Practical Implications of Morehouse's Invegestion on Emotional Intelligence - Literature review Example

Work Place Analytical Report: Practical Implications of Morehouse’s (2007) Research on Emotional Intelligence Student Name Course Tutor Date TABLE OF CONTENT Recommendations 9 Executive Summary This report examines the practical implications that a research study on Emotional Intelligence conducted by Michael Morehouse (2007) would have on the Australian Government, Department of Human Services. The findings of this report depict that, it is crucial for staff working at this department to have a high level of emotional intelligence because staff across different lines of work have to address situations revolving around stress management, decision making and conflict resolution while at the same time adhering to the set public service code of conduct and values. Therefore, emotional intelligence is an indispensable element in the Department of Human Services. Based on the findings of Morehouse’s (2007) study, there is evidently need for human resource managers and trainers attached to the Department of Human Services to institute policies , procedure and regular training programs that reinforce emotional intelligence as a core need in the realisation of organisational success. Introduction Emotional Intelligence can be described as the ability to accurately perceive, assess and express emotion. It can also be viewed as the ability to effectively regulate emotions in a manner that enhances intellectual and emotional growth (Mayer & Salovey 1997). According to Mandell & Pherwani (2003) emotional intelligence, is an ability that entails perceiving and reasoning conceptually with information emanating from inner feelings. Over time, there has been a growing recognition regarding the significance of emotional intelligence in leadership. As a result, a considerable number of studies have been conducted to explore the role of emotional intelligence in leadership and within the organisational context (Morehouse 2007). This report seeks to evaluate the practical implications that a research study on Emotional Intelligence conducted by Michael Morehouse (2007) would have on the Department of Human Services. Foremost, this report will provide a brief overview of the key findings established through Morehouse’s study. Secondly, it will explore the implications that the findings of this study may have on the staff or work practice at the Department of Human services. Moreover, in reference to the findings of Morehouse (2007), this report will provide recommendations on what should be done in order to improve the service climate within Department of Human Services. Key Findings In his study, Morehouse (2007) investigates the relationship between emotional intelligence and leaders in profit businesses and non-profit health and human service agencies. This study particularly focuses on establishing the role that emotional intelligence plays in career choice and its influence on work practice. In order to establish this, 64 director-level leaders in profit businesses and non-profit organisations were asked to complete an emotional intelligence self-assessment referred to as the Bar-On EQ-i. The assessment incorporated five categories of emotional intelligence that were used to evaluate the participants. The five categories incorporated include; intrapersonal, interpersonal, adaptability, stress management and general mood. Subsequently, descriptive statistics were collected and a comparative analysis exploring the differences between the two groups of leaders was carried out. This study established that, leaders working in non-profit health and human service areas are more emotionally intelligent than those working in profit businesses. Evidently, this study illuminates the relationship between emotional intelligence and career choice. Based on the findings of Morehouse (2007) on this issue, it seems that individuals with high emotional intelligence tend to choose careers that are highly reliant on emotional intelligence. Such careers include social work, teaching, psycho-therapy, sales and recruiting personnel in areas such as the military and academia (Mayer & Geher 1996). A further look into the findings established in this study revealed gender disparities between leaders in non-profit and profit career fields. Based on the findings revealed, it is apparent that, the number of female leaders in non-profit career fields is higher than the number of female leaders in profit career fields. Furthermore, disparities were also identified in the level of education among leaders in non-profit and profit career fields. It was established that leaders in non-profit career fields have higher level of education than those in profit careers. Lastly, comparisons made in this study using the five categories of emotional intelligence, established that leaders in non-profit health and human service have higher emotional intelligence than those in profit careers fields (Morehouse 2007). Implications of findings Based on the findings established by Morehouse (2007) in the article, “An explanation of emotional intelligence across career arenas”, several implications pertinent to the Australian Government, Department of Human Services can be derived. Basically, the key role of this department is to deliver payment services and other human related services. The staffs working in this department are bound by the public service code of conduct and values. Hence they are expected to demonstrate work practices characterised by care, respect, accountability and efficiency (APSC 2013; APSC 2013b). Since, the role of staff members in this department revolves around the provision of human related services, they often come into contact with people from different