Question 1 [25]

Different scholars and researchers have narrated the relationship between leadership and emotional intelligence aiming to gain deep knowledge of what leaders do. Leadership inspires others to achieve a goal and emotional intelligence becomes a catalyst to facilitating those functions (Salovey et al., 2004:313). To succeed in their roles, leaders are bound to possess skills or competencies required in the changed world of work.

1.1. Define Emotional Intelligence (EI) as you understand it. [2]

1.2. Explain why it is vital for you, as a leader, to learn how to manage your emotions at the workplace [3]

1.3. Read the five main skills or competencies and their classification of EI as outlined by Bar-On. Evaluate yourself on each of these skills by giving examples of your own competencies and weaknesses regarding EI. [20]

Question 2 [30]

Read the case study below and answer the questions that follow. TEAM DYNAMICS AT KOKO WINERY Rob, a committed and spirit-filled junior manager has just been informed about a prospective promotion and transfer to one of Koko's biggest branches in the Western Cape. He has been working as a junior manager at the Koko branch in the North West for the past 10 years and aspired to climb the success ladder within Koko Winery. The reality of relocating to the Western Cape brought some excitement to Rob. During his 10-year tenure in the North West, he has been a highly competent and skilful subordinate and had the opportunity to act in a managerial position in the absence of his manager. He used that opportunity to learn how to manage and lead teams with various responsibilities and tasks. In his new role, Rob will manage a staff complement of 52 employees, 4 junior managers in the Quality Control, Branding and Marketing, Administration and Infrastructure portfolios, each looking after 12 employees. Rob understands that he has a big task ahead of him. The Infrastructure Division has more project team type of employees, whose services are required to specifically deal with repairs of the company's equipment, and buildings and maintain its surroundings. They are not located at the branch and their services are sourced TEAM DYNAMICS AT KOKO WINERY as and when there is a need. This type of service usually brings complications in areas like staffing, invoicing and payments thereof. The Quality Control Division comprises three wine-making and two wine-tasting supervisors and seven inspectors whose roles are to ensure every wine brand, from start to completion, meets full quality, safety, hygiene and tasting standards. Despite a dotted-line reporting under Rob, the five supervisors work more as company experts, on a rotational basis. They move from branch to branch and will come on request to test and endorse quality compliance. Two of the wine-making supervisors are a rare skill breed from Italy and France for specific wine brands. They work closely with the Department of Health, Department of Tourism and Food & Beverages Associations in SA, and that on its own brings some complexity to the team. The Branding and Marketing team is based at their headquarters in Pretoria. They purely conduct their work remotely or virtually and successfully address all queries within all the branches. The Administration Division is permanently housed at the winery to address all administrative and operational issues. It comprises highly experienced and company- customised trained employees who have been with the company for a long time. Rob admires their work-readiness, versatility, vibrancy and competence. This will make his managerial job much easier. Source: N Mothibeli Read the case study below and answer the question that follows. CHALLENGES FACED BY ENTREPRENEURS IN AFRICA Post Covid-19, the rate of unemployment in Africa has risen and people are desperate to fend for themselves to survive. In the townships, informal 'spaza-shops' are mushrooming as small-scale enterprises or family businesses that are unregistered, risky and difficult for the government to control. (Van Zyl, Pieterson, Dalglish, Du Plessis, Lues, Ngunjiri, Kablan, Pillay & Harunawamwe, 2022:327). Small entrepreneurs are keen to start small projects or businesses that do not require huge sums of money but still fail to secure government funding. Stringent systems and processes contribute to the failure of small entrepreneurs to meet the criteria to qualify for funding. Bureaucratic procedures and obstructions are some of the challenges faced by entrepreneurs in Africa. Business starters fail to secure funding for their new businesses to take off, compete profitably and become sustainable. Other factors that hamper individual entrepreneurship and global trading in Africa are both the geographic and institutional landscapes which present restrictive customs and trading rules, tax laws and fees and high transportation costs from country to country, especially those far from seaports. According to Van Zyl et al. (2022:327), the lack of structures has constrained firm size to the micro level due to limitations such as legal and financial systems, financial and human capital legacies, market size, macro-economic policy agendas and social disintegration. Lack of capital and poor infrastructure limits the chances of entrepreneurship to thrive in Africa. For people who are willing to embark on big-scale entrepreneurship, issues like poor infrastructure and not having enough capital to start, sustain and expand their businesses become major challenges. A poor understanding of business principles and applications limits the long-term survival of many businesses in Africa (Van Zyl et al., 2022). It becomes difficult for entrepreneurs in Africa not to mix family with business affairs. Corruption in business trading is a big challenge as it blocks funding to reach respective recipients. Africa suffers from low literacy levels. Most people have not reached education beyond Matric and lack the necessary skills and knowledge to conduct business and when doing business, most do not survive. CHALLENGES FACED BY ENTREPRENEURS IN AFRICA Political and social dynamics and resource scarcity in rural settings negatively affect creativity and successful entrepreneurship and as a result, create unnecessary competition and tensions between successful entrepreneurs and their communities. In comparison to other continents, Africa suffers from poor trade competitiveness due to their environments not being conducive to entrepreneurial activities (Van Zyl et al,, 2022:328). Source: N Mothibeli