Archives for July 24th, 2000

TRANSFORMATIONAL LEADERSHIP AND EMOTIONAL INTELLIGENCE

Abstracts, PublicNet: 24 July, 2000

Barling J, Slater F, Kelloway E K
Leadership & Organization Development Journal, (UK), 2000 Vol 21 No 3.
Start page: 157. No of pages: 6

Asks if emotional intelligence might be a factor that encourages the development of a transformational leadership style. Sets out what is meant by emotional intelligence, and discusses how it could support a transformational leadership style. Tests out this association between emotional intelligence and transformational leadership by testing a group of 60 managers, working at all levels, within a Canadian pulp and paper organization. Assesses their levels of transformational and transactional leadership and tests their levels of emotional intelligence. Concludes that emotional intelligence is associated with three aspects of transformational leadership – idealized influence, inspirational motivation and individualized consideration.

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IMPROVING HEALTH IS A JOINED-UP PROBLEM

Headlines, PublicNet: 24 July, 2000

Variations in NHS performance are linked to poverty says a King’s Fund report published today. The report authors, John Appleby and Jo-Ann Mulligan surveyed all 120 health authorities and boards in Britain and the results were ranked according to their performance. This gave a single measure of health and health care for each area of the country.The report ‘How well is the NHS performing?’ shows that just over 40 per cent of the differences from one area to another could be linked to the amount of poverty experienced by people living in them. The rest, it argues, could be due to differences in the quality of NHS care, in access to NHS services, and in other factors influencing health, such as pollution levels or education.

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ONLINE SERVICE DEMANDS RETHINK OF PROCESSES

Headlines, PublicNet: 24 July, 2000

Don’t automate existing processes when moving a service on-line is a key message from a Cabinet Office benchmarking survey of global e-government. On-line service delivery creates new opportunities, capabilities and expectations and they cannot be exploited fully without re-thinking processes and re-engineering operations.The survey found that the Service Canada initiative and Singapore’s eCitizen centre were prime examples of ‘thinking outside the box’. Service Canada brings together a variety of Federal government services through citizen-focused one-stop shops under a strong government brand.

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