Organisation Business - Essay Example

?Critically discuss the relation between emotional intelligence and employee performance. Emotional intelligence can be defined broadly as emotional self-efficacy, or people’s perceptions of their aptitude to distinguish and administer their own, as well as the emotions of other people. It is a known fact that emotions can have a great impact in daily routines and these also affect the professional performance of a person. Emotional disturbance is often faced by employees irrespective of gender, all over the world and in nearly every organization. Emotions are reflected by the way people walk, talk and work, and hence it is very important to indicate the positives, negatives and influences of emotional intelligence upon a human being. Some of the many research works on the subject will be discussed below to understand how emotions influence our routine professional activities. Models of Emotional Intelligence According to researchers, Praveen Kulkarni, B. Janakiram, and D.N.S. Kumar (2009, 162), there are three models of Emotional Intelligence developed on the following basis: Abilities: The model of emotional intelligence based on ability terms Emotional Intelligence as the “ability to monitor one’s own and others’ feelings and emotions, to discriminate among them, and to use the information to guide one’s thinking and actions.” Traits: The model of emotional intelligence based on traits included non-cognitive personality traits as components of emotional intelligence such as, self-actualization, self-esteem, mood, well-being etc. Mixed Model: The mixed model of emotional intelligence is a combination of the abilities and traits model which supports the belief that emotional intelligence spans over cognitive abilities as well as non-cognitive personality traits. Since the traits model is the most widely studied model for Emotional Intelligence, we shall discuss it in further detail. Personality traits Firstly, it is very important to see what kind of traits emotional intelligence requires. For example, in the research on the Bar-On Emotional Quotient Inventory (Bar EQ-I), it has been observed that one of the most extensively marketed self-report Emotional Intelligence events are often linked with well-known personality and cognitive capability concepts. Another trait which effects emotional intelligence is the gender, as women tend to be more social and empathetic than men whereas men are more self-regulating. Therefore, both of the emotional approaches have different kind of effects on the work individuals do in professional fields (Arteche, et al. 2008, 1). This aspect is discussed further later. A research by Adriane Arteche, Tomas Chamorro-Premuzic, Adrian Furnham and John Crump was done on the traits involved in Emotional Intelligence. Through this research, Principal Component Analysis (PCA) exposed a four-factor fundamental structure of emotional intelligence which showed high internal dependability and were, without difficulty, interpretable as mood, intrapersonal, interpersonal and adaptability, in line with Bar On. Furthermore, inter-correlations supported a higher order factor in self-assessed EQ-i, as stated by numerous other researchers (Arteche, et al. 2008, 3). Emotionally Intelligent Leadership The next research which was looked upon was the research done by Wendy Gordon (2010, 72) that goes deeper on the professional and personal level of the emotional intelligence. In her article, she tells us about how to reduce cost in USAF (United States Air force) and American Express by using the traits of emotional intelligence. In the research, she explains that better Emotional Intelligence means better leadership qualities in a person. With the arrival of Emotional Intelligence evaluation apparatus, companies especially considering the USAF and American express, now have the luxury of generating a methodically validated summary, showing them what behaviors would make up an effectual leader in their meticulous corporation or industry. Researchers at the Center for Creative Leadership (CCL) have long thought that aspects of Emotional Intelligence are connected to headship efficiency. In 2001, a research was conducted to scrutinize the association linking EQ-i scores and Benchmarks, with their 360-degree leadership growth tool. In linking the Benchmarks factors with EQ-I subscales, researchers recognized those characteristics that make the major distinction in leadership performance. In addition to the correlation studies, researchers divided 236 leaders into two main groups which were the high and low performing groups based on their Benchmarks scores and then these groups were compared with the EQ-I scores of high and low performers. The results showed that eight Emotional Intelligence factors including self-awareness, stress tolerance, and empathy could predict high leadership performance 80 percent of the time. According to Ivancevich (2006, 57) each employee has a unique personality because of their genetics, traits, emotions, attitudes etc. and therefore different leadership styles need to be employed in order to be an effective leader. Another empirical research