuire, 2001) , coping with setbacks and dilemmas, and effectively interacting with others requires a form of intelligence. Goleman (1998) has commented that leaders have to make decisions about strategy, employees and situations. It is the leaders ability to make effective decisions that determine the performance of good leaders. Goleman has taken five components from the EI realm and listed them as integral these are: Self-awareness Communication influencing skills Commitment Integrity Managers who do not develop their emotional intelligence have difficulty in building good relationships with peers, subordinates, superiors and clients (Goleman, 1998 pg 95) outlines the importance of relationship management and the mistake of being task focused in the work environment. Sosik Megerian, (1999) carried out a study which addressed how self-awareness components can improve transformational leadership. Transformational leadership is defined by Burns (1978) as a process that assists leaders and followers to enable each other to advance to a higher level of moral and motivation. The study founded empirical support for EI being the foundation of leadership. Sosik and Megerian (1999) went on to comment that if leaders became more self-aware the implications of their own feelings and thoughts could be better managed and understood, and would lead to improved interactions with sub-ordinates. In Druskat and Druskat (2006) it was referenced that Spencer (2001) found that in a study of 28 construction project managers that EI competencies was most strongly related to their job success. Druskat and Druskat (2006) then supported this with a study carried out by Mount (2005) on 74 project managers which demonstrated that nearly 70% of Project managers put their success down to the emotional competencies of the individual. And Finally Butler and Chinowsky (2006) carried out a study in construction with 130 construction executives. Interpersonal skills and empathy were the two most important EI behaviours to be identified in this investigation. The key findings mentioned that additional attention during the development of construction industry executives would be favoured to overcome what the industry suffers with currently. 1.14 Examples of how competency development can bring positive change Self-confidence a form of self awareness is defined by Pryke and Smyth (2006) as having a strong sense of Self worth and capabilities. Although these attributes can often be wrongly identified with arrogance, it is the ability to inspire those around you to subscribe to an idea. This attribute was chosen alongside other emotional competencies to change a problem in an organisation. The problem related to staff retention, with the firm not managing to maintain its division presidents for no longer than two years. This new recruitment strategy hired based on self confidence characteristics, influencing skills and what is termed Inspirational leadership (Goleman, 1998). Though Goleman has not been transparent on what the recruitment questions were specifically, the results are clear. With retention dropping from 50% to 6% with using this new hiring process (Pryke and Smyth, 2006). Self-control is another form of self awareness, and relates to effective communication and integrity. Druskat and Wolff (2001) comment that self control is not a question of dealing with a necessary evil by dealing with emotions as they bubble up and then suppressing them as soon they appear. It is a process of consciously bringing emotions to the surface and understanding how they can affect others. Construction industry suffers with managing emotion in the work place Walker and Hampson (2003) have termed the Construction industry as one that is characterised by disputes, fierce competitiveness and fragmentation all major obstacles to development. With this environment regarded as fact by many practitioners and academics, the relationship approach is seen as an effective stance to deal with the pressures of this complex environment (Pryke and Smyth, 2006; Walker and Hampson, 2003). 1.15 Responsibilities of good leaders It is suggested that leaders that have emotional intelligence tend to align personal and subordinate goals to accomplish company goals. Belasco and Stayer (1993) have suggested responsibilities a leader should possess, the author has taken these suggestions and developed actions and traits in a waterfall format, as they are suggested steps that could be undertaken. 1.16 Leadership Traits and Trait Emotional Intelligence The following principals in the above system have been aligned with traits tested for in the trait emotional intelligence test (TEIQUE). For a full description of the TRAITS the official TEIQUE interpretation can be found in the appendix and a condensed version is found in section 2.8. 1.17 Current Problems at Network Rail The problem owner is of course NR, and the problem is the legacy attitude of the workforce, with the Q12 survey (a survey comprising of 12 questions to gather employee engagement) uncovering some very disheartening results. In 2003 the Gallup organisation reported that NR had fallen in the bottom quartile and stated they had never seen results this low before. With 30% of NRs 33,000 branded actively disengaged, indicating a lack of loyalty and/or allegiance to the firm and its aims and 50% not engaged (Gallup , 2006) it was clearly evident that this problem had to be addressed. With little progress made in 2006, NR introduced a cross-functional management team to implement a plan of change. This agenda addressed management behaviours, unions, communications, basic/root causes, benchmarking, best practices and analysis techniques (Warwick Business School, 2006). Furthermore NR introduced a Leadership Framework to provide guidelines for its middle and junior management (Managers Handbook, 2006). These values are implemented through annual reviews, corporate training and the American 360-degree anonymous peer review. A series of positive responses by the executives is a move in the right direction; however this dissertation wishes to expand on the leadership framework and make some sensible suggestions. Specifically leadership in project management, with NR considered the biggest employer of project professionals in the UK (Telegraph, 2008). 1.18 Chapter Summary This investigation therefore considers the current problem that exists within NR, and attempts to discover the self perceived emotional intelligence of its junior, middle and senior management. The next chapter will detail the correct approach that should be taken in order to administer this sensitive test. The current leadership framework though has been investigated at this stage has been brought into discussion in chapter 4 to explain some of the unexpected and expected results of the trait questionnaire. CHAPTER 2 RESEARCH METHODOLOGY The following chapter aims to discuss the research methods the author employed to answer the questions derived from the critical literature review. The over arching research question is: Does trait emotional intelligence increase with management seniority? With the following sub-hypotheses used to investigate this statement: H1 – The Higher the position level and/or level of seniority the higher the Global Trait EI. H2 In the Self Control factors of trait EI the older individuals will score higher. H3 In the Emotionality factor of trait EI, females will score higher than males. 