INTERNATIONAL JOURNAL OF ADVANCED RESEARCH IN MANAGEMENT (IJARM)

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1 INTERNATIONAL JOURNAL OF ADVANCED RESEARCH IN MANAGEMENT (IJARM) International Journal of Advanced Research in Management (IJARM), ISSN (Print), ISSN (Print) ISSN (Online) Volume 5, Issue 4, July-August (2014), pp IAEME: Journal Impact Factor (2014): (Calculated by GISI) IJARM I A E M E STUDY OF EMOTIONAL INTELLIGENCE AND ITS INFLUENCE IN ORGANIZATIONAL BEHAVIOUR Mr. Kunj Karia Final Year Student, Computer Engineering Department, Vivekanand Education Society s Institute of Technology, Mumbai University, Maharashtra, India. I. ABSTRACT Emotional Intelligence is one of the most fundamental aspects of Organizational Behaviour. This division is rarely addressed and gradually there arises an emotional dissonance which prevails in the organization's environment. This paper is the study of the role of Emotional Intelligence in Organizational Behaviour and a description and discussion of its branches in detail, and finally recommendations of better practice of this tool for development and growth. Keywords: Emotional Intelligence, Organizational Behaviour, Organizational Learning. II. INTRODUCTION There are many challenges and opportunities for managers to use Organizational Behaviour concepts to enhance the overall effectiveness of individuals, groups and organization. There are some critical issues confronting managers for which the knowledge of Organizational Behaviour offers worthy solutions based on behavioural science and other interdisciplinary fields. 60

2 III. OBJECTIVES OF THE STUDY Basically the attempt of this study is to accomplish following objectives: 1. Extensive Objective: The fundamental role of Emotional Intelligence in Organizational Behaviour. 2. Specific Objective: To recommend better practice of Emotional Intelligence. IV. LITERATURE SURVEY Peter Salovey and John D. Mayer have been the leading researchers on emotional intelligence since In their influential article "Emotional Intelligence," they defined emotional intelligence as, "the subset of social intelligence that involves the ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions". The findings of this study emphasized that the employees possessed above average level of emotional intelligence and the processes of organizational behaviour and learning are characterized by innovation, implementation, and sustenance of new ideas, processes structures and the likes are more than satisfactory. Further study results depicted Emotional Intelligence as being positively and significantly related with organizational behaviour. The findings have implications for management of people towards creating and maintaining organizational behaviour. The complexity in business operations is forcing the workforce to face ethical dilemmas, where they are required to define right and wrong conduct in order to complete their assigned activities. Managers must evolve code of ethics to guide employees through ethical dilemmas. Perception is a complex process by which an individual selectively absorbs or assimilates the stimuli in the environment, cognitively organizes the perceived information in a specific fashion and then interprets the information to make an assessment about what people select, organize, and interpret or attach meaning to events happening in the environment. If an individual is depressed, he or she is likely to perceive the same situation differently from the other person who is at the extreme level of excitement or happiness. If a person has been scared of seeing a snake in the garden, she is likely to perceive a rope under the bed as a snake. Thus, the emotional and psychological states of an individual also influence the perceptual process and the different types of interpretation of the situation. Selfaccepting persons perceive others as lining and accepting them. Those who are not selfaccepting tend to distrust others. Insecure, thoughtless or non self-accepting persons are less likely to perceive themselves and those around them accurately. In all probabilities, they are likely to distort, misinterpret or in other ways defensively perceive the situation. The study of importance of emotional intelligence in organizational behaviour has identified as a significant method for ensuring the success of continual change in organizations and it involves capturing, storing and diffusing knowledge within the organization. 61

3 V. BUILDING BLOCKS OF EMOTIONAL INTELLIGENCE Fig. 1: Representation of building blocks of Emotional Intelligence 1. Self Awareness: Self awareness is knowing one's internal states, preferences and potential. There are further divisions in self awareness. Emotional Self-Awareness Accurate Self-Assessment Self Confidence 2. Self Management: Self management can be defined as managing one's internal states, impulses and resources. The energy of emotions is triggered when dealing with uncertainty, change and the clash of differences. The energy of emotions needs to be managed and channeled in a constructive direction. Different attributes of self management are: Self-Control Trustworthiness Conscientiousness Adaptability Initiative Achievement Orientation 3. Social Awareness: Social awareness means the awareness of others' feelings, needs and concerns. The skill set comprising competency are: Empathy Organizational Awareness Service Orientation 4. Relationship Management: Relationship management can be defined as adeptness at inducing desirable responses in others. 62

VI. BRANCHES OF EMOTIONAL INTELLIGENCE Perceiving Emotions: The first step in dealing with emotions in an organization is to perceive the emotion correctly.