by Palmer, Walls, Burgess, and Stough (2001, 8), found a positive correlation between several components of emotional intelligence and transformation leadership style which is an indicator of effective leadership, unlike the transactional leadership style. This leads to the idea that emotional intelligence may contribute to effective leadership, mainly with respect to how the leaders respond and monitor their subordinates. Feedback and Emotional Intelligence Another thing which is very important to look upon is the emotional intelligence asset in the top executives of a company. For this purpose, another research conducted by Hendrie Weisinger (2000, 183) shall be studied. According to Weisinger, his research results are not just theoretical, but also have some practical implications. The first implication of this research is that care should be taken while providing negative feedback. Feedback, whether positive or negative, is often considered and expected to be a help in addressing problems, encouraging learning, and progressing performance. Prior research works show that negative feedback can have advantageous effects in an organization, as it enables task-learning and facilitates goal-striving through directing behavior. Similarly, Weisinger also asserts it in his research that, “effort is increased if the feedback sign is negative, and decreased or maintained if the sign is positive”. On the other hand, Weisinger suggests in his research that managers may be better off framing their feedbacks to subordinates in an optimistic and constructive manner, rather than negative way whenever possible. A positive and hopeful feedback stimulates a similar positive affect which, comes with decreased turnover intentions and increased employees commitment and organizational citizenship behavior. The potential affect-related differences of framing negative feedback more positively (e.g. as a learning opportunity rather than a mistake) may thus be of interest to researchers. In addition, even where negative feedback is needed, managers should be aware of the potential negative consequences of negative feedback in terms of the experienced affect and the reduced motivation to engage in Organizational citizenship behavior, reduced affective organizational commitment, and increased turnover intention. Relationship management is also critical for organizational success and one of its major determinants is clear communication. Effective communication involves an emotional exchange of information which includes empathetic listening, responsiveness and receptiveness to both good and bad news. Research has shown that people like to work more with managers who are competent communicators and active relationship managers. (Shahzad, Sarmad, Abbas, and Khan, 2011; 1227) Managing Feedback Delivery Managers should strive to find ways to help subordinates cope with emotions accompanying negative feedback. Although there is no research available on the relationship between managers’ actions and subordinates’ emotion regulation, findings from stress research show that social support can trim down negative feelings and enhance positive feelings. For instance, stimulating employees to express their feelings about the feedback may be supportive. Provided that the feedback is in a clear, constructive, and supportive way, it will help generate positive affect in employees’ performance. Finally, managers should pay attention to the setting in which they provide negative feedback. It is found that receiving negative feedback in public may especially increase anger and destructive tendencies i.e. counterproductive work behavior, which would be harmful to the company. Negative feedback should also be delivered personally and directly so that the employee does not feel ashamed or embarrassed in front of other co-workers. The primary contribution of the studies is to find that feedback strongly influences emotional reactions, which in turn affects employees’ attitudes and extra-role behaviors. Given that little research has addressed the affect-related consequences of providing feedback, this appears to be a fruitful area for future research in the area of performance feedback. Gender and Emotional Intelligence Another question that arises regarding emotional intelligence is whether or not gender based discrepancies comes up in the area of emotional intelligence and professionalism. It can be said that both men and women are equally emotionally intelligent but in very different ways. Each individual has a different set of emotions that he/she displays when necessary. It has already been discussed that women tend to care more whereas men tend to be more aggressive. A Lebanon based research conducted by D. Jamali, Y. Sedani and D. Abu-Zaki (2008, 358) reveals that male employees tend to score higher on self-motivation and self-regulation aspects of emotional intelligence, whereas female employees scored higher on social skills, empathy and self-awareness. However, the research of Christina Sue-Chan and Gary P. Latham (1998, 20) concludes on the grounds that Emotional Intelligence in the context of Organizational Behavior, should also be examined in relation to