As a scholar-practitioner in public health leadership, what may the test reveal about your Emotional Intelligence in terms of leadership?

As a scholar-practitioner in public health leadership, what may the test reveal about your Emotional Intelligence in terms of leadership?

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Question description
Part 1
This self-assessment, located in the article of the reading below, is a brief individual leadership assessment entitled, “Emotional Intelligence.”, understanding one’s emotional intelligence may increase a leader’s effectiveness in interacting with others to achieve organizational goals.
For this Professional Leadership Journal, take a few minutes to work through the instrument. As a scholar-practitioner in public health leadership, what may the test reveal about your Emotional Intelligence in terms of leadership?
The paper (2–3 paragraphs):
Explain new insights gained based on your results of the Emotional Intelligence assessment
Explain how these new insights might impact your role, or future role, as a public health leader
Support your Assignment with specific references to all resources used in its preparation. You are to provide a reference list for all resources, including those in the Learning Resources.
Part 2
For this paper, review the article by Fernandez, Cho, and Perry in the Learning Resources. Consider some of the strengths and limitations of situational leadership presented in the article. Then, select a leader with whom you are familiar and a situation or event in which the leader was involved. Think about how the Hersey and Blanchard Model of situational leadership applies to the leader and situation you selected.
Part 3
WRITE a brief description of two strengths and two limitations of situational approaches to leadership. Then, briefly describe the leader and situation you selected. Next, evaluate the leader’s response and leadership effectiveness based on the Hersey and Blanchard model.
Support your postings and responses with specific references to the Learning Resources and the current literature.
Reference: Beyrer, C., & Pizer, H. (2007). Public health & human rights: Evidence-based approaches. Baltimore, MD: The Johns Hopkins University Press.
Part 2
As pressures and demands for more standardized business structures fluctuate in society, leaders may experience challenges in developing consistent methods for solving public health problems. Though consistency may be necessary for enacting change, within many areas and localities, consistency may not be an option. As a result, a leader must be able to use a systems thinking approach to evaluate the best method for leadership contingent upon the circumstance.
For this Paper, select a current event related to public health and leadership. With the event you selected, apply Fiedler’s Contingency Model. Consider the actions and interactions between leaders and subordinates with the application of this model.
Write a brief description of the event you selected. Then explain whether the leader’s interaction with his or her subordinates was task-motivated or relationship-motivated. Justify your answer based on Fiedler’s Contingency Model.
Explain any insights you have gained about the relationship between a leader’s interactions with subordinates and Fiedler’s Contingency Model. Then explain how you might integrate those insights into your role as a current or future public health leader.
Support your paper with specific references to the Learning Resources and the current literature.
Below are the Learning Resources and References:
Readings and Learning Resources
Nahavandi, A. (2014). The art and science of leadership (7th ed.). Upper Saddle River, NJ: Pearson.
Chapter 3, “The Foundations of Modern Leadership”
Chapter 10, “Developing Leaders”
Self-Assessment 4-2: Emotional Intelligence (p. 133)
Ayman, R., & Korabik, K. (2010). Leadership: Why gender and culture matter. American Psychologist, 65(3), 157–170.
Retrieved from the Walden Library databases.
Ayman, R., Chemers, M. M., & Fiedler, F. (1995). The contingency model of leadership effectiveness: Its levels of analysis. The Leadership Quarterly, 6(2), 147–167. (This is a seminal article in the field that will serve as a foundation for additional resources.)
Retrieved from the Walden Library databases.
Blanchard, K. H., & Hersey, P.(1996). Great ideas revisited. Training & Development, 50(1), 42–48. (This is a seminal article in the field that will serve as a foundation for additional resources.)
Retrieved from the Walden Library databases.
Fernandez, S., Cho, Y. J., & Perry, J. L. (2010). Exploring the link between integrated leadership and public sector performance. The Leadership Quarterly, 21(2), 308–323.
Retrieved from the Walden Library databases.
Schreuder, J. A. H., Roelen, C. A. M., van Zweeden, N. F., Jongsma, D.,van der Klink, J. J. L., & Groothoff, J. W. (2011). Leadership styles of nurse managers and registered sickness absence among their nursing staff. Health Care Management Review, 36(1),
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