Social Sciences Relate to Organizational Behavior

Organizational behavior is basically studying the way people behave in organizations.  These organizations exist in many different fields of social science.  What are those fields?  1) Psychology, 2) Sociology, 3) Anthropology, 4) Economics, 5) Education, 6) Human Geography, and 7) Political Science. 

Edgar Schein created a model for organizational behavior.  By using this model, leaders can understand the three elements of an organization, artifacts, values, and assumptions.  For example, a leader may try to change the underlying assumptions of an organization.
  
Artifacts are the tangible items that people can observe.  "Artifacts can be dress codes, furniture, art, work climate, stories, work processes, organizational structures etc. (Schein, 1992). 

Values are those that are expressed by the leadership of the organization.  The values of the organization can be the mission, the goals, and the philosophies of the company (Schein, 1992). 

"Assumptions reflect the shared values within the specific culture. These values are often ill-defined, and will oftentimes not be especially visible to the members of the culture. Assumptions and espoused values are possibly not correlated, and the espoused values may not at all be rooted in the actual values of the culture" (Schein, 1992).

He also published a third edition of the book called Organizational Culture and Leadership. "Edgar Schein shows how to transform the abstract concept of culture into a practical tool that managers and students can use to understand the dynamics of organizations and change." (Amazon.com Review)

Author: Dr. Andree Swanson 

Reference

Schein, E. H. (1992). Organizational culture and leadership. New York, NY: John Wiley & Sons.

Emotional Intelligence and Realtors

Doing a Google search for Goleman’s statement on Emotional Intelligence resulted in finding 2570 sites that had this quote exactly or a variation of it.  McCoy (1997) quoted Goleman as saying, “That IQ contributes 20% to the factors that determine life success, which leaves 80% to other forces, ranging from social class to luck.  People who cannot control their emotions fight inner battles that sabotage their ability for focused work and clear thought” (p. abstract) .  So, what controls the 80% of these other forces?  Kraus (2008) states that “Researchers have found evidence that emotional intelligence as measured by the MSCEIT relates to the personality constructs defined by the Big Five” (p. 4).  Perhaps it is our personality and emotional intelligence, eh?

McCoy (1997) shows that people often become enraged over trivial events.  Goleman calls an emotional hijacking where your emotions take over the entire experience and make a mountain out of a molehill.  Oftentimes real estate decisions are made based on elements out one’s control, such as the economy or the fiscal cliff.  Clients turn to you for answers and may get emotional when considering these items that are beyond their control, thus creating an emotional meltdown or an emotional hijacking.

Kidwell, Hardesty, Murtha and Sheng (2011) discovered the EI definitely relates to a positive performance with real estate agents.  Tasso (2009) discussed a sensitive trust that related to emotional intelligence.  Much like emotional intelligence, the ability to sell is not innate or inherent.  A successful realtor truly understands the needs of the client and the clients themselves.  Drucker (1973) stated, “The aim of marketing is to make selling superfluous. The aim is to know and to understand the customer so well that the product or service fits him/her and sells itself" (Kotler, 1999).  Connect with this knowledge and connect it with the importance of emotional intelligence.  Mayer and Salovey (1997) calls it, "The ability to perceive, integrate, understand and reflectively manage one's own feelings and other people's feelings."

Research shows that there is connection between emotional intelligence and performance.  In future writings, we will delve into what the combination of emotional intelligence is the in the field of real estate.

Author: Dr. Andree Swanson

References

Kidwell, B., Hardesty, D. M., Murtha, B. R., & Sheng, S. (2011). Emotional intelligence in marketing exchanges. Journal of Marketing, 75(1), 78. Retrieved from http://search.proquest.com/docview/853271093?accountid=32521

Mayer, J., & Salovey, P. (1997). What is emotional intelligence? In P. Salovey & D. Sluyter (Eds). Emotional Development and Emotional Intelligence: Implications for Educators (pp. 3-31). New York, NY: Basic Books.

McCoy, B. H. (1997). Emotional intelligence provides key to life success. Real Estate Issues, 22(1), 1-III. Retrieved from http://search.proquest.com/docview/214010223?accountid=32521

Tasso, K. (2009). A professional approach to selling. The Estates Gazette, 97-97. Retrieved from http://search.proquest.com/docview/223770650?accountid=32521

Servant Leadership being Chosen by Many Leaders

Servant leadership is now being selected by senior leaders and boards of trustees as a style of leadership over authoritarian, democratic, or lassiez-faire styles.  Spears (2005) wrote:

In countless for-profit and not-for-profit organizations today we are seeing traditional, autocratic, and hierarchical modes of leadership yielding to a different way of working—one based on teamwork and community, one that seeks to involve others in decision making, one strongly based in ethical and caring behavior, and one that is attempting to enhance the personal growth of workers while improving the caring and quality of our many institutions. This emerging approach to leadership and service is called servant-leadership. (p. 1)

The idea of servant leadership seems to be paradoxical.  How can one be a leader if they are a servant?  But it is much more about the style of leadership than the name itself.  Imagine a stereotypical authoritarian style where the employee is not put first nor the customer, but rather that the bottom-line is key.  A servant may not feel comfortable in an organization that is militaristic and authoritarian in style. 

Servant leaders, by definition, place the needs of their subordinates before their own needs and center their efforts on helping subordinates grow to reach their maximum potential and achieve optimal organizational and career success” (Greenleaf, 1977).  A study by Blanchard (2010) found that servant leadership increases employee passion and customer devotion which leads to overall satisfaction with the organization. "Not only are people looking for deeper purpose and meaning as they meet the challenges of today's changing world, but they are also looking for principles that actually work. Servant leadership works" (Blanchard, 2010, p. 279).

Spears quoted the Indianapolis Business Journal which said, "Servant leadership has emerged as one of the dominant philosophies being discussed in the world today."  Servant leadership seems to fit well in all aspects of business whether a profit or a non-profit organization.  "Servant-leadership crosses all boundaries and is being applied by a wide variety of people working with for-profit businesses; not-for-profit corporations; and churches, universities, health care, and foundations" (Spears, 2005, p. 5)

Servant leadership is focused on the servant or employee.  This is an advantage versus an authoritarian approach.  Many major companies have adopted the servant leadership approach as part of their mission statement.  "Among these are The Toro Company (Minneapolis, Minnesota), Synovus Financial Corporation (Columbus, Georgia), ServiceMaster Company (Downers Grove, Illinois), The Men’s Wearhouse (Fremont, California), Southwest Airlines (Dallas, Texas), Starbucks (Seattle, Washington), and TDIndustries (Dallas, Texas)" (Spears, 2005, p. 5). 

Author: Dr. Andree Swanson

References

Blanchard, K. (2010). Leading at a higher level, revised and expanded edition: Blanchard on leadership and creating high performing organizations. Upper Saddle River, NJ: FT Press.

Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. New York, NY: Paulist Press.

Spears, L. (2005). The understanding and practice of servant leadership. Regent University. Retrieved from http://www.regent.edu/acad/global/publications/sl_proceedings/2005/spears_practice.pdf