2.1 Previous Research The authors research builds empirically on previous work carried out within the area of Leadership and Emotional Intelligence. An indication as to what research was previously carried out will be given to give further justification to the research methods that were used. There have been a few studies in the area of emotional intelligence and leadership, with the majority of investigations implementing a single and multi strategy approach. The area of emotional intelligence and its effect on leadership in construction is quite limited with studies all adopting similar approaches. Authors such as Butler and Chinowsky (2006) and Walker (2003) conducted emotional intelligence surveys. Their research targeted a select management type within the construction industry enabling a statistical grounding for stronger analysis. The research discussed took a positivist approach but it can be seen as somewhat unreliable as the emotional intelligence surveys taken were not self perceived tests of emotion. The basis of their EI tests claims to test genuine EI rather than realistically outline that the tests taken are hypothetical in nature; and in reality if not tested using high performance test techniques then the tests are somewhat invalid (Petrides , 2003) with the potential for certain individuals to exaggerate or omit certain truths. This could lead to a weak correlation in EI data for various levels of management. Sunindijo et al (2007) used a mixture of quantitative and qualitative research methods completing direct interviews and EI tests developed by TalentSmart, with over 90 construction management executives. Due to the success of previous research methods outlined above, the author adopted a survey based methodology to gather primary research. Taking the format of Butler and Chinowsky (2006) by identifying various management types and using an emotional intelligence survey that calculated self-perceived EI, the survey selected TEIQUE (Petrides, 2003) recognises that individuals may wish to portray a positive impression (PI), or may have a skewed Negative Impression (NI) and also give varied answers measured by an Inconsistency Index (II). The trait survey has adopted a similar concept and additionally recognises that all traits are self perceived rather than indefinite EI scores. In keeping with Butler and Chinowsky (2006) Sunindijo et al (2007) and Walker (2003) the author distributed questionnaires to the target audience. The underlying assumptions of the research methods chosen formed the basis of the rest of the chapter. 2.2 Research Philosophy and Strategy In order to extend on existing social interpretations found within the literature, a philosophy for this investigation has been used. The concept of empiricism was seen as a relevant philosophy to adopt, as the research findings add to the current body of knowledge (Remenyi et al 1998, pg 31). The questioning nature of this investigation however aimed to have a perspective of realism recognising that research questions can be interpreted quite differently. With Fisher et al (2004) commenting that the subjective nature of research and the inevitable role of values in it should be considered carefully. A primary attribute of realism is that it is common for researchers findings to complement existing explanations. Using this philosophy and drawing on existing presumptions and assessments, the author is able to validate which can be transferred easily. The TEIQUE survey was the ideal as its philosophy and theme married well to the concept of realism and positivism. As the developer of the survey does take the following notion working with an observable social reality and that the end product of such research can be the derivation of law like generalisations, similar to those produced by the natural sciences (Remenyi et al, 1998). However as this investigation is one of very few in the construction industry, the realism aspect is emphasised as the appropriate philosophy. With this form of study often brandished as fuzzy, the pre-existing frameworks in Networks Rails organisation alongside networks, concepts, hypothesis and theories (Czeller, 2003) are used to create theoretical predications concerning peoples experiences (Bryman and Bell, 2003). 2.3 Research Approach An inductive approach is appropriate due to the perspective of theory being the outcome of research (Bryman and Bell, 2003). The deductive approach has been disregarded subject to criticism due to the nature of the methodology being rigid, and the inability to construct any alternative explanations. The author wishes to build on the current body of knowledge. With concepts explored such as; ? The relationship between self perceived emotional intelligence and leaders in an organisation. ? The possibility of traits of emotional intelligence in junior, middle and senior management varying. ? The gaps in this trait analysis to form recommendations for a review of the leadership framework at Network Rail. Thus implementing research methods that can build understandings on these current theories was fitting. However if new issues and understandings arose then they can still be discussed and placed within context. 2.4 Data Collection Methods The data collection method applied was a questionnaire. The advantages and disadvantages of using this research method discussed further on in the chapter. The single method approach was chosen as it incorporated complementary research, with a questionnaire that is tried and tested in many organisational environments. The TEIQUE questionnaire was aimed at three groups of management in the infrastructure investment arm of Network Rail. The groups were junior, middle and senior management. The data collection commenced during the early parts of June, with 100 papers based surveys being administered by the author. The distribution of the questionnaire aimed for a 60% response rate with an even split of junior, middle and senior management. The potential issue is that as Network Rail is a pyramid organisation, the number of senior and middle management is far fewer than junior, and thus could be reflected in the response split. To avoid this happening, more surveys have been distributed specifically to senior and middle management, as they would be more inclined to ignore surveys due to time commitments. 2.5 Justification of questionnaires The use of an emotional intelligence survey and short questionnaire was down to two major reasons. Initially in order to carry out an emotional intelligence test successfully, the participant had to meet certain criterion which was driven from the literature review and forums that the author attended (see appendix for f