4 VI. BRANCHES OF EMOTIONAL INTELLIGENCE Perceiving Emotions: The first step in dealing with emotions in an organization is to perceive the emotion correctly. This is a crucial step because all the following steps are an outcome of direct perception. Reasoning with Emotion: It is quite important to reason with emotion to promote cognitive activities of mind and advancing to find an appropriate solution to the already existing problem. Understanding Emotions: Emotions often have a hidden meaning. Basically it is of prime importance to understand the emotion correctly. It may happen that your boss is angry with you. Most probably he/she is not satisfied with your performance on a given task. This understanding of emotion paves the way to finding a solution. Managing Emotions: One of the key factors of Emotional Intelligence is the ability to manage emotions. Regulating emotions in a particular way, responding appropriately and equally to all the levels of employees and responding to the emotions of others are all important aspects of emotional management. VII. FACTORS AFFECTING EMOTIONAL INTELLIGENCE Fig 2: Representation of factors affecting Emotional Intelligence 1. Workforce diversity: Growth in creativity and innovation is accelerated by bringing in diversity in an organization. Developing the capacity to understand and manage feelings and deal effectively with others, no matter how great the differences, is a critical competence in today s diverse workplace. The ability to do so depends in great part on emotional intelligence. 63

5 Types of diversities at workplace: Cultural Diversity: Cultural diversity is a form of appreciating the differences in individuals. The differences can be based on gender, age, sex, ethnicity, sexual orientation, and social status. Gender Diversity: Gender diversity in the workplace is the equal treatment and acceptance of both males and females in an organization. Age Diversity: Age diversity is the ability to accept all different types of ages within a business environment. 2. Emotions: Emotions are very short-lived feelings that come from a known cause. Emotions also include the contemplation to act a specific way based on feelings or physiological changes. Emotions can affect attitudes and behaviours in the workplace. 3. Moods: Moods are feelings that are longer lasting than emotions and have no clear starting point of formation. Moods are actually made up of multiple emotions. The two types of moods are negative and positive. Positive moods would exist when employees feel excited or enthusiastic. Negative moods can cause hostile employees who are stressed. Moods are more impactful than emotions in a work environment because they last much longer, which can drastically alter the corporate atmosphere. Long-term negative moods of bosses and co-workers increase employee absenteeism and worker turnover. VIII. CONCLUSION Managerial level employees in an organization possess emotional competencies. Employees possess well developed ability to understand and manage their emotions and other experiences and feelings. There is a relatively high tendency of generating new ideas and the implementation of these ideas successfully to attain the desired objectives and ultimately storage of these things with the purpose of future use. Thus, it may construe that there is a high tendency of investing the mental energy in acquisition, dissemination and interpretation of new ideas and generating new things to succeed in this dynamic environment. There has been significant difference between male and female workforce on their level of Emotional Intelligence. On the other hand, previous research on gender differences in Emotional Intelligence have shown that in terms of total Emotional Intelligence, men and women do not seem to differ. Furthermore, the research findings revealed that women score higher than men on measures of empathy and social relationships. But men outperform women on stress tolerance and self confidence measures. In addition to that, researchers got to know throughout the interviews that females to have better social skills and to be described as interested in other people. Women leaders as a group, when compared to male leaders as a group, tend to be described as more friendly and socially sensitive. Thus it can be concluded that as the employees become more intelligent, emotionally, there is a high possibility of developing positive attitudes towards experimentation, generating new ideas and finding out new ways of deal with new issues and problems. 64

6 IX. REFERENCES [1] Pfeffer, J Organization theory and structural perspectives on management. Journal of Management, 17: [2] Gardner H, Multiple Intelligences: The Theory in Practice. New York: Basic Books. [3] Goleman D, Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam [4] Thorndike EL, Intelligence and Its Use. Harper's Magazine, Vol 140, pp [5] Senge PM, The Fifth Discipline: The Art and Practice of the Learning Organisation. Milson Point, Random House [6] Salovey P. and Mayer J.D. (1990) Emotional Intelligence; Imagination, Cognition and Personality, Vol. 9. No.3, pp [7] Bollinger, A.S. and Smith, R.D., 2001, Managing organisational knowledge as a strategic asset, Journal of Knowledge Management, 5(1), 8-18 [8] Cherniss C, "Social and Emotional Learning for Leaders". Educational Leadership, Vol 55 No 7, pp [9] Martinez-Pons M, "The Relation of Emotional Intelligence with Selected Areas of Personal Functioning Imagination". Cognition and Personality, Vol 17 No l, pp [10] Johns, G A multi-level theory of self-serving behavior in and by organizations. In Sutton, R. I. & Staw, B. M. (Eds.), Research in Organizational Behavior, 21: [11] Petty, R. E., Wegner, D. T. & Fabrigar, L. R Attitudes and attitude change. Annual Review of Psychology, 48: [12] Ostroff, C The effects of climate and personal influences on individual behavior and attitudes in organizations. Organizational Behavior and Human Decision Processes, 56: [13] Kanfer, R. & Heggestad, E. D Motivational traits and skills: A person-centered approach to work motivation. In Staw B. M. & Cummings L. L. (Eds.), Research in Organizational Behavior, 19: [14] Dr.N.Shani, Developing Emotionally Intelligent Managers, International Journal of Management (IJM), Volume 1, Issue 2, 2010, pp , ISSN Print: , ISSN Online: [15] Minakshi Nagar, Incorporation of Emotional Intelligence(EI) into the Business Curriculum: Redefining the Success Mantra at Workplace, International Journal of Management (IJM), Volume 3, Issue 2, 2012, pp , ISSN Print: , ISSN Online:

9/28/2018. How Boosting Emotional Intelligence Improves Your Leadership Ability

9/28/2018. How Boosting Emotional Intelligence Improves Your Leadership Ability How Boosting Emotional Intelligence Improves Your Leadership Ability Barbara Kaiser barbarak@challengingbehavior.com A leader is a person who has commanding authority or influence of a group or individuals.