Updated: Simplified referencing of work from another source
Harvard style of referencing
Harvard is a style of referencing to cite information sources. Two types of citations are included: 1. In-text citations are used when directly quoting or paraphrasing a source. They are located in the body of the work and contain a fragment of the full citation. Example: “The “P” in PM is as much about People management as it is about Project Management…” (Fichtner, 2004). Or: “Emotional Intelligence is defined as the ability to monitor ones’ own and others feelings and emotions…..” (P. Salovey & J.D. Mayer, 1990) 2. Reference Lists are located at the end of the work and display full citations for sources used in the assignment. Example: Fitzgerald, SF. (2004). The Great Gatsby. New York: Scribner. Gardner, H. (1983). Frames of mind: The theory of multiple intelligences. New York: Basic Books Friedman, H.S., & Schustack, M.W. (2012) Personality: Classic theories and modern research (5th ed.). Boston: Pearson Allyn & Bacon. These reference lists can also be placed in the footer on the relevant page the quote or paraphrased entry is taken from. These are numbered and relate directly to the quote in the text. (See attached example). Quotes appearing on subsequent pages are numbered 4,5,6 and so on.
Harvard Reference for Articles Found on a..Website
When citing.. articles found on a database or through a website, include all of the components
found in a citation of a print journal, but also include the medium, which is [online], the website
URL, and the date that the article was accessed.
Structure:
Last name, First initial. (Year published). Article Title. Journal, [online] Volume(Issue), pages.
Available at: URL [Accessed Day Mo. Year].
Example:
Schiff, J. (2014). 9 Secrets to Project Management Success. CIO from IDG, [online] Volume
1, p. 1. Available at: http://www.cio.com/article/2599794/project-management/9-secrets-toproject-
management-success.html [Accessed 20 November 2016]
To reference a web page that lists no author
When there is no author for a web page, the title moves to the first position of the reference
entry:
Example:
“All 33 Chile miners freed in flawless rescue”. (2010, October 13). Retrieved from
http://www.msnbc.msn.com/id/39625809/ns/world_news-americas/
Cite in text the first few words of the reference list entry (usually the title) and the year. Use
double quotation marks around the title or abbreviated title: (“All 33 Chile Miners,” 2010).
References as footers (an example)
Emotional intelligence – An overview
While no-one questions that natural IQ, business sense and technical skills are crucially
important for the success of managers, emotional intelligence (EI) may be the single most
important leadership trait determining work and managerial performance. As Daniel Goleman,
possibly the most well-known EI theorist, puts it, ‘effective leaders are alike in one crucial way:
they all have a high degree of emotional intelligence’.1 In so far as leaders and managers influence
the achievement of organisational goals, EI influences organisational effectiveness in a number
of areas:
● employee recruitment and retention
● development of talent
● teamwork
● employee commitment, morale and
health
● innovation
● productivity
● efficiency
● sales
● revenues
● quality of service
● customer loyalty
● client outcomes.2
This means that, as a manager and as part of your personal and professional development, you
will need to carefully identify your emotional strengths as a first step towards developing the
emotional skills essential to being an effective leader. Before identifying your emotional
strengths, however, it might be helpful to examine some views and models of emotional
intelligence, what it is, according to the experts, how it may be measured, and how it is applied
by leaders.
What is emotional intelligence?
Early theorists Peter Salovey and John Mayer defined emotional intelligence as ‘the ability to
monitor one’s own and others’ feelings and emotions, to discriminate among them and to use
this information to guide one’s thinking and actions.3 This definition, as applied to management
and leadership, has meant that effective leaders are increasingly recognised as those leaders
that are able to identify their own emotional strengths and those of others and harness those
emotional strengths to meet or contribute to organisational goals.
These goals include, for example, building teams, networks or meeting internal and external
customer needs. Broadly, emotional intelligence is recognised as a measurable ability, separate
to general intelligence and technical knowledge and skills. This means that, as a manager, you
may possess high or low emotional intelligence – regardless of whether you are ‘smart’ or are a
competent practitioner or professional.
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