ashfordalum
2.0 LITERATURE REVIEW 2.1 Introduction This literature review…
2.0 LITERATURE REVIEW
2.1 Introduction
This literature review strives to comprehensively analyze and synthesize the extensive body of research about the gap in identifying EI and its implications for effectively managing organizational change in the retail industry (Holbeche, 2019; Naong & Naong, 2022). Organizations need help to adapt to workplace changes, failing to accomplish strategic goals (Harsch & Festing, 2020). Retail executives with low EI struggle to manage complicated organizational changes, lowering staff performance and engagement (Ojo et al., 2021). Retail company executives require greater EI to handle complex transitions, requiring leadership interventions (Holbeche, 2019; Naong & Naong, 2022). The review will concentrate on essential domains of investigation about leadership, organizational change, emotional perception and regulation, and specific concerns in the retail industry. The literature review aims to enhance our understanding of the importance of effective leadership practices in driving successful organizational change (Nordin, 2021). Exploring individuals’ ability to perceive and manage emotions is crucial for comprehending how EI contributes to workplace effectiveness (Alzoubi & Aziz, 2021; Kumari et al., 2022). Finally, examining specific problems within retailing provides valuable insights into challenges unique to this industry (Yawson & Lewis, 2023). The literature review will encompass topics and concepts such as organizational change in the retail sector, including its challenges and opportunities with digital transformation. Additionally, it will explore the influence of EI on leadership effectiveness when managing change, employee engagement, and organizational performance.
EI is underutilized in retail change management (Kotter et al., 2021). Research shows that leaders’ EI is poorly understood and implemented in organizational change (Cui, 2021; Irfan et al., 2021; Luedi, 2022). The project addressed the theme and practice problem of retail executives’ emotional intelligence deficit and its impact on their ability to navigate complex organizational changes (Huang et al., 2022). Technology, consumer preferences, and competition are changing the retail industry (Bonfrer et al., 2020; Domingos & Leite, 2022). Thus, this sector requires strong leadership and change management. My specialty, leadership and organizational development, emphasizes retail CEOs’ leveraging EI to meet this demand. Low EI in retail businesses leads to poor employee performance, reduced engagement, and organizational effectiveness (Ojo et al., 2021; Parker, 2022). Retail leaders in a market with fierce competition, changing consumer tastes, and digital transformation require EI to navigate complex organizational shifts (Godwin, 2019; Holbeche, 2019; Naong & Naong, 2022). Academic and professional literature informs retail industry executives of EI improvement programs, instruments, and interventions. The ultimate goal is to close the gap between theory and practice, providing leaders with tools to inspire, motivate, and lead their teams through change while maintaining optimism (Saring et al., 2022). By incorporating EI into organizational transformation management, leaders can successfully navigate these changes and improve their businesses competitiveness. This literature review is a foundation for determining how to accomplish the project’s goals and enhance my approach.
Need help with revising bolded and highlighted sections
Guidance
2.3 Applied Framework
The project framework is an applied, business practitioner framework that is or could be used to help the business person overcome the problem and shrink the gap in practice. An applied framework is not a theoretical or conceptual framework based solely on theory or abstract theoretical concepts. A theory might inform the framework or a key concept within the framework, but a theory is not the applied framework.
First, introduce the concept of an applied framework. Explain what an applied framework is, why researchers need an applied framework, and give context with examples of the potential relevance to your project.
End Section 2.3 with a lead-in statement into two key subsections: 2.3.1 Applied Frameworks used in Scholarly Research and 2.3.2 Applied Frameworks used in Practitioner Research.
provide an in-depth description of frameworks in the 2.3.1 and 2.3.2 subsections. Ensure that you maintain alignment of the frameworks with the project topic, project question, specific problem, and your specialization.
Aligns the frameworks used in the scholarly and practitioner literature within the specialization area with the proposed project topic, project question, and problem statement.
. 2.3.1 Applied Frameworks Used in Scholarly Research
identify and critique the utility of frameworks found in the scholarly literature for addressing the gap in practice and the specific problem.
A best practice is to identify three frameworks and describe how scholarly researchers used the framework concepts in the context of your topic, problem, gap in practice, industry, and specialization.
Describe the degree of usefulness each framework, or concepts within each framework, might have for your project.
As you develop content, consider these questions:
When was the applied framework concept(s) introduced in the scholarly literature?
