Emotional
intelligence is the ability to recognise and understand one's and others'
emotions. It involves managing these emotions and using emotional insights for
better decision-making in personal and professional settings. Key elements
include empathy, compassion, and sensitivity, which are vital in the workplace.
Emotions influence interactions and effectiveness, and
understanding them can significantly impact career
success by fostering positive relationships and enhancing productivity,
creativity, and collaboration.
Each individual has unique personality traits, abilities, values, and perceptions, including emotional awareness. People differ in their ability to recognise and manage emotions and sensitivity to others' feelings. While there may be similarities among individuals, emotional intelligence varies greatly. Research indicates that many could benefit from a deeper connection with their subconscious, enhancing their understanding of their emotions and those of others. Achieving greater self-awareness requires time and effort.
Many individuals explore personal desires and emotions to assess their feelings accurately. Recognising preferences, dislikes, and needs is essential for personal development. Cultivating interest in one's emotional landscape fosters deeper self-understanding. This self-exploration enhances emotional intelligence and promotes meaningful interactions and relationships, leading to success in personal and professional realms.
Definition and Components of Emotional Intelligence
The term “emotional intelligence” first appeared in 1964. It wasn’t until the 1990s that a significant publication emerged in the United States (Daniel Goleman - Emotional Competency Model (1995)), marking a pivotal moment in the field. Since then, research surrounding emotional intelligence has advanced and broadened in its scope. As the findings gained traction over the years, public awareness of emotional intelligence has grown, quickly integrating into personal and professional spheres.
A 1998 article (Working With Emotional Intelligence, Daniel Goleman) introduced second-generation emotional intelligence, emphasising its importance in leadership. It noted that emotional intelligence enhances leadership success and can be developed. Authentic and transactional leadership concepts reinforce that emotional intelligence is crucial alongside traditional intelligence and training in differentiating effective leaders from less successful ones.
Emotional intelligence strongly correlates with performance and predicts individual differences. In comparison, personality traits contribute 25% to managerial success, and emotional intelligence accounts for 75%. Four emotional intelligence models were identified: self-awareness, social awareness, self-management, and relational management. Goleman later expanded this to five components: self-awareness, self-regulation, motivation, empathy, and social skills.
Self-Awareness
Stephen Covey, a leading thinker in leadership philosophy, emphasised that self-awareness is not inherently positive. He noted that individuals often confront negative aspects of themselves, a realisation he experienced. Covey identified two distinct paths stemming from self-awareness: one that can lead to feelings of depression and hopelessness and another that fosters freedom, creativity, and empowerment. Ultimately, he asserted that the choice between these paths lies with the individual.
Covey's insights are particularly relevant for leaders and managers. It is commonly stated that effective communication with others begins with a healthy self-perception. The interplay of emotional intelligence among individuals is crucial for the success of organisations. To cultivate a thriving workplace, managers must engage in self-assessment, embrace change, and inspire their teams. The era of leadership based solely on authority and intimidation is over; modern leaders must embody emotional intelligence traits, including self-regulation, motivation, performance evaluation, and clear thinking.
Empathy is essential for successful leaders, allowing them to understand employee perspectives. By addressing concerns, leaders can reduce workplace conflict. A leader's positive facade may hide negativity, leading to discontent. Thus, effective management relies on communication, self-awareness, and emotional intelligence, which foster teamwork. Regular self-reflection helps individuals enhance their emotional intelligence and effectiveness.
Self-Regulation
Effective time management is essential for any manager, given that time is limited. Throughout the various phases of a project, team members must clearly understand the objectives associated with each task and their colleagues' roles and goals. Furthermore, a manager's ability to manage themselves and their team is vital, as it establishes a framework of expectations and behaviours that team members can emulate.
Self-regulation plays a significant role in motivation; these qualities define leaders dedicated to enhancing their performance and that of their team. A leader who prioritises growth for themselves and others sets a standard for the entire team, fostering an environment of continuous improvement. The hallmark of effective leadership lies in the leader's drive to achieve and ability to communicate a clear vision for the team's future direction.
This concept reinforces the idea that a leader is ambitious and forward-thinking, contrasting sharply with traits such as complacency, apathy, and stagnation. In this context, a self-serving individual can be seen as the antithesis of a leader, while an indifferent person opposes a manager. The fundamental distinction between a leader and a manager lies in the leader's capacity to inspire and maintain a forward-looking perspective. In contrast, a manager may focus more on their interests.
