Emotional Intelligence and Work - Essay Example

Emotional Intelligence and Work Student’s Name Subject Professor University/Institution Location Date Quiz 1, Various authors have suggested that indeed emotional intelligence is shaping the organizations at the moment. In addition, it is thought that EI is a new paradigm for policy making and economic the new ideology behind most stages in the development of any business. Kunnanat, 2008 hypothesis that, organizations are now focusing on their new hires emotional intelligence (EI) as an imperative skill. Considering the permanence of challenges, demanding situations, and difficult colleagues, then, persons who have not developed their emotional intelligence, tend to be bothered and stopped by others and setbacks. In this case, they end up reacting negatively against other people (Hess & Bacigalupo 2011). Indeed, from the case study at hand, despite his high degree of technical skills and ability to get things done, initially, John did not give much attention to colleague’s feelings. However, he endorsed the victim mentality, instead of feeling empowered. Conversely, he denied other co-workers conducive working environment. For this reason, the company was trailing on failing ground. This is due to that fact that, despite his ability to perform, the company could not entirely rely on a single individual; rather a contribution of each and every employee was of great essence. His bad interpersonal skills resulting from low EI meant a fail for the entire organization. However, with the subsequent trainings on EI transformed the whole scenario for the betterment of whole fraternity. Gardenswartz et al, 2008 asserts that emotional intelligence enhance participative management. Thus, individuals with better listening skills and gains their input before implementing change put people at ease, and cooperate well with others. They are able to foster relationships, as well as understanding personal emotions and those of others. Indeed, interdependency between individuals and groups is extremely imperative in management climate (Kunnanatt 2008). The case study presents John as better manager after he develops emotional intelligence skills through training. Relationships with others become better and less challenging. From this perspective, his performance ranges much higher than when he lacked the EI skills. At this juncture, he can listen, mingle, motivate and show empathy to his colleagues. As such, EI is of great essence to any organization. Moreover, the case study affirms that EI in the work place is essential in putting people at ease. Individuals make each other relaxed and comfortable at each other’s presence (Hess & Bacigalupo 2011). As Ruderman et al, 2001 observes that creating a conducive working enviroment for others at workplace, entails controlling ones impulses to act negatively. Thus, a worker`s disposition is related to how contented people feel around an individual. Generally, co-workers appreciate when leaders are able to control their anger and impulses., to hold up in adverse situations and stressful events, as well as being a accommodating member in the group. Consequently, sharing of resources, collaboration and supporting each other brings the positive results for the organization (Bar-On & Parker 2000). John`s colleagues found him participative, composed and balanced after his trainings on EI. This came about as a result of his higher measures in social responsibilities. From this perspective, Johns colleagues were more willing to work with, and significantly developing the company. After the EI training and follow up coaching, John asserts that he got to understand his emotions better and how to apply techniques in his life both at work, and also in his family. He also admits how acquiring EI opened his eyes on important things such as reacting more skillfully at times of frustration. Additionally, John discovered he had a problem with emphathy. In other words, John realised his strengths and weakness. This means he attained self-awareness after acquiring EI. Goleman, 2004 observes that self awareness helps in handling difficulty and challenging situations. And this clearly confirms the reason why John managed to deal with, as welll as better the previous challenging situations such as relationships. Another major value of emotional intelligence is that it enhances change management and constructive contribution at work. These skills renders effectiveness in regard to strategies employed to support change initiatives (Brotheridge & Lee 2003). The case study at hand, shows John being able to mentor and train his collegues on better perfomance at work. For that reason, he engage various approaches to get that done. Intitially, he could not do so untill when developed his emotional intelligence. This implies his changed perception on functions intedned of him in the company. Previously, John only believed in task completions and outcome of the work, later on he invests his time and effort in mentoring, motivating and tarining others as part of developing the corporate