socio-economic backgrounds, age groups, race and ethnic backgrounds. In some instances staff members in this department have to deal with individuals with different forms of disabilities (Department of Human Services 2013). Therefore, it is essential for staff members in this department to have an adequate level of emotional intelligence. In essence, they should have the ability accurately perceive, assess and express emotion (Mayer & Salovey 1997). One of the key findings established by Morehouse (2007) regarding the relationship between emotional intelligence and career choice is that individuals with high emotional intelligence tend to choose careers that are highly reliant on emotional intelligence. Such careers include social work, teaching, psycho-therapy, sales and recruiting personnel in areas such as the military and academia. Evidently, working at the Australian Government, Department of Human Services is highly reliant on emotional intelligence. This is mainly because the work roles of staff working in this department revolve around relating to different types of people with different needs. Therefore, in order for the staff to deliver services that meet the needs of people they have to effectively regulate their emotions and demonstrate a certain level of empathy (Gerdes & Segal 2011). Moreover, it is crucial for staff working at this department to have a high level of emotional intelligence because staff across different lines of work have to address situations revolving around stress management, decision making and conflict resolution while at the same time adhering to the set public service code of conduct and values. Therefore, emotional intelligence is an indispensable element in Department of Human Services. Based on the findings of Morehouse’s (2007) study, there is evidently need for human resource managers attached to the Department of Human Services to institute policies and procedure that reinforce emotional intelligence as a core need in the realisation of organisational success. Similar to the findings of established by Morehouse (2007), Rahim &Minors (2003) and Bardzil & Slaski, (2003) also concur that, incorporating emotional intelligence into organisational policies and procedures can help to improve the service climate within an organisation. Currently, upon entry in the Australian Government, Department of Human Services, staff members undergo basic training on ethics and decision making. In addition to this, they are given access to reading resources related to ethics. Nevertheless, following their induction to the department no additional or refresher training or any training relating to emotional intelligence is carried out. It is apparent that, the training provided is inadequate. The nature of work that staff members in this department are expected to carry out demands that staff member are regularly trained on how they can build their emotional intelligence, manage stress and foster empathy (Gerdes & Segal 2011). Therefore, bases on the findings of Morehouse (2007), it is crucial for leaders in this department to develop regular and holistic training programs on emotional development in order to equip the staff working in this department with relevant skill and knowledge that will improve their service delivery. Studies conducted by Ashkanasy& Dasborough (2003), Sala (2004) and Langley (2000)correspond with the implications derived from Morehouse (2007) by postulating that, training staff on emotional intelligence may aid in improving organisational services, problem solving and team performance. Another implication that Morehouse’s study (2007) may have on the leaders of the Department of Human Services or the work practices used in this department relates to the delegation of work roles. One of the key objectives that this research study sought to achieve was to reveal the existing relationship between emotional intelligence and career choice. As mentioned earlier the findings of this study established that, individuals with high emotional intelligence are predisposed to choose careers that are highly reliant on emotional intelligence. Based on these findings, it may be prudent for leaders of the Department of Human Services to delegate work roles based on the level of emotional intelligence exhibited by staff members in the department. Morehouse’s study (2007) shows that, individuals have different levels of emotional intelligence. If an emotional intelligence self-assessment such as the Bar-On EQ-I was to be used to assess the level of intelligence of staff members at the department, there is likelihood that staff members would score differently in the five aspects of emotional intelligence(intrapersonal, interpersonal, stress management, adaptability and general mood). Some staff members would score high in some aspects and score low in other aspects. Moreover, there is likelihood that some staff members may have higher or lower score in these aspects than others. Staff members who score high on the “stress management” aspect are suitable for work roles that are demanding or nerve racking such as front-line positions since they have a high affinity to handling stress without falling apart or losing control. They are also not impulsive and can sustain a calm composure (Bar-On, 1997). On the other hand, staff members who score high on the “adaptability” may be suitable for work roles that require one to be flexible, realistic and understanding in problematic circumstances. Basically, Morehouse’s study (2007) uncovers the need for leaders or managers to delegate work roles based on the strengths exhibited in the different aspects of emotional intelligence. There is no doubt that emotional intelligence among staff members working in the department is important in the delivery of efficient