Motivation
Emotional intelligence is identifying, understanding, and regulating emotions in ourselves and others. This concept has gained significant traction recently, particularly in leadership development. Modern leaders are expected to blend strong analytical and cognitive abilities with emotional intelligence, which includes creativity and various emotional skills. This evolution highlights the importance of self-reflection and the cultivation of meaningful relationships with team members, as effective leadership is increasingly recognised as a combination of diverse competencies.
The contemporary leadership landscape necessitates a more sophisticated skill set than the traditional focus on data analysis and strategic planning. Leaders who possess emotional intelligence are adept at sensing the emotional dynamics within their teams, enabling them to respond effectively to various challenges. Leaders who exhibited emotional intelligence were more successful in addressing these issues by demonstrating empathy and understanding, thus creating a supportive work environment that helped alleviate stress.
Emotional intelligence enhances team communication. Leaders who express emotions appropriately and empathise with members create trust and collaboration. When members feel valued, they freely voice ideas, spurring creativity without fear of criticism. Also, leaders with high emotional intelligence resolve conflicts effectively by addressing emotional factors, which is crucial for team cohesion and a positive culture.
Empathy
The second aspect of emotional intelligence and the third outcome of evaluation is empathy. This competency lets leaders grasp their team members' emotional dynamics and traits. To effectively demonstrate empathy, a leader must be attuned to the feelings and viewpoints of their colleagues, showing genuine concern for their issues. Leaders must listen to spoken words and the underlying emotions and feedback that may not be explicitly expressed, as emotional signals can often be subtle and indirect.
Empathy encompasses a deep understanding of team members' emotional landscapes, allowing leaders to appreciate their perspectives and adapt their leadership approach accordingly. From the leader's standpoint, this skill fosters awareness of the team's unease and emotional needs. Recognising that each individual may require different forms of acknowledgement and support, leaders can tailor their responses to effectively address these diverse emotional concerns.
To cultivate empathy, leaders must employ active listening techniques, which include attending to, reflecting on, clarifying, summarising, and paraphrasing the concerns of their team members. Additionally, they should encourage open communication to facilitate sharing of emotional cues. The interplay between empathy and social skills is crucial for leaders to accurately interpret and respond to the emotional signals conveyed by their team, ultimately enhancing team cohesion and effectiveness.
Social Skills
Our relationships offer insights, support, energy, achievement, and fulfilment. Leaders with strong social skills interpret others' emotions, manage professional relationships, and build collaborative networks. Successful leaders possess high emotional intelligence, allowing them to navigate interpersonal dynamics and guide their teams. Leaders leverage these skills to create an environment that promotes teamwork, harmony, and positive interactions.
Effective leadership hinges on unifying a team around shared goals while offering support and guidance in today's organisational landscape. Successful leaders recognise the importance of involving team members in decision-making, empowering them to take ownership of their roles. They convey essential information and provide context, explaining the rationale behind specific actions and decisions. This transparency helps team members understand the bigger picture and fosters a sense of trust and collaboration.
By sharing relevant facts and insights, leaders equip their teams to make informed decisions, enhancing their effectiveness. This approach clarifies the reasoning behind choices and encourages a culture of open communication and mutual respect. As leaders engage with their teams in this manner, they create a supportive atmosphere that nurtures individual talents and drives collective success. Strong social skills and emotional intelligence are vital for leaders who inspire and motivate their teams toward achieving organisational objectives.
The Importance of Emotional Intelligence in Leadership
Research shows emotional intelligence is a better predictor of professional success than IQ. Individuals with high emotional intelligence often excel in business. Organisations that understand and manage workforce emotions tend to be more profitable. This highlights emotional intelligence as crucial for success, frequently surpassing traditional metrics like IQ and education.
A key aspect of emotional intelligence is self-awareness, encompassing a deep understanding of one's emotions and personal tendencies. It involves empathy and recognition of others' emotional responses. Many link emotional intelligence (EQ) with effectively managing one's emotions before influencing others. Ultimately, regulating our internal responses is crucial to impacting our environment and those around us.
