Cognitive Intelligence vs Emotional Intelligtence in Modern Organizations Essay Example

cognitive intelligence and improved task performance as well as organizational citizenship behavior across various professions. This implies that individuals with greater cognitive intelligence are more inclined to effectively carry out their job responsibilities and tasks as specified in their job descriptions, thereby making positive contributions towards achieving collective objectives within the organization, even if it falls outside their official duties.

In relation to contemporary organizations, emotions play a crucial role in either enhancing or diminishing motivation and its consistency (Barsade and Gibson, 2007). Emotional intelligence offers a notable advantage for modern organizations by enabling individuals to recognize and effectively handle the emotions expressed by colleagues, coworkers, or supervisors. Those with high emotional intelligence are capable of accurately identifying and responding appropriately to various communication cues, including facial expressions, body language, voice tone and volume, and the actual message conveyed (Cote and Miners, 2006).

According to Barsade and Gibson's example from 2007, emotional intelligence would be beneficial for a manager who needs to inform his top salesman that he will receive a smaller raise than anticipated. In order to effectively deal with this sensitive situation, the manager must regulate his own emotions and address the upset employee's potential threat of resignation. It is important for the manager to approach the situation cautiously and demonstrate empathy towards the employee.

The manager's actual task performance and the desired outcome for the organisation could both be improved by emotional intelligence. Emotional intelligence also includes the ability to emotionally facilitate, described by Mayer and Salovey (1997). This involves using emotions to distinguish between important and relevant information and information that is not necessary to complete the current task.

Emotional facilitation is crucial for

motivation in the modern organization. It is essential to consider different viewpoints and levels to gain a comprehensive understanding of a problem. By examining both positive and negative perspectives, individuals can enhance their understanding further. However, emotional intelligence