Analysis of Kubricks A Clockwork Orange Essay -- Clockwork Orange E

Analysis of Kubrick's A Clockwork Orange Stanley Kubrick's 1971 film production of the Anthony Burgess novel, A Clockwork Orange, is a truly unforgettable film.   It is narrated by one of the most vicious characters ever put on screen, Alex DeLarge.   The promotional poster for the film advertised it as "The adventures of a young man whose principle interests are rape, ultra-violence, and Beethoven" (Dirks 1).   Needless to say, music plays a very important role in A Clockwork Orange.   The expressive use of music in this film gives the viewer a look into the psyche of the vicious Alex, a psyche that equates violence with art.   By doing so, the film shows us the complexity and duality of the human mind through a character who loves both the most refined art and the most brutal violence. One way that the film's music expresses Alex's twisted view of the world and of himself is by stylizing violent scenes, making them seem like a ballet.   Alex, who loves Beethoven, gets a sort of inspiration to commit violent acts from classical music.   A prime example of this is the scene in which Alex and his "droogs" are walking in slow motion along the flatblock marina outside Alex's home.   While Rossini's "The Thieving Magpie" plays, Alex says, "For now it was lovely music that came to my aid."   The music inspires Alex to take action, and he knocks both Georgie and Dim into the water of the marina.   All the while, the violent actions are filmed in slow motion--an aspect of the film which, along with the sounds of Rossini, gives the impression of a ballet-like performance.   The action taking place in this scene seems as if it is synchronized with the music, like a finely choreographed dance.   As the music builds to a climax, the scene's ... ...orce the contradiction of Alex's character.   In turn the film becomes disturbing, yet somewhat comical.   The viewer is drawn to love Alex for his wit and humor and to hate him for his brutality.   By doing this, A Clockwork Orange shows us that we are all contradictions of ourselves to some degree, and that the complex human psyche can love high art and brutal violence at the same time.    Works Cited A Clockwork Orange. Dir. Stanley Kubrick. Warner Bros. 1971. Dirks, Tim. "A Clockwork Orange." 12 April 2001. 19pp. (http://www.filmsite.org/cloc. html). Kagan, Norman. The Cinema of Stanley Kubrick. New York: Holt, Rinehart and   Winston, 1972. LoBrutto, Vincent. "The Old Ultra-Violence." American Cinematographer. 80.10   (1999): 52-6+. Sobchack, Vivian. "Dà ©cor as Theme: A Clockwork Orange." Literature/Film Quarterly   9.2 (1981): 92-102.