goal. Furthermore, emotionally intelligent individuals take the initiative to stimulate and enhance development in the organization through performance. These employees highly employ creativity, risk taking, and learning with others (Goleman at al 2004). The case states that John`s latter performance after developing emotional intelligence exceeded the previous ones. The company’s management admitted that his emotional skills to be the strongest assets compared to his technical skills. In other words, the company significantly developed through better results in work and performance outcomes. Accordingly, when employees do not develop their emotional intelligence skills, organizations are automatically deprived their positions in the marketplace. (Weisinger 2006). On the other hand, developing and using emotional intelligence skills at work provides an individual a competative advantage (Totterdell & Hollman 2003). From the case study, after developing EI skills John`s career life turned around for better. He could deliver results, enjoyed good interpersonal relations, contributed positively to the organizational goals. John received promotions and pay raise, he became motivated, mentored others, and helped in resolving conflicts. Simply put, by demonstrating oneself as a constructive, contributing and cooperative member of the company due to developed emotional intelligence, then, is significant for extensive career success (Schaubroek & Jones 2000). Quiz 2, The case study presents an individual who has major abilities to get work done. John Gardener prides in high degree of technical skills and the abilities to do work. However, his relations with co-workers and other people was at a devastating edge. Indeed, as systems Engineering Manager, he only believed and focused on task completion and performance, and not necessarily the feelings of others. Despite his top performance and good results, the company`s management was provoked by his poor interpersonal skill. This prompted the company to issue him a warning letters in order he keeps his relations at work on check. Luckily, due to his other valuable skills, the company does not want to lose him, and offers him an opportunity to train and coach on emotional intelligence in an attempt to transform him. Though, looking at it a waste of time initially, after going through the program and follow-up coaching, John discovers how vital EI is. He realizes working without EI is working with half of the requirements needed in succeeding in career life. During, the program he gets to learn more about his emotions and relations with others, at home, work and outside world. On completion of training he can manage his emotions better as well as being empathetic to others. In turn, the challenging relationships worked out. His performance out do his previous ones, that the management concluded his emotional skills are more imperative than even his technical skills. John ended up being a mentor and an EI coach, resolving conflicts and motivating people in the company. He gets positive feedbacks from all those around him. He is therefore better in business, in relationship with the wife at home, and fellow workers. He receives promotions, pay rises and offered positions such as sales and marketing to meet one on one with customers, a role he could not get before. Additionally, John improved interpersonal skills helps him become a better soccer coach for kids. He finally offers some advices to those interested in get results by developing their EI that, they should admit they have a gap, invest time and effort, and get a coach. The significance of emotional intelligence at any work place is clearly evident from the case study. Considering, the initial personal and professional behaviors of John, critically, emotional intelligence is of great essence. Indeed, this case study presents a convincing account of how emotional intelligence is used in the workplace. The manner in which people conduct and express themselves, as well as how they do interact with others are as important as a person’s score at school. According to Kunnanat, 2008 organizations have comprehended that IQ alone cannot foretell a person’s performance or achievement. In fact, John says that EI did not only help him do better technical job, but also enhanced his listening skills, understanding feelings of others at a more deeper emotional level. According, Bar-On and Parker, 2000 individuals with a well developed EI still face challenges yet they react positively and differently. These individual identify and anlyze their feelings to understand how these feelings are affecting their behaviours and choices. In this case, EI aids in getting to recognize and understand feelings of other employees , hence emphathizing with them at the place of work. In this case, is an example of how EI works at workplaces. From the case study, John on training and acquiring EI, he improves his relation with his family, and discovered his potential to train and mentor others. John becomes a better business leader,and aids in motivating people, and handling of problems. And