John is appointed as a manager for the past three months in a position that was held by Cathy. Cathy was a soft-spoken person who was set on her ethical values and principles, someone who always understood when her employees experienced problems. She followed an open-door policy where any of her subordinates could discuss not only work-related problems, but also personal problems. She was always there for them in the toughest times. She led her team with integrity and fairness which motivated her staff members to walk the extra mile and achieve more they themselves even expected. They always knew what was expected of them, the goals and the path to achieve them were clear and agreed upon. She was always ready to acknowledge a job well done. Her view was that her team members knew the goals. Therefore, she only intervened when standards were not met and together they would work on a solution. John, however, is the opposite type of person. He is aggressive in his behaviour towards his team, gives orders without listening to reason and expects the impossible sometimes. If mistakes are made John would scream and belittle the employees. They have lost direction as they are not involved in any decision-making. If an employee cannot handle the stress and resigns, he appoints his family and friends in those positions, sometimes individuals with no experience or knowledge to handle the job. This puts more stress on the existing employees as they have to do the work of the newly appointed people as well. This causes a lot of unhappiness among the once loyal employees, absenteeism is high and morale very low. 4.1 Explain the concept of emotional intelligence by using examples from the above case study. (15) 4.2 Discuss the transactional, transformational, CR, MBE-P and MBE-A leadership styles as identified by Bass and Avolio. Use examples from the above case study to highlight your discussion