Letter to Congress Essay

My name is Vanessa, I am a Registered Nurse currently enrolled in the BSN program at University of Phoenix. I am writing this letter to identify a healthcare bill and discuss its impact on direct service delivery in the public healthcare setting. The letter also presents the cons and pros of the bill, in addition to summarizing the impact of the bill on healthcare coverage and patient care. The aim of the letter is to request your support for the bill. The healthcare bill that needs your support in order to ensure successful implementation and improved healthcare services delivery is a bill that offers healthcare coverage for illegal immigrants not covered by the Affordable Care Act. The Bill is called Healthcare for All. State Senator Ricardo Lara (D-33) sponsors it. The bill aims to extend healthcare insurance coverage to people not covered in the ACA Act (Russ, 2014). The most important aspect of the bill is that it seeks to ensure that healthcare is affordable and accessible to a ll people in the country. The bill is motivated by the fact that failure to provide coverage will create gaps in service delivery. It requires your support because it targets to lower the rates of uninsured citizens through the expansion of healthcare insurance coverage. It is important to note that several pros are associated with the bill. Some of the pros of the Act include introduction of mechanisms such as mandates, subsidies and insurance exchanges to illegal immigrants. The strategy assures that illegal immigrants in States such as California will receive the same healthcare insurance plans afforded to citizens of California. Under this bill, illegal immigrants will be given premium cost sharing reductions and subsidies. The mechanisms increase the coverage and  affordability of healthcare insurance. The bill dubbed Healthcare for All will provide coverage to uninsured residents through the expansion of the existing Act (Russ, 2014). Additionally, it will create new healthc are insurance exchanges, which will enable undocumented people to purchase coverage. The objective of the bill is to create a healthy state where everyone can access affordable and quality healthcare coverage. Under the Bill, undocumented people will qualify for Medicaid coverage that has been fully paid by the state. The bill presents a required solution that addresses inadequate compensation systems and inefficiencies of state healthcare systems. The bill needs your support because it will offer two options to the undocumented immigrants. The first option is the extension of Medicaid to people, who earn below the poverty level. The second option is insurance exchange to people who earn above the poverty level. It will help in minimizing overcrowding in emergency rooms. The main disadvantage of the Act is that it creates new taxes, particularly on citizens. Providing illegal immigrants in California with healthcare insurance is an expensive venture because it will force citizens to pay more taxes in order to address the healthcare needs of illegal immigrants (Russ, 2014). Based on these findings, I request your support for the bill. It is clear that the pros of the bill will improve healthcare service delivery in a holistic manner without the need to discriminate against the illegal immigrants. Supporting the bill shows your constituents and public that you seek to improve the healthcare sector and service delivery. The main impact of the bill is the reduction of the number of uninsured people. Your support is needed in order for Congress to pursue solutions to practical problems that millions of Americans face. Thank you for your time. Sincerely References Jonas, S., Goldsteen, R. L., Goldsteen, K., & Jonas, S. (2013). Jonas’ introduction to the U.S. health care system. New York: Springer Pub. Co. Russ, K. (2014). California Senator Offers Controversial Bill To Cover Healthcare Costs For Illegal Immigrants Not Covered By ACA. Justice Foundation in Defense of Veterans. Los Angeles.