as Bar-On and Park 2000 affirms, EI is a key ingridient to improve relationships and collaboration at workplaces. As a consequence, one becmes better worker. This is evident from the case study when John trains on EI, his interaction with others is enhanced. His colleagues gives positives reports about him, motivating him to perform better. Emotional Intelligence helps in building relationships inside and outside of any organization, that provide a competative advantage. Individuals learn from challenges that help improve relationship with others, hence helping them in attaining their full potential. With the above understanding, it is worth to critically agree the case is a convincing account of how EI is used in the work place. Moreover, the case study presents a totally different John after his training on EI. He is well able to relate and work with others. His communication with his family improves that leads to a better relationship. John`s improved relations and communication with others. Better communication makes others relaxed and comfort at ones presence (Bar-On & Parker 2000). EI ensures open communication and trust building with all stakeholders. According to Kunnanatt, 2008 indidividuals with EI, chooses behaviour and actions that enable them to not only go past situations, but also to resolve them. That is, an individual resolves issues withing themselves , as well as in relationship with others. John took the role of a mentoring and training others. The change management ability acquired after EI training helped him to effectively strategize on the change initiatives, within his company. This was evident through ratings from direct reports of colleagues and management and the entire fraternity, hence introducing change. According to Weisinger, 2006 organizations have confidence in emotionally intelligent individuals taking the role of leadership in whichever position, guiding, motivating, coaching, and orientating others. As such, critically analyzing this case provides evidence of how EI is used in the workplace. Quiz 3, Emotional intelligence impacts both the individual and others. That is, EI affects ones intra and interpersonal skills. EI is the ability to recognize personal emotions and those of others, as well as the ability to manage them. Additionally, emotional intelligence is a range of noncognitive capabilities, competences and skills that influences an individual environment demands or pressures. Moreover, EI unlike emotional labour is a freewill use of one’s emotions to help guide their behaviors, and to enhance result. Scholars have proven that the best way to measure emotional intelligence is through maximum performance tests and use of questionnaires of self-report (Ruderman et al 2001). On the other hand, emotional labor is the management of feelings to build up a publicly observable or appreciable facial and bodily exhibit. This is then sold for a pay. As such, employees are expected to exhibit certain emotions as part of their daily job, in order to advance organizational goals. Emotional labour intended effect is on other people such as clients, distinctively targeted people, customers or co-workers, rather than the employee himself. This means emotional labour aims at enhancing interpersonal relationships. EL is then therefore associated with service work, through emotion regulation to ensure interaction with others with varying degrees of emotions either through surface or deep acting (Brotheridge & Lee 2003). References Bar-On, R. & Parker, J (2000), The handbook of emotional intelligence: Theory, Development, Assessment, and Application at Home, School and in the Work-place. San Francisco: Jossey-Bass. Brotheridge, C. & Lee, R, T (2003), Development and Validation of The Emotional Labour Scale. . Journal of Occupational and Organizational Psychology. Vol 76. , 365-379. Gardenswartz, L. C (2008), Emotional intelligence for managing results in a diverse world. . world. Mountain View, CA : Davies-Black. Goleman, D. B (2004), Primal Leadership: Learning to Lead With Emotional Intelligence. Boston: Harvard Business School Press. Hess, J. & Bacigalupa, A (2011), "Enhancing decisions and decision-making processes through the application of emotional intelligence skills", . Management Decisio Vol,49, No 5 , 710 – 721. Kunnanatt, J (2008), Emotional Intelligence: Theory and Description: A Competency Model for Interpersonal effectiveness. Career Development International Vol 13, No, 7 , 614-629. Ruderman, M. H., Steed, J, L., Leslie, J, B., & Hannum, K (2001), Leadership skills and emotional intelligence. Greensboro, NC: Center for Creative Leadership. Schaubroek, J. & Jones, J, R (2000), Antecedents of workplace emotional labor dimensions and moderators of their effects on physical symptoms. Journal of Organizational Behavior, Vol 21 , 163-183. Totterdell, P,. & Hollman, D (2003), Emotion Regulation in Customer Service Roles: Testing a Model of Emotional Labor. Journal of Occupational Health Psychology, Vol 8. , 55-73. Weisinger, H (2006), Emotional Intelligence at Work. Nagpur: Wiley India Pvt. Ltd. Read More