personality measures, rather than working upon gender or sex as the basis of the research. Teamwork and Emotional Intelligence The extent of affiliation between Emotional Intelligence and personality measures that predict interpersonal criteria such as teamwork remains unknown; however there is significant evidence that they do influence each other. The study by Sue-Chan and Latham (1998, 14) considers Emotional Intelligence as a profound area worthy of inquiry through correlation with a traditional measure of cognitive ability, academic performance, and team play on the part of the managers. These findings have practical implications for employee selection and assessment. It has been long argued by great researchers that Emotional Intelligence is a distinct construct and that it is a useful predictor of important outcomes. The current results suggest that Emotional Intelligence should be assessed when considering candidates for positions requiring teamwork. The research supports that Emotional Intelligence plays a more significant role while dealing with interpersonal relationships as in teams, than on an individual level. The researchers accepted the fact that when the whole team contributes toward their emotional side, only then Emotional Intelligence can be developed into an organization asset. Otherwise, it is not possible to work upon Emotional Intelligence when working in a professional environment. Self-reflection Emotional Intelligence is a strengthening factor for any employee in an organization. It means to be in control of one’s emotions and therefore being focused on the goal and clear about one’s course of action, without being impulsive. Somebody who is emotionally intelligent and handles a situation effectively in both rough and calm times would prove to be a great asset to any organization. Emotional Intelligence is most important at the managerial and decision making level in an organization as by being aware of one’s emotional surroundings, the management can get the most out of their employees and keep them motivated. A situation can be studied to effectively understand the importance of emotional intelligence for an employee. When a manager calls an employee in his/her office and inquires about their poor performance along with recommendations for improvement and motivation for harder work in future, the employee would be happy and grateful for the guidance and be motivated and optimistic for future which will improve his forthcoming performance. On the other hand, if the manager was low on emotional intelligence, he/she would scold the employee in public and embarrass him/her, due to which the employee would be depressed, demotivated and possibly frustrated and this would lead to poor performance in future. Also, emotional intelligence is related to the ability of linking failures to positive emotions and efforts, such as hard work and determination. Therefore, emotional intelligence and employee performance have a strong relationship. Evaluation Overall, it can be said that personality traits play a big role when it comes to professionalism and emotional intelligence. Many qualities linked to transformational and effective leadership are also positively correlated to emotional intelligence showing that people who are able to control their and others emotions are more likely to be great leaders. Furthermore, it can be concluded that it is the responsibility of managers to manage their subordinates’ emotions in order to minimize their negative effects e.g. negative feedback should be delivered in such a way that the employee remains motivated for improved performance in future and chances of counterproductive behavior are diminished. Although the personality traits of male and female employees vary, it is established that emotional intelligence in a working environment is not determined mainly by the gender of an employee, but by their interpersonal skills while working in a team. Therefore, emotional intelligence is essential quality for employees, in order to have a healthy and professional environment for every person working in any organization. Works Cited Arteche, Adriane, Tomas Chamorro-Premuzic, Adrian Furnham, and John Crump. "The Relationship of Trait EI with Personality, IQ and Sex in a UK Sample of Employees.."International Journal of Selection and Assessment 16, no. 4 (2008): 421-426. Cooper, Cary L., and Julian Barling. The SAGE handbook of organizational behavior. London: SAGE, 2008. Gordon, Wendy. "Climbing High for EI." Training & Development, August 1, 2010. Ivancevich, John M.. Human Resource Management. 10. Reprint, New Delhi: Tata McGraw- Hill, 2008. Jamali, D., Y. Sidani, and D. Abu Zaki. "Emotional intelligence and management development implications: Insights from the Lebanese context." Journal of Management Development 27, no. 3 (2008): 348-360. http://www.emeraldinsight.com/journals.htm?articleid=1713841&show=abstract (accessed April 20, 2011). Kulkarni, Praveen, B. Janakiram, and D.N.S. Kumar. 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Weisinger, Hendrie. Emotional intelligence at work: The untapped edge of success. San Francisco: Jossey-Bass, 2000. Read More