How has the study of the concept(s) evolved?
What is the relevance of the concept(s) to addressing the problem anchoring the project?
Who contributed to the development of the framework in the scholarly literature?
Who raised the framework concepts and how has that individual or group of individuals contributed to the development of the applied framework?
Rubric with Competency Alignment: Comp 2. Synthesizes significant amounts of literature which connects topic, framework, problem, purpose, techniques, and gap into a cohesive, persuasive, and supporting foundation for a project proposal which is in the specialization area.
Proficient: Presents a synthesized review of the scholarly literature to describe primary and alternative frameworks in close alignment with the topic, technique, gap in practice, and specialization. Distinguished: Presents an organized and synthesized review of the scholarly literature to describe primary and alternative frameworks in expert alignment with the topic, technique, gap in practice, and specialization.
2.3.1 Applied Frameworks Used in Scholarly Research
Numerous frameworks have been put out and employed in the academic literature to address the gap between theory and practice. (Holmbukt et al., 2023) In addition, they address the specific issue of low EI among retail company leaders. It is important to note that these frameworks contain helpful ideas and techniques that can be used to enhance leadership effectiveness and handle complex organizational transformations (Türk, 2023). In academic research, three distinct frameworks have been applied: the Goleman Emotional Intelligence Framework, the Change Management Framework, and the Centered Leadership Framework. These frameworks provide valuable insights and strategies for addressing low EI among retail company leaders.
2.3.1.1 The Goleman EI Framework
Among the most well-known EI frameworks is the Goleman EI Framework, created by Daniel Goleman. It includes five components: self-awareness, self-regulation, motivation, empathy, and social skills, outlined in Figure 2. Emotional intelligence encompasses self-awareness, self-management, social awareness, and relationship management (Goleman, 2019; Riopel, 2023). Self-awareness involves understanding emotions, while self-management requires honesty, integrity, and managing disruptive emotions. Social awareness involves understanding others’ perspectives and leadership (Goleman, 2019; Riopel, 2023). Relationship management requires teamwork, collaboration, leadership, and persuasion tactics (Goleman, 1996, 2009, 2019). Assessed EI emphasizes the importance of understanding and managing emotions (Chaidi & Drigas, 2022).
Figure 2
Goleman’s EI Framework Model
Image transcription text
Recognition Regulation Self-Awareness Self-Management
Self-confidence Keeping disruptive emotions Awareness of your
emotional and impulses in check state Acting in congr…
Show more
Note: Goleman’s Emotional intelligence encompasses self-awareness, self-management, social awareness, and relationship management from “Emotional intelligence frameworks, charts, Diagrams & Graphs.” By Riopel L. 2023 PositivePsychology.com. https://positivepsychology.com/emotional-intelligence-frameworks/
According to this framework, EI is a set of skills that can be developed and improved over time (Riopel, 2023). According to research, these skills can contribute to the improvement of interpersonal relationships, the facilitation of decision-making, the enhancement of well-being, and the promotion of success at work and in other areas of life (Goleman, 1996, 2009, 2019; Halberstadt et al., 2019; Verasamy et al., 2020). Using this approach, academics have studied and evaluated how emotional intelligence affects organizational performance and leadership (Lee et al., 2022; Yen, 2022). Leaders can cultivate their EI by developing these skills and applying them to everyday situations, and as a result, gain a greater understanding of the world around them (Krisnanda & Surya, 2019). This framework provides a valuable framework for developing interventions and tactics to improve EI among retail industry leaders.
2.3.1.2 Kotter’s 8-Step Change Framework
There has been a substantial amount of scholarly research on the concept of change management, and several different frameworks have been developed to assist in managing organizational change. To ensure a successful change process within organizations, it is crucial to establish a clear and practical approach (Alolabi et al., 2021). Kotter’s 8-Step Change Framework offers a structured planning method for implementing and managing change initiatives. Developed by Kotter in 1996, this framework provides a significant foundation that aids in navigating the complexities of organizational transformation. Using Kotter’s model, successful change initiatives require a clear and actionable plan and effective leadership to motivate and guide the process (Alolabi et al., 2021). As seen in Figure 3, There are eight steps in the framework, which include establishing a sense of urgency, establishing a guiding coalition, developing a vision and strategy, communicating the change vision, empowering employees to act, creating short-term wins, consolidating gains and institutionalizing new approaches (Ulfah, 2021).
