ISSUES CONCERNING THE INTERFERENCES AND SIMILARITIES BETWEEN MANAGEMENT, EMOTIONAL INTELLIGENCE AND LEADERSHIP
Larisa Dragolea, Denisa Cotirlea
The present paper work contains aspects about the emotional intelligence, which has become a popular topic in the business press in recent years. The primary aim of the work paper is to help readers get a view of current conceptualizations of emotional intelligence, while providing an opportunity to see the interferences ans similarities between it, management and leadership. This work paper also contains some aspects regarding a study which reflects emotional intelligence in Romania, whose results were interpreted and analyzed.
We all know that leadership abilities vary according to rater perspective and level of emotional intelligence. In general, co-
This subject was chosen subject because -
Keywords: emotional intelligence, management, leadership
Emotional intelligence has become a vital element for the way today's leaders approach the growing challenges they face in the business environment.
This subject was chosen because emotional intelligencecan assist leaders in an evermore difficult leadership role and in the middle of the "Talent War"  and, especially at the highest levels in organizations, it can give developing leaders a competitive edge
According to the specialized literature, the emotional intelligence has been discovered since 1980, when Reuven Baron was researching the human qualities which favour success; he showed that in this processes there are many dimensions involved, surpassing the concept of traditional intelligence, and thus shaping the concept of "emotional intelligence".
In 1985, Howard Gardener, a renowned psychologist, expanded the vision -
According to other authors, emotional intelligence is a concept born in the United States in 1990 in an article written by John Mayer and Peter Salovey .
Claims have been made that the higher up a person goes in the organization, the more important emotional intelligence becomes, compared to intelligence quotient (IQ), and technical skills .
This is due to the fact that the ability of the leader to be able to identify and understand the emotions of others in the workplace, to be able to manage their own and others' positive and negative emotions, to be able to control emotions in the workplace effectively, to utilize emotional information when problem solving and to be able to express their feelings to others is integral to the leader being effective at creating appropriate levels of job satisfaction 
The appeal of emotional intelligence is, therefore, due to the idea that success is not simply determined by well-
It must be said that this concept was massively popularized by Daniel Goleman, who, in 1995, published the bestseller "Emotional Intelligence".
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As Goleman says, emotional intelligence is defined as a person's self-
While the IQ refers to the academic intelligence, the learning ability and the mental, theoretical development, to the building-
Studies have shown that emotional intelligence impacts a leader's ability to be effective . Three of the most important aspects of emotional intelligence for a leader's ability to make effective decisions are selfawareness, communication and influence, commitment and integrity.
The assessment of emotional intelligence in leadership is complex; the differences between the manager and the leader -
On the other hand, managers who do not develop their emotional intelligence have difficulty in building good relationships with peers, subordinates, superiors and clients 
Because effective leadership is identified by those who concentrate on people and the task at hand in such a way that the task is completed and the people remain motivated and happy , it is a sure fact that leadership cannot exists unless the leader possess a high degree of involvement in communicating with others, self-
Unlike academic intelligence, emotional intelligence is acquired, which means it can be learned, because is based on the evolution of the individual in the social frame-
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DOTYCZACE WPLYWOW I PODOBIENSTW MIEDZY ZARZADZANIEM, INTELIGANCJA EMOCJONALNA I PRZYWODZTWEM
Niniejsza praca przedstawia aspekty inteligencji emocjonalnej, ktora w ostatnich latach stala sie popularnym tematem przedstawianym na lamach prasy biznesowej. Podstawowym celem niniejszej pracy jest pomoc czytelnikowi w zdobyciu opinii na temat biezacych konceptualizacji dotyczacych inteligencji emocjonalnej, dostarczajac mozliwosc dostrzezenia wplywow i podobienstw miedzy IT, zarzadzaniem i przywodztwem. Praca zawiera takze pewne aspekty odnoszace sie do badan ktore odzwierciedlaja inteligencje emocjonalna w Rumunii, ktorych rezultaty zostaly poddane analizie i zinterpretowane.
Widomo, ze zdolnosci przywodcze roznia sie w zalznosci od pogladow i poziomu inteligencji emocjonalnej. Wspolpracownicy doceniaja menadzerow, ktory posiadaja umiejetnosci kontrolowania impulsow i zlosci, ktorzy potrafia przetrwac niemile wydarzenia i stresujace sytuacje, ktorzy sa zadowoleni z zycia i sa chetnymi do wspolpracy czlonkami grupy. Liderzy posiadajacy takie cechy sa odbierani jako bardziej uczestniczacy, swiadomi, opanowani i zrownowazeni.
Ten temat podjeto, poniewaz zdaniem autora zdolnosc zaprezentowania siebie jako osoby sklonnej do wspolpracy, wnoszacej cos do grupy, konstruktywnej jest czynnikiem krytycznym w odniesieniu dlugoterminowego sukcesu.