services. However, as it was revealed in Morehouse’s study individuals have different levels of emotional intelligence. Some are strong in some areas while weak in other areas. Therefore, in order to create an efficient and effective service climate, leaders or managers at the department should assess the level of emotional intelligence among the staff members by identifying their strength and weaknesses. Subsequently, they should delegate work roles or tasks to each member in the department based on their level of emotional intelligence and strengths. This will enable the department to capitalise on its strengths and channel its weaknesses in a manner that will not bring detrimental effects to the department’s services. Although Morehouse’s study (2007) has provided invaluable insights that can be applied in improving the service atmosphere at the Australian Government, Department of Human Services, this study consists of various limitations that may challenge the feasibility of the findings established. Firstly, this study incorporates a small sample of participants thus it is questionable whether the findings established are truly representative of an entire population of leaders in different profit and non-profit avenues. Secondly the model used to assess emotional intelligence in Morehouse’s study has been faulted for it reliability. The Bar-On EQ-I is a self-assessment tool thus it leaves room for biasness. There is likelihood that participants who use this tool to assess their emotional intelligence may provide biased answers. This in turn challenges the authenticity of the findings established in Morehouse’s study (2007) since it primarily founded on the results established through the Bar-On EQ-I self-assessment tool. Recommendations Several lessons can be drawn from the findings established in Morehouse’s study (2007). If implemented accordingly, they could help improve the service atmosphere at the Australian Government, Department of Human Services. In reference to the findings established in this research study, this report recommends the following measures should be adopted in order to improve services. Human resource managers attached to the Department of Human Services should institute and implement policies and procedure that reinforce emotional intelligence as a core need in the realisation of organisational success. Staff at the department should undergo regular training on emotional intelligence. This will equip them with relevant skill and knowledge that will improve their service delivery. Department managers or leaders should regularly assess the level of emotional intelligence among the staff members by identifying their strength and weaknesses in different aspects. Work roles at the department should be delegated based on their level of emotional intelligence and strengths. Conclusion This report has evaluated the practical implications that a research study on Emotional Intelligence conducted by Michael Morehouse (2007) would have on the Department of Human Services. Generally, Morehouse’s study (2007) study reveals that leaders working in non-profit health and human service areas are more emotionally intelligent than those working in profit businesses. This study further reveals that, individuals with high emotional intelligence tend to choose careers that are highly reliant on emotional intelligence. A number of lessons can be drawn from the findings established in Morehouse’s study. Emotional intelligence is an indispensable element particularly in the Department of Human Services. Therefore, there is evidently need for human resource managers or trainers attached to the Department of Human Services to institute policies and procedure that reinforce emotional intelligence as a core need. References Ashkanasy N.M. & Dasborough M.T. 2003, “A study of emotional awareness and emotional intelligence in leadership teaching”, Journal of Education for Business, Vol. 79 No. 1, pp. 19-22. Australian Public Service Commission (APSC) 2013, Code of Conduct, viewed on July 19, 2013 Australian Public Service Commission (APSC) 2013b, APS Values, viewed on July 19, 2013 Bardzil P & Slaski M 2003, “Emotional intelligence: fundamental competencies for enhanced service provision”, Managing Service Quality, Vol. 13 No. 2, pp. 97-104. Bar-On R. 1997, BarOn Emotional Quotient Inventory: EQ-i Technical Manual, Multi-Health Systems, Inc, Toronto. Department of Human Services 2013, How can we help you? viewed on July 19, 2013 Gerdes K & Segal E 2011, “Importance of empathy for social work practice: integrating new science”, Social Work vol 56, no. 2, pp. 141-148. Langley, A. 2000, “Emotional intelligence – a new evaluation tool for management development?”,Career Development International, Vol. 5 No. 3, pp. 177-83 Mayer J.D. & Geher, G. 1996, “Emotional intelligence and the identification of emotion”, Intelligence, Vol. 22, pp. 89-113 Mayer, J.D. & Salovey P1997, “What is emotional intelligence?”, in Salovey, P. and Sluyter, D.J. (Eds), Emotional Development and Emotional Intelligence, Basic Books, New York, NY, pp. 3-31. Mandell B &Pherwani S 2003, “Relationship between emotional intelligence and transformational leadership style: a gender comparison”, Journal of Business and Psychology, Vol. 17 No. 3, pp. 387-404 Morehouse MM 2007, “An exploration of emotional intelligence across career arenas", Leadership & Organization Development Journal, Vol. 28, Iss 4, pp.296 – 307. Rahim M.A. & Minors P 2003, “Effects of emotional intelligence on concern for quality and problem solving”, Managerial Auditing Journal, Vol. 18 No. 2, pp. 150-5. Sala, F. (2004), “Do programs designed to increase emotional intelligence at work – work?”, The Consortium for Research on Emotional Intelligence in Organization, ? viewed on July 19, 2013 Read More