Employees may be stuck in the competency traps, therefore, motivating employees to adapt to change requires an emotionally intelligent resonant leader to guide them towards a shared vision, give them positive energy and positive moods. A resonant leader would disseminate learning culture within all departments of the organization, motivate employees and manage their growth expectations. The resonant leader generates innovativeness and creativity at work within all departments of the organization. Resonant leader’s aspirations help employees to form a shared vision that articulates the future. Long-term success is an output of the resonant leader, therefore understanding toward employees’ feelings (compassion) is the backbone of the organizational success. The leader's positive emotions spread among the employees even under difficult conditions of work stress or crisis times, as the overall positive moods do exist. Employees would be willing to face changes, new competencies and challenges and would be able to visualize their development on the professional and individual levels through the learning organization (Chawla and Lenka, 2015).
Characteristics of the resonant leader
According to Chawla and Lenka (2015), resonant leader has some characteristics as follows;
Inspires employees to cooperate by building trust, thereby facilitating the transfer of learning among team members.
The high emotional intelligence of the leader spreads the emotional contagion among employees.
Creates a conducive environment for learning as employees harmonize vibrant energy.
Has the fervor to organizational change.
Concerns with employee’s insecurity and energizes dynamic capability in them to manage competencies.
Encourages employees to learn faster than the organization's competitors.
Manages and directs the conversion of tacit knowledge acquired through experience to explicit knowledge.
Boyatzis and colleagues as cited in Hong et al (2011) defines the resonant leadership as
"The competency to recognize, control, and use emotions to inspire and influence people and create resonance among self and others beyond short-term task completion"
(Hong et al, 2011, p.321).
The abilities model suggested by Salovey, Mayer in 2004 as cited in Riggio et al (2008) is considered the best approach to emotional intelligence (EL), it consists of four general emotional abilities:
Identifying emotions: involves the ability to recognize emotions not only in oneself but also in others, and expands to the ability to express emotions.
Using emotions to facilitate thinking: by using emotions to empower positive moods and improving thinking processes.
Understanding emotions: includes emotions complexities and its interrelationships.
Managing emotions: the ability to manage and control felt emotions in a positive way.
Emotional intelligence includes the ways that emotions inform mental processing. Skills as verbal speaking and expressing feelings, fluency and the ability to attract others in social interaction, is very important for leaders. For example, Martin Luther King, Jr. had the eloquence of speech and was able to attract others. He suggests that being able to express oneself clearly and professionally is a powerful social skill. Leaders need to engage others to involve them in their vision through conversation, by knowing how to “work a room”.
Managers with high levels of speaking skill have the potential of moving up the organizational hierarchy (Riggio et al, 2008). Joseph and Newman (2010) as cited in Hong et al., (2011) argue that individuals who have emotional intelligence can change and develop desired attitudes and avoid undesired attitudes across different situations. Also, they can express their positive emotions towards employees and avoid negative reactions from others. Individuals who can control and manage their emotions are self- motivated to lead others.
Therefore, leaders who can motivate subordinates to accept the change and adapt to it are the emotionally intelligent resonant leaders who would guide subordinates through shared vision, ensure harmony and friendly interactions built on trust and confidence through knowledge sharing and continuous team learning (Chawla and Lenka, 2015).
There are many different issues you could choose to discuss for such an assignment. One issue that is increasing important as the world shifts to a gig/platform economy is the use of independent contractors.
The first issue human resources has to address is what legally constitutes a contractor versus an employee. Recent lawsuits involving Uber and Lyft have been particularly important in clarifying these laws. Human resources departments are responsible for ensuring that when a firm hires contractors it closely follows the legal guidelines which demarcate employees from contractors in order to avoid taxes and other liabilities such as workers compensation, benefits, and overtime pay.
Many factors are used to determine the difference between an employee and an independent contractor. The first criterion is exclusivity. Someone who works for multiple clients is clearly a contractor, but someone who works exclusively for one firm for an extended period is more likely to function as an employee. The next issue is whether their work is critical to the mission of the company. A janitor is not critical to the business mission of a technology firm, but a programmer is central to the company's mission. Other factors include independence, use of judgment rather than close supervision, and mode of compensation. As more companies move toward employee-light models and increasingly outsource or contract a wide range of functions, developing human resource policies to ensure contractors are used productively and appropriately becomes increasingly important.
A good resource for APA style is:
https://owl.english.purdue.edu/owl/section/2/10/
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