CONTEMPORARY LEADERSHIP EMOTIONAL INTELLIGENCE DANIEL GOLEMAN is the ability to identify, assess, and control the emotions of oneself,

of others, and of groups. Posits that in his research, effective leaders have high degree of Emotional Intelligence. Is being used as the foundation for BSN curriculum on leadership Understanding yourself, your goals, intentions, responses, behavior and all. Understanding others, and their feelings. The Five Components of Emotional Intelligence 1. Self-awareness. The ability to recognize and understand personal moods and emotions and drives, as well as their effect on others. Hallmarks* of self-awareness include self-confidence, realistic self-assessment, and a selfdeprecating sense of humor. Self-awareness depend on one's ability to monitor one's own emotion state and to correctly identify and name one's emotions. 2. Self-regulation. The ability to control or redirect disruptive impulses and moods, and the propensity to suspend judgment and to think before acting. Hallmarks include trustworthiness and integrity; comfort with ambiguity; and openness to changes. 3. Internal motivation. A passion to work for internal reasons that go beyond money and status -which are external rewards, - such as an inner vision of what is important in life, a joy in doing something, curiosity in learning, a flow that comes with being immersed in an activity. A propensity to pursue goals with energy and persistence. Hallmarks include a strong drive to achieve, optimism even in the face of failure, and organizational commitment. 4. Empathy. The ability to understand the emotional makeup of other people. A skill in treating people according to their emotional reactions. Hallmarks include expertise in building and retaining talent, cross-cultural sensitivity, and service to clients and customers. (In an educational context, empathy is often thought to include, or lead to, sympathy, which implies concern, or care or a wish to soften negative emotions or experiences in others.) 5. Social skills. Proficiency in managing relationships and building networks, and an ability to find common ground and build rapport. Hallmarks of social skills include effectiveness in leading change, persuasiveness, and expertise building and leading teams

TRANSFORMATIONAL LEADERSHIP Is that it appeals to social values and encourages people to collaborate, rather than work as individuals who compete with one another. Gives people an uplifting sense of being connected to a higher purpose, enhancing their sense of meaning and identity

TRANSACTIONAL LEADERSHIP JAMES BURNS That promotes the end values of justice, equality, and human rights as well as endorses the modal values of honesty, loyalty and fairness as its basis for influencing change. The transactional leader is given power to perform certain tasks and reward or punish for the team's performance Transactional Leadership -are aware of the link between the effort and reward -is responsive and its basic orientation is dealing with present issues -rely on standard forms of inducement, reward, punishment and sanction to control followers -motivate followers by setting goals and promising rewards for desired performance -depends on the leaders power to reinforce subordinates for their successful completion of the bargain. Transformational Leadership -arouse emotions in their followers which motivates them to act beyond the framework of what may be described as exchange relations -is proactive and forms new expectations in followers -distinguished by their capacity to inspire and provide individualized consideration, intellectual stimulation and idealized influence to their followers -creates learning opportunities for their followers and stimulate followers to solve problems -possess good visioning, rhetorical and management skills, to develop strong emotional bonds with followers -motivate followers to work for goals that go beyond self-interest.

CHARISMATIC LEADERSHIP ROBERT HOUSE Has an inspirational quality that promotes an emotional connection from followers. Displays self-confidence and strength in their convictions and communicate high expectations and confidence in others. REFERENCES Daniels, Rick (2011) Nursing Fundamentals: Caring and Clinical Decision-Making, 1st Edition , Delmar Thomson Learning Kelly, Patricia Essentials of Nursing Leadership and Management Marquis, Bessie L., Jorgensen, Carol Leadership roles and management functions in nursing- Theory and Application 6th Edition Lippincott Williams and Wilkins