While intelligence is undeniably crucial in various domains, such as maintaining accurate financial records, the distinction between exceptional organisations often lies in their human resources rather than their material or monetary assets. Consequently, a leader's most critical asset is self-awareness. The synergy of emotional intelligence and self-awareness equips leaders with the skills to guide their teams effectively. To manage any situation successfully, it is essential to understand the elements involved first, beginning with oneself.
Leadership Theories and Emotional Intelligence
Leadership theories cover various behaviours and traits crucial to scholars. Early theories sought to define an ideal leader model, directing individuals toward specific goals. Over time, they evolved to acknowledge positive and negative traits in leaders. General theories emerged, emphasising the need to understand these traits as core to effective leadership, with evidence linking leader behaviour to overall effectiveness.
Contemporary views on leadership define it as a social influence process where leaders coordinate efforts and gain support to achieve shared goals. This perspective highlights the leader's role in motivating a group toward a common objective and their ability to drive change. Leadership is about navigating change, which can result in positive and negative outcomes. The best leaders adapt their style to different situations.
While situational factors can elucidate different leadership styles, emotional intelligence is equally significant in determining the effectiveness of various leadership approaches. Emotional intelligence encompasses recognising and managing one's emotions and those of others, which is crucial for fostering positive relationships and achieving desired outcomes. Understanding the interplay between emotional intelligence and leadership styles can provide valuable insights for experts seeking to enhance their effectiveness in diverse contexts.
The Trait Theory of Emotional Intelligence
One way to explore personality is through trait theory, which has gained traction due to its alignment with accepted views of human behaviour, straightforward variables, and a strong research foundation. Trait theory suggests that individuals have unique, consistent personality traits that distinguish them. The aim is to identify the fundamental dimensions of these traits, enriching observational study data.
The trait theory suggests that individuals have inherent traits that define leadership through personality. However, it's important to distinguish between defining leadership and merely describing associated behaviours. Research reveals leadership as a dynamic interplay of the leader's attributes, followers' characteristics, and contextual factors, emphasising its complexity beyond personality traits.
The initial factors identified in this framework appear pertinent to leaders' various roles within different organisational social systems. Consequently, the task of defining leadership is viewed as one that requires a comprehensive description of the leadership role itself. This approach emphasises the importance of context and interaction in understanding how leadership manifests, suggesting that a multifaceted view is essential for a complete understanding of effective leadership practices.
Behavioural Theories in Team Management
Traditional employee motivation theories focus on individual employees and their relationships with management. In contrast, a behavioural perspective emphasises managing employee teams. Here, a leader's primary role is to help the team achieve shared goals. Team performance reflects the leader's effectiveness, while the organisation holds overall accountability for success. This idea is known as the 'leadership, team convergence model.'
Many behavioural theories argue that leadership failures reflect broader team and organisational issues, not just the leader's shortcomings. Teams may shift responsibility for outcomes to their leader, leading to a disconnect. This can result in leaders being expected to meet the team's emotional needs, adding emotional weight to their role. As organisations evolve, discussions about leadership increasingly emphasise the link between development and emotional aspects of team dynamics.
Contemporary effective leaders are regarded as advocates of behavioural theories that highlight the emotional dimensions of leadership. Emotional expression in leadership suggests that leaders who openly convey their emotions and align with their teams' emotional expectations can boost their effectiveness. By modelling the desired emotional responses, these leaders not only cultivate a more engaged team environment but also align their leadership style with the emotional needs of their team members, ultimately contributing to enhanced organisational performance.
Organisational Management Situational Theories
The situational theories of organisational management suggest that the decision-making process is influenced by various factors, including the nature of the task, the organisational context, the individuals involved, and the resources at hand. In this framework, managers must recognise the dynamics and adapt their approach as flexible negotiators or mediators. Those who excel in this domain are often the highest-performing managers, demonstrating an ability to navigate complex situations effectively.
Controversial and situational management approaches recognise that the optimal decision-making process can vary based on circumstances. This means that executives in similar roles may need to adopt diverse management styles to achieve success and that evolving organisational environments may necessitate shifts in effective leadership strategies. The core idea behind the relative situational effectiveness approach is that no single leadership style is inherently superior; rather, the appropriateness of a style depends on the specific situational factors at play.