Hebrew Religions Influence on essays

Hebrew Religion's Influence on essays When the Hebrews petitioned God for a king, he felt betrayed, as if they had lost faith in him. The Hebrews sighted that they wanted a king to judge us like all nations (29), however the Hebrews were not like other nations. They were unique in having a strictly monotheistic religion as well as having their God rule over the whole land as their only king. Even after God had granted the Hebrews a king, religion was still much entwined in the Hebrew government. All decisions made by the king had were to be strictly in line with the will of God as given by the prophets. After leaving Egypt, the Hebrews became a flock roaming around the Middle East. They lacked any true leader and were lawless, holding no regard for God by making graven images and losing faith. It was not until Moses climbed Mount Sinai and was given a covenant set forth by God, to be enforced by the prophets, the 10 Commandments, did the Hebrews begin to form a group of ruling prophets. Throughout the beginning of the Hebrew country, Canaan, before there were kings, the Hebrews only form of government was solely religious based. When the Hebrew people first desired a king to judge us like all the nations (29), God felt betrayed, as if the Hebrews had rejected (him) (29). Despite the fact that God felt betrayed after all he had done for the Hebrew people, he granted their wish of a king. The first kings of Canaan were chosen by God through the prophet Samuel and were instructed to captain over (Gods) inheritance (31). In the event that these kings began to follow the will of the people over the will of God, God would reject him as was the case with Saul, the first king of Canaan. God instructed Saul (through Samuel) to smite Amalek, and utterly destroy all that they have, and spare them not; but slay both man and woman, infant and suckling, ox and sheep, camel and ass (35) Saul does n...

Big Five Personality Theory Essays

Big Five Personality Theory Essays Big Five Personality Theory Essay Big Five Personality Theory Essay Psychology refers to analyze of human head and behaviour. The chief purpose of psychological science is to derive an intricate apprehension of all and why persons behave the manner they do and what are the causes of their behaviour. The ultimate purpose is to understand a adult male in order to profit society at big. There are many theories that discuss and seek to research different facets of human behaviour. The large five personality theory has been radical and is presently the most recognized theoretical account in the scientific community. It consists of five traits – Extraversion. Agreeableness. Conscientiousness. Emotional stableness. and openness and can be remembered by acronym – Ocean. One of the best ways to entree a trait is to straight inquire a individual about the trait ( self study ) and so acquire an perceiver to corroborate the trait ( observer study ) . Me and my hubby scored me on assorted traits as detailed above individually. We scored the replies. the tonss and inside informations of each trait are as below: Extraversion: My extraversion tonss were ( 41- 41 ) . This suggests I am chatty. surpassing. seek escapade. and exhilaration. Introverted people are quiet and reserved. though some research workers have shown that introverts can be every bit gregarious in societal state of affairss as extraverts but the key is in the beginning of energy. Extroverts gain energy from societal interactions where as introverts from purdah. This is so true in my instance. I have neer been comfy being entirely. Openness: I scored ( 78-65 ) in openness. which is characterized by imaginativeness. broadmindedness. originality. Peoples low in this trait traditional. stick to acquaintance. follow tried waies. It’s true in my instance. I love challenges. seeking new things adds new dimension and significance to my life. In fact I would travel in front and state non making different things disappoints me. It is this trait that got me my fellow who is now my hubby. I guess this demand comes because I lived 22years of ritualistic and traditional life. Thankss to a rigorous male parent. Conscientious: I scored ( 33-36 ) on painstaking which is characterized by dependableness. efficiency and continuity. I love order in anything. Be it my closet. gym modus operandi. making my wash on Saturday or cleanliness of the house. Bing on clip to assignments. maintaining order in life. I believe speaks volumes about a individual and I intend to hold a positive 1. Guess. I get that trait from my male parent. He was ever prompt with measures. early for assignments even informal 1s. I did non cognize one could populate any other manner. Agreeableness: I scored 30 ( me ) -43 ( hubby ) in amenity. It is characterized by less negative emotions. like green-eyed monster. retaliation and more empathy. Peoples low in this trait expression to win statements non people. tilt more towards exhilaration and laterality. I guess my hubby sees me as being as agreeable because he himself is a agreeable individual and sees positive in others ever whereas I am more critical of myself. I am supportive of friends and household and sympathize a batch with people to an extent that I feel angry if my close 1s are insulted. But at the same clip if person does something incorrect even if it is my female parent I will non halt myself from facing her. So. I must state I agree with my mark of 30. Emotional stableness: I Scored 16 ( me ) -29 ( hubby ) in Emotional stableness. It is characterized by stableness in emotions in assorted state of affairss in life and they are unagitated. free from relentless negative feelings. Peoples evaluation low on this trait show negative emotions like choler. anxiousness. depression. low tolerance to emphasize. temper swings and pessimism. Both me and my hubby have scored me low on this graduated table. The ground is I do acquire stressed easy. Exams. major determinations in life acquire me on my nervousnesss. At those times I am a different individual – angry. non accessible and cranky. But one time I find solution to the job in my head. I instantly acquire back to being myself. I guess. I need to work on being more stable. The large 5 theory helps shed light towards formation of human personalities and why different persons exhibit different emotions and reactions when covering with different societal state of affairss. Human behavio r merely like psychological science itself is a wide forte and holding all the replies is virtually impossible. However holding different theories give countless inside informations that helps organize a bigger image of causes and variables that shape a homo. Anju Priyadarshini

