International Journal of Social Sciences and Management

12-16

Authors: J. Shanmuganathan, A.S. SathishKumar, S. Thiriveni Sripriya

At the heart of all outstanding organizations is a culture that promotes productivity and quality by valuing and creating high trust relationships. Sound business practices are essential to success, but without trusting relationships that are forged each day at all levels, organizations are limited and distracted by events and symptoms that dampen morale and discourage performance. Regardless of how sound the business practices are, the business will be limited in growth and long-term profit if strategies for integrating and valuing all people are not a part of the plan. To achieve this cultural mindset where all members of the workforce feel valued requires effort, strategy and commitment the need is for the organisations to have leaders with high emotional intelligence. Emotional intelligence has become a popular topic in the business press in recent years. Although the importance of the term “emotional intelligence” is of recent origin it has helped develop competencies that are required in many leaders. Emotional Intelligence has become a vital part of how today's leaders meet the significant challenges they face. Emotional intelligence is defined as a person’s self-awareness, self-confidence, self-control, commitment and integrity, and a person’s ability to communicate, influence, initiate change and accept change. Emotional Intelligence can help leaders in an ever more difficult leadership role, one that fewer and fewer people seem capable of fulfilling. And in the middle of the "Talent War", especially at the highest levels in organisations, emotional intelligence can give developing leaders a competitive edge. The idea that success in both life and in work -at least where managing people is a significant factor becomes highly credible so organisations have recognized how their best leaders and managers need to develop their understanding of themselves and others.

21-29

Authors: Ratna Mani Nepal

Political leaderships in the global south emerged in course of anti-colonial movements or movements against domestic authoritarianism. The leaderships in these liberation movements also laid foundation for social and economic development of the respective countries, besides political transformation. This article analyzes economic thinking of BP Koirala of Nepal, who led the land-locked country to transform from Rana oligarchy to political democracy. Information by interviews and narrative analysis show that BP's economic perspectives were in germinal form, though he discussed on varieties of issues such as industrialization, land reform, tax, foreign aid, technology and planning. BP's concept on these economic issues represent desire and aspirations of a land-locked underdeveloped country Nepal in the fifties, which was about to relieve it from Rana oligarchy and embark into socio-economic modernization. His ideas were contextual that refer to his ideals of democracy and socialism and his affiliation with foreign leaderships and institutions. Besides the pursuit of economic development, BP's views on economy represent his political strategies to counteract feudal social and political order, seek his leadership's legitimacy, and build a broader coalition for political objectives. Nevertheless, BP's economic views seem to be people centric and hence tend to influence governments as prescription policies.

38-41

Authors: Shovita Dhakal Adhikari, Edwin R. van Teijlingen, Pramod R. Regmi, Preeti Mahato, Bibha Simkhada, Padam P. Simkhada

A growing number of online electronic resources present academic work. We are not focusing here on specialised electronic databases that store bibliographic research data, such as Medline, PubMed, ASSIA, ERIC, JSTOR, but databases or social networking websites /platforms for academics/researchers that profile research, academic and professional activities, such as SCOPUS, WoS (Web of Science), Academia.edu, KUDOS, ORCiD, ResearchGate, LinkedIn, Google-Scholar and Mendeley. We discuss databases or platforms can promote the profile of an individual academic, highlighting their research interests, grants and publications. These databases are good outlets for Early Career Researchers (ECRs) to build, improve and promote their public profile. However, the level of efforts requires to open an account or to maintain these databases regularly can be a daunting task for some scholars. This paper outlines some of these key databases and their functions and reflects on advantages and disadvantages of engaging with the most popular ones. We remind the reader that many of these databases require academics’ attention and input, and thus create more work.