A key aspect of effective leadership is understanding and communicating employees' emotional intelligence, which can significantly influence their reactions and performance concerning specific tasks. Leaders attuned to these dynamics are seen as competent, as they can foster satisfaction with their leadership style, leading to positive employee outcomes. A proficient leader should possess diverse leadership styles, enabling them to respond adeptly to their team's motivational and performance needs.
Each individual has unique personality traits, abilities, values, and perceptions, including emotional awareness. People differ in their ability to recognise and manage emotions and sensitivity to others' feelings. While there may be similarities among individuals, emotional intelligence varies greatly. Research indicates that many could benefit from a deeper connection with their subconscious, enhancing their understanding of their emotions and those of others. Achieving greater self-awareness requires time and effort.
Many individuals explore personal desires and emotions to assess their feelings accurately. Recognising preferences, dislikes, and needs is essential for personal development. Cultivating interest in one's emotional landscape fosters deeper self-understanding. This self-exploration enhances emotional intelligence and promotes meaningful interactions and relationships, leading to success in personal and professional realms.
Definition and Components of Emotional Intelligence
The term “emotional intelligence” first appeared in 1964. It wasn’t until the 1990s that a significant publication emerged in the United States (Daniel Goleman - Emotional Competency Model (1995)), marking a pivotal moment in the field. Since then, research surrounding emotional intelligence has advanced and broadened in its scope. As the findings gained traction over the years, public awareness of emotional intelligence has grown, quickly integrating into personal and professional spheres.
A 1998 article (Working With Emotional Intelligence, Daniel Goleman) introduced second-generation emotional intelligence, emphasising its importance in leadership. It noted that emotional intelligence enhances leadership success and can be developed. Authentic and transactional leadership concepts reinforce that emotional intelligence is crucial alongside traditional intelligence and training in differentiating effective leaders from less successful ones.
Emotional intelligence strongly correlates with performance and predicts individual differences. In comparison, personality traits contribute 25% to managerial success, and emotional intelligence accounts for 75%. Four emotional intelligence models were identified: self-awareness, social awareness, self-management, and relational management. Goleman later expanded this to five components: self-awareness, self-regulation, motivation, empathy, and social skills.
Self-Awareness
Stephen Covey, a leading thinker in leadership philosophy, emphasised that self-awareness is not inherently positive. He noted that individuals often confront negative aspects of themselves, a realisation he experienced. Covey identified two distinct paths stemming from self-awareness: one that can lead to feelings of depression and hopelessness and another that fosters freedom, creativity, and empowerment. Ultimately, he asserted that the choice between these paths lies with the individual.
Covey's insights are particularly relevant for leaders and managers. It is commonly stated that effective communication with others begins with a healthy self-perception. The interplay of emotional intelligence among individuals is crucial for the success of organisations. To cultivate a thriving workplace, managers must engage in self-assessment, embrace change, and inspire their teams. The era of leadership based solely on authority and intimidation is over; modern leaders must embody emotional intelligence traits, including self-regulation, motivation, performance evaluation, and clear thinking.
Empathy is essential for successful leaders, allowing them to understand employee perspectives. By addressing concerns, leaders can reduce workplace conflict. A leader's positive facade may hide negativity, leading to discontent. Thus, effective management relies on communication, self-awareness, and emotional intelligence, which foster teamwork. Regular self-reflection helps individuals enhance their emotional intelligence and effectiveness.
Self-Regulation
Effective time management is essential for any manager, given that time is limited. Throughout the various phases of a project, team members must clearly understand the objectives associated with each task and their colleagues' roles and goals. Furthermore, a manager's ability to manage themselves and their team is vital, as it establishes a framework of expectations and behaviours that team members can emulate.
Self-regulation plays a significant role in motivation; these qualities define leaders dedicated to enhancing their performance and that of their team. A leader who prioritises growth for themselves and others sets a standard for the entire team, fostering an environment of continuous improvement. The hallmark of effective leadership lies in the leader's drive to achieve and ability to communicate a clear vision for the team's future direction.
This concept reinforces the idea that a leader is ambitious and forward-thinking, contrasting sharply with traits such as complacency, apathy, and stagnation. In this context, a self-serving individual can be seen as the antithesis of a leader, while an indifferent person opposes a manager. The fundamental distinction between a leader and a manager lies in the leader's capacity to inspire and maintain a forward-looking perspective. In contrast, a manager may focus more on their interests.
