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The purpose of this paper is to separate the leadership skills that get success from those that are inconsequential or harmful.

More than 150,000 managers were studied through the online assessment of their skill in more than 30 competency areas against self‐reported, and company‐reported job performance.

People may join companies, but they will leave bosses. No one influences an employee's morale and productivity more than his or her supervisor. It is that simple. Yet, as common as this knowledge may seem, it clearly has not been enough to change the way that managers and organizations treat people.

The paper looks at the issue of seagull managers – and discusses the notion that every single manager is a seagull manager sometimes, in some situations, and with some people. The real challenge lies in understanding where seagull tendencies predominate, so that managers can fly higher and eradicate the negative influences of seagull behavior.

The article integrates three lines of research with regard to leadership, decision making, and organizational justice. First the theoretical perspective, it is argued that transformational and transactional leaders adopt different approaches to decision making. Transformational leaders appear to prefer a comprehensive style of decision making that uses many input sources and considers many optional pathways. Transactional leaders, by contrast, are more prone to use a more limited information base, and consider fewer alternative routes. The study reported on here concludes that transformational and transactional leaders focus on different aspects of organizational justice. Transformational leaders tend to emphasize the social dimensions of fairness in the workplace. Transactional leaders are oriented toward the structural features of workplace justice. Some practical issues are addressed, such as what should be considered when managers are selected for specific assignments with leadership requirements, and issues pertaining to changing leadership styles.

The purpose of this chapter is to highlight the importance of including emotional intelligence training with programs related to providing mentorship to others. Formal mentoring programs, established with specific goals and objectives, need foundation work for context in order to be successful. This chapter pulls from professional literature, important basic components of both emotional intelligence skills and attributes for successful mentoring. By demonstrating the relationship between emotional intelligence and mentors who are successful, future programs and activities within the workplace regarding formal mentorship structures can be influenced positively. There is a relationship between having good emotional intelligence skills by people who mentor and being successful within the mentoring relationship. Mentors who are more self-aware of their own emotions are more likely to manage a mentoring relationship more positively and with better outcomes. Library and information science professionals are undergoing tremendous change within the professional environment, the establishment of mentoring networks can greatly influence professional turnover. The opinions and concepts presented from professional literature has been used and adapted by the author in various workshops and presentations. It is this practitioner’s opinion that any formal mentoring program should start with providing a foundation of emotional intelligence skills for the mentors.

This study aims to investigate the mediating role of job autonomy ( JA) in the relationship between transformational leadership (TL) and organizational commitment (OC) and the moderating effect of emotional intelligence (EI) on the relationship between JA and OC.

Data for the study were obtained from the respondents of information technology industries across India by using convenience sampling.

The study reveals that TL positively influences employees’ OC via JA. Results further indicated that EI as the moderator strengthens the relationship between TL and OC mediated by JA.

The study recommends that leaders with high level of TL style should appeal to the emotions of their employees for significantly influencing their OC.

This paper extends upon prior research that has identified a relationship between TL and OC; this study proposes and analyzes a comprehensive and theoretically grounded structure of TL, JA, EI and employees’ OC, highlighting its theoretical and practical implications.