There are two essays in the information part Coursework

There are two essays in the information part - Coursework Example In management practices culture, communication and team work often form the cog of management, and the correct and positive interpretation and illustration of these translate into effective management. One could state factually that management is a vital human activity, and the fact that people through groups has pushed the increasing need for management. The major focus of this paper is to provide a critical discussion of the assumptions in management theories and models, and their implications in management practice. There are a number of reports showing certain managers who have achieved success in management without being privy to theoretical management knowledge, while on the other hand there are who have been to the highest class in management and even proposed theories in management, yet success in management practice eludes them. This is the paradox of the management theory and practice, underpinned by assumptions. In order to build a discussion on the thesis mentioned above the paper will proceed with an exploration of the assumptions that underpins management practice, but first it is important to understand the meaning of management, in a bid to build clarity in understanding. Management is described as both an art and a science that is used in achieving goals through people, and it is a function that makes sure that people perform roles that have been assigned to them. Hence, managers must ensure productivity and continuous improvement in production or service delivery (Brocklehurst, Grey and Sturdy, 2010). Considered on a wider scale management could be aptly defined as the process of developing and sustaining the environment where people, work in groups, effectively surmount provided aims. In this considered definition, management could draw a variety of meanings. First, managers are individuals who carry on managerial roles of planning, organising, staffing, leading and controlling an

Small Group Dynamics Essay Example | Topics and Well Written Essays - 1500 words

Small Group Dynamics - Essay Example He coined the term "group dynamics" to describe the way groups and individuals act and react to changing circumstancesThe social process by which people interact face-to-face is called group dynamic. Small group communication experts Isa Engleberg and Dianna Wynn (2003) have identified seven types of groups to which you can belong: primary, social, self-help, learning, service, work, and public. For the purpose of the study a group is selected which was appointed by the Government. The group is a public group, in which group members interact for the benefit of an audience. There was wide spread fear among the public due to the outbreak of bird flu in many parts of the world. The government was doing its best to ensure the public that the poultry was safe to eat. But the public were reluctant. The poultry business was affected and many restaurants faced problems because of this. The government decided to do a live talk-show on the National television network, wherein the public can call and talk with the experts to clarify their doubts. The experts appointed by the government were: The members knew very little about the other members in the group and they did not know how to function as a group. The group had to, therefore, go through the all the stages in group formation. So the group was a "zero history group". They had one-week's time and so decided to meet every day before the D-day at 9 in the morning. The first step taken was the exchange of certain information about them or about people close to them such as address, phone, fax and email including their housemates, family, neighbours and friends and also their activities and habits. Groups and Relationships A small group is always influenced by the way how the group fits into its content and how the members balance their relationship both within the group and outside the group. There was very cordial and supportive relationship among the members. The members were engaged in the following activities: a) Problem solving- The members tried to find a way to alleviate the fear for poultry products among the public. Their task was to propagate message about the safety of poultry products in the country. b) Creation of identities- The members voluntarily decided to take up the following roles: Mrs. G- Coordinator and Leader (Shows the relationships between ideas) Mr. D- Initiator-contributor (Generates new ideas) Myself, Ms. C- Information-giver (Offers facts or generalization to the group) Mr. E- Recorder (Keeps a record of group actions) Mrs. G was a democratic leader;