Motivation
Emotional intelligence is identifying, understanding, and regulating emotions in ourselves and others. This concept has gained significant traction recently, particularly in leadership development. Modern leaders are expected to blend strong analytical and cognitive abilities with emotional intelligence, which includes creativity and various emotional skills. This evolution highlights the importance of self-reflection and the cultivation of meaningful relationships with team members, as effective leadership is increasingly recognised as a combination of diverse competencies.
The contemporary leadership landscape necessitates a more sophisticated skill set than the traditional focus on data analysis and strategic planning. Leaders who possess emotional intelligence are adept at sensing the emotional dynamics within their teams, enabling them to respond effectively to various challenges. Leaders who exhibited emotional intelligence were more successful in addressing these issues by demonstrating empathy and understanding, thus creating a supportive work environment that helped alleviate stress.
Emotional intelligence enhances team communication. Leaders who express emotions appropriately and empathise with members create trust and collaboration. When members feel valued, they freely voice ideas, spurring creativity without fear of criticism. Also, leaders with high emotional intelligence resolve conflicts effectively by addressing emotional factors, which is crucial for team cohesion and a positive culture.
Empathy
The second aspect of emotional intelligence and the third outcome of evaluation is empathy. This competency lets leaders grasp their team members' emotional dynamics and traits. To effectively demonstrate empathy, a leader must be attuned to the feelings and viewpoints of their colleagues, showing genuine concern for their issues. Leaders must listen to spoken words and the underlying emotions and feedback that may not be explicitly expressed, as emotional signals can often be subtle and indirect.
Empathy encompasses a deep understanding of team members' emotional landscapes, allowing leaders to appreciate their perspectives and adapt their leadership approach accordingly. From the leader's standpoint, this skill fosters awareness of the team's unease and emotional needs. Recognising that each individual may require different forms of acknowledgement and support, leaders can tailor their responses to effectively address these diverse emotional concerns.
To cultivate empathy, leaders must employ active listening techniques, which include attending to, reflecting on, clarifying, summarising, and paraphrasing the concerns of their team members. Additionally, they should encourage open communication to facilitate sharing of emotional cues. The interplay between empathy and social skills is crucial for leaders to accurately interpret and respond to the emotional signals conveyed by their team, ultimately enhancing team cohesion and effectiveness.
Social Skills
Our relationships offer insights, support, energy, achievement, and fulfilment. Leaders with strong social skills interpret others' emotions, manage professional relationships, and build collaborative networks. Successful leaders possess high emotional intelligence, allowing them to navigate interpersonal dynamics and guide their teams. Leaders leverage these skills to create an environment that promotes teamwork, harmony, and positive interactions.
Effective leadership hinges on unifying a team around shared goals while offering support and guidance in today's organisational landscape. Successful leaders recognise the importance of involving team members in decision-making, empowering them to take ownership of their roles. They convey essential information and provide context, explaining the rationale behind specific actions and decisions. This transparency helps team members understand the bigger picture and fosters a sense of trust and collaboration.
By sharing relevant facts and insights, leaders equip their teams to make informed decisions, enhancing their effectiveness. This approach clarifies the reasoning behind choices and encourages a culture of open communication and mutual respect. As leaders engage with their teams in this manner, they create a supportive atmosphere that nurtures individual talents and drives collective success. Strong social skills and emotional intelligence are vital for leaders who inspire and motivate their teams toward achieving organisational objectives.
The Importance of Emotional Intelligence in Leadership
Research shows emotional intelligence is a better predictor of professional success than IQ. Individuals with high emotional intelligence often excel in business. Organisations that understand and manage workforce emotions tend to be more profitable. This highlights emotional intelligence as crucial for success, frequently surpassing traditional metrics like IQ and education.
A key aspect of emotional intelligence is self-awareness, encompassing a deep understanding of one's emotions and personal tendencies. It involves empathy and recognition of others' emotional responses. Many link emotional intelligence (EQ) with effectively managing one's emotions before influencing others. Ultimately, regulating our internal responses is crucial to impacting our environment and those around us.
While intelligence is undeniably crucial in various domains, such as maintaining accurate financial records, the distinction between exceptional organisations often lies in their human resources rather than their material or monetary assets. Consequently, a leader's most critical asset is self-awareness. The synergy of emotional intelligence and self-awareness equips leaders with the skills to guide their teams effectively. To manage any situation successfully, it is essential to understand the elements involved first, beginning with oneself.
