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For decades, scholars have focused on emotional intelligence as a critical skill for overcoming professional challenges. This research discovered a high association between emotional intelligence and compensation, career commitment, decision-making challenges, professional satisfaction, entrepreneurial goals, and turnover intentions. Research indicates a strong link between emotional intelligence, job flexibility, entrepreneurial self-efficacy, and compensation. [ABSTRACT FROM AUTHOR]

The objective of this study is to explore which competencies predict leader effectiveness. Based on theory and job analysis, we observed the effects of five leaders' competencies (achievement orientation, problem analysis and problem solving, social sensitivity, influence, and integrity) on three indicators of effec tiveness (perceived leader's effectiveness, leadership emergenc e, and team performance). Furthermor e, we examined whether transformational leadership mediates these effects. We collected the data during an interuniversity student team competition. A total of 57 team leaders and 364 team members participated in the study. At the beginning of the competition, we measured the leaders' competencies through assessment centers. Each leader was assessed by 4 trained assessors in a one day long assessment center consisting of multiple individual and group model situations. After 6 months of teamwork, we measured the perceived leaders' effectiveness, leadership emergence and transformational leadership using questionnaires, and we estimated the teams' performance based on the ranking of the teams in the competition. The results show that leader achievement orientation is a significant predictor of perceived leader effectiveness, leadership emergence and team performance. The other four competencies do not predict leader effectiveness. There is no relation between competencies and transformational leadership; therefore, transformational leadership does not mediate the relation between competencies and effectiveness. The advantages of this study were that we obtained the data regarding the competencies and effectiveness from three different sources and that we measured competencies before the teamwork began. An average of more than 6 subordinates per leader ensures highly reliable evaluations of leaders' transformational leadership, perceived effectiveness and leadership emergence. The results can be applied to leader selection for short-term team projects. [ABSTRACT FROM AUTHOR]

Cost Constructive Model (COCOMO II) is a well-established estimation tool employed by project managers when estimating software development duration. Following project size, COCOMOII estimation is highly dependent on the accuracy with which the skills of staff involved in a proposed software development project are estimated. In this paper, we propose to revisit the criteria used to estimate Analyst Capability (ACAP) and Programmer Capability (PCAP) in COCOMOII by the inclusion of measures to evaluate the emotional intelligence of analysts and programmers. Preliminary results indicate that when considering emotional intelligence of software professionals in COCOMOII a better estimate of projected cost can be obtained. [ABSTRACT FROM AUTHOR]

This document describes the process of developing the "Tecer 2012" scale, a self-report instrument developed and improved during the investigation of the doctoral thesis entitled "The Emotional Capital as the basis of human capital of individuals. Formulation of an operational evaluation model" (research with a methodological form of quantitative type, a strategy of no experimental work, transactional temporality and correlation scope) performed as part of Doctoral Thesis in Management and Business Administration, Department of Organization Business of the Universitat Politècnica de Catalunya-BarcelonaTech (UPC), Spain. Considering that the theories and models for managing intangibles do not yet reflect the real importance of Emotional Capital and even though in the field of theories and talent-management based competitiveness models there is a keen interest in the improvement of certain competencies towards increasing the "success" contributions, in general, it has been preferentially oriented to increase business value or increase specific competencies. All of this confirms the need for operational models to characterize, evaluate and develop initiatives improvement in emotional capital but interacting individually with both the cognitive potential ("Cognitive Capital")and the relational capital. In this context, the process of formulating the "Tecer 2012" scale described (with corresponding analysis of normality, reliability and internal consistency, content validity, and construct)and the development of a Emotional Intelligence operational model ("IEom2") along with an Intellectual Capital model ("ICom2") that identify the emotional capital, relational capital and cognitive potential ("cognitive Capital", corresponding to the academic/professional capacity before, during and post-university education) of people; formulated according to the antecedents and to an initial analysis of a pilot sample of 211 individuals; and according to a final analysis of a sample of 892 people from the Universidad Tecnológica Metropolitana of Santiago de Chile in collegelevel studies (students undergraduate) and those developing professional activities (university graduates). Based on the evaluation of the scale and its subsequent adjustment, the most important aspects of the improvement is characterized in the required competencies for better development of human capital, both in the process of university education and the professional activity. [ABSTRACT FROM AUTHOR]

Over the last decades, digital games have evolved to complex, social environments like Massively Multiplayer Online Games (MMOGs) which are a practice arena for 21st century skills, such as leadership. This paper outlines the conceptual framework behind a doctoral project currently in progress, which examines emotional intelligence (EI) as a leadership skill that can be developed in MMOGs. The main statement of this PhD is that the skills learned in the game settings can help people to become more emotionally intelligent in real life and workplace. The hypotheses of this study that leaders in MMOGs with high emotional intelligence can become transformational leaders, inspiring team members and enhancing team cohesion which can lead to team effectiveness. In order to address this issue, a preliminary study using qualitative and quantitative data from interviews and a survey, will examine the elements of perceived emotional intelligence, transformational leadership, team cohesion and team viability acquired by MMOGs players and their perceived transfer of these skills in their workplace settings. The conceptual framework of this study is based on the Input-Process- Output (IPO) team effectiveness model, which is used widely in organizational researches. Moreover, players' perceptions of the game elements that foster emotional intelligence will also be identified during the preliminary study. These findings will contribute to the final stage of this project, including the design principles for the development of an emotional intelligence training course with real, on-the-job content to teach leadership using essential gamification elements. [ABSTRACT FROM AUTHOR]

Above average analytical and mathematical ability are highly sought-after human attributes required from IT professionals at work in the systems development life cycle (SDLC). These attributes are perceived to be ingredients for a successful career in Information Technology (IT). When companies hire IT professionals, they often focus on the 'hard' skills needed to perform the work (Joseph, Ang, Chang & Slaughter, 2010). There is a growing awareness that technical skills alone are insufficient for success in IT. Technical skills and experience have become an entry level requirement. Being technically competent is no longer enough. For IT professionals, to improve business, a wider set of skills are required. This research set out to determine what the human attributes are that contribute most to the improvement of business, namely IT alignment. Data for this research was obtained from nineteen organisations doing information systems development in the Cape Town area in South Africa. It was found that emotional intelligence of business analysts, systems analysts and project managers does play a role in the non-delivery of business needs by the IT department. Further human attributes found to contribute to business-IT alignment, were experience, communication skills, professionalism, and collaboration skills. A taxonomy of IT alignment intelligence for business analysts, systems analysts and project managers is proposed. [ABSTRACT FROM AUTHOR]

The purpose of this theoretical paper is to put forward the case that service should be recognised as a critical competency of organisational leaders. It is argued that service requirements are pervasive in organisational contexts, but somehow service has not typically been expected of leaders themselves. However, new requirements of organisations and those who lead them are emerging. In engaging in a transformative journey towards sustainability and engaged citizenship, businesses require a new kind of leadership. As a result, the success of leaders will be measured not only on effectiveness criteria, but increasingly on the ethics that they display when exercising leadership. In developing both individual leaders, as well as leadership as a collective in organisations, the use of competency frameworks is prevalent amongst human resource development practitioners and represents a popular approach to conceptualising what leadership attributes should be developed in organisational leaders so as to ensure organisation effectiveness. It is further argued that if service is a competency that organisations expect to be displayed in their leadership, then leaders would be more inclined to integrate effectiveness and ethical considerations. The paper concludes by proposing that individualized consideration, compassion, a motivation to serve, and humility are some of the attributes of service as a competency, and which would differentiate it from other leader competencies. It also offers some ideas for further research on service as a leadership competency. [ABSTRACT FROM AUTHOR]