Figure 3
Adaptation of Kotter’s 8-Step Change
Image transcription text
Stage 1: Establish a Stage 8: sense Stage 2: of urgency
Institutionalise Form a powerful new approaches guiding coalition
Stage 7: Stage 3: Consolidate improvements and Crea…
Show more
Note: Kotter’s Model provides direct or indirect support with each stage that can be applied to many initiatives and organizational change strategies. From “Minimizing RiskThe Application of Kotter’s Change Management Model on Customer Relationship Management Systems: A Case Study,” by D. Sittrop and C. Crosthwaite., 2021, Journal of Risk and Financial Management, 14(10), 496. https://doi.org/10.3390/jrfm14100496
Throughout his framework for managing organizational change, Kotter emphasizes the importance of instilling a sense of urgency, forging a steering coalition, and maintaining momentum. This approach could address the specific issue of inadequate EI among retail industry leaders. By utilizing a systematic change management approach, leaders may be able to negotiate organizational change and motivate their staff efficiently (Matejic et al., 2021). It has been widely used and cited in the literature, so Kotter’s framework is a valuable tool for retail practitioners. Kotter’s change management model can be particularly effective in the retail industry, emphasizing the importance of EI and leadership skills (Hunter et al., 2014; Kotter, n.d.). Applying Kotter’s change management framework in the retail industry can potentially address inadequate EI among leaders. Kotter’s model recognizes that change is not just a matter of processes and procedures but also involves the emotions and behaviors of individuals within the organization (Pimentel et al., 2023). The Kotter 8-Step Change Framework provides a structure for managing organizational transformation by addressing the emotional aspects of change and emphasizing effective leadership.
2.3.1.3 The Centered Leadership Framework
Joanna Barsh et al. (2010) developed the Centered Leadership Model, which provides a framework for improving leadership abilities in the face of difficulty and change. To lead effectively and make the best decisions, staying connected to one’s core values and purpose (Barsh et al., 2010; Majaliwa, 2022). To remain centered and effective in adversity, leaders must cultivate resilience, creativity, and self-knowledge (Barsh et al., 2010; Mullin et al., 2023). Self-reflection and assessing one’s values and purpose are two ways leaders can cultivate these qualities (Hwang et al., 2021). This framework can assist leaders in remaining grounded and focused on their desired outcomes, outlined in Figure 4. It emphasizes five aspects of leadership: positive framing, managing energy, engaging, and connecting (Barsh et al., 2010). Researchers have used this paradigm to examine the relationship between EI and effective leadership in various organizational settings. Leadership can be enhanced by focusing on positive framing to develop a clear vision and strategy for achieving the desired outcome (Saring et al., 2022).
Figure 4
Five Dimension of Centered Leadership
Image transcription text
Intelligence Preconditions: Tolerance for change Desire to lead
Communication skills Meaning Managing energy Happiness
Signature strengths Minimizing depletion Restoration …
Show more
Note: At the core of centered leadership are five capabilities: finding meaning in one’s work, transforming negative emotions such as dread or stress into opportunities, leveraging connections and community, acting in the face of risk, and sustaining the energy that drives change. From “How centered leaders achieve extraordinary results by J. Barsh, J Mogelof, and C. Webb D. 2010, https://www.mckinsey.com/featured-insights/leadership/how-centered-leaders-achieve-extraordinary-results#/
The ability to manage energy, engage with others, and establish connections can also assist them in remaining focused on their goals and staying grounded when faced with challenges (Barsh et al., 2010; Slupska et al., 2022). Research has shown that EI plays a crucial role in successful leadership, and this framework is designed to assist leaders in developing and maintaining that skill (Butler et al., 2021; Siswanti et al., 2021). By applying the model’s concepts to practical tactics and methods, retail business leaders can improve their EI and guide their teams through organizational change.
These frameworks are relevant to the specific issue of low EI among retail business leaders. Including these ideas in my project will allow leaders to understand EI better and how it relates to navigating organizational transformation. These frameworks provide practical advice and tactics that can be implemented immediately in the retail sector to improve leadership effectiveness, engage and inspire teams, and create a change-friendly environment. By utilizing these applied frameworks, we can develop plans, interventions, and tools to close the gap between theory and practice and provide retail business executives with the tools they need to successfully implement organizational change by utilizing EI.