Leadership Theories and Emotional Intelligence
Leadership theories cover various behaviours and traits crucial to scholars. Early theories sought to define an ideal leader model, directing individuals toward specific goals. Over time, they evolved to acknowledge positive and negative traits in leaders. General theories emerged, emphasising the need to understand these traits as core to effective leadership, with evidence linking leader behaviour to overall effectiveness.
Contemporary views on leadership define it as a social influence process where leaders coordinate efforts and gain support to achieve shared goals. This perspective highlights the leader's role in motivating a group toward a common objective and their ability to drive change. Leadership is about navigating change, which can result in positive and negative outcomes. The best leaders adapt their style to different situations.
While situational factors can elucidate different leadership styles, emotional intelligence is equally significant in determining the effectiveness of various leadership approaches. Emotional intelligence encompasses recognising and managing one's emotions and those of others, which is crucial for fostering positive relationships and achieving desired outcomes. Understanding the interplay between emotional intelligence and leadership styles can provide valuable insights for experts seeking to enhance their effectiveness in diverse contexts.
The Trait Theory of Emotional Intelligence
One way to explore personality is through trait theory, which has gained traction due to its alignment with accepted views of human behaviour, straightforward variables, and a strong research foundation. Trait theory suggests that individuals have unique, consistent personality traits that distinguish them. The aim is to identify the fundamental dimensions of these traits, enriching observational study data.
The trait theory suggests that individuals have inherent traits that define leadership through personality. However, it's important to distinguish between defining leadership and merely describing associated behaviours. Research reveals leadership as a dynamic interplay of the leader's attributes, followers' characteristics, and contextual factors, emphasising its complexity beyond personality traits.
The initial factors identified in this framework appear pertinent to leaders' various roles within different organisational social systems. Consequently, the task of defining leadership is viewed as one that requires a comprehensive description of the leadership role itself. This approach emphasises the importance of context and interaction in understanding how leadership manifests, suggesting that a multifaceted view is essential for a complete understanding of effective leadership practices.
Behavioural Theories in Team Management
Traditional employee motivation theories focus on individual employees and their relationships with management. In contrast, a behavioural perspective emphasises managing employee teams. Here, a leader's primary role is to help the team achieve shared goals. Team performance reflects the leader's effectiveness, while the organisation holds overall accountability for success. This idea is known as the 'leadership, team convergence model.'
Many behavioural theories argue that leadership failures reflect broader team and organisational issues, not just the leader's shortcomings. Teams may shift responsibility for outcomes to their leader, leading to a disconnect. This can result in leaders being expected to meet the team's emotional needs, adding emotional weight to their role. As organisations evolve, discussions about leadership increasingly emphasise the link between development and emotional aspects of team dynamics.
Contemporary effective leaders are regarded as advocates of behavioural theories that highlight the emotional dimensions of leadership. Emotional expression in leadership suggests that leaders who openly convey their emotions and align with their teams' emotional expectations can boost their effectiveness. By modelling the desired emotional responses, these leaders not only cultivate a more engaged team environment but also align their leadership style with the emotional needs of their team members, ultimately contributing to enhanced organisational performance.
Organisational Management Situational Theories
The situational theories of organisational management suggest that the decision-making process is influenced by various factors, including the nature of the task, the organisational context, the individuals involved, and the resources at hand. In this framework, managers must recognise the dynamics and adapt their approach as flexible negotiators or mediators. Those who excel in this domain are often the highest-performing managers, demonstrating an ability to navigate complex situations effectively.
Controversial and situational management approaches recognise that the optimal decision-making process can vary based on circumstances. This means that executives in similar roles may need to adopt diverse management styles to achieve success and that evolving organisational environments may necessitate shifts in effective leadership strategies. The core idea behind the relative situational effectiveness approach is that no single leadership style is inherently superior; rather, the appropriateness of a style depends on the specific situational factors at play.
A key aspect of effective leadership is understanding and communicating employees' emotional intelligence, which can significantly influence their reactions and performance concerning specific tasks. Leaders attuned to these dynamics are seen as competent, as they can foster satisfaction with their leadership style, leading to positive employee outcomes. A proficient leader should possess diverse leadership styles, enabling them to respond adeptly to their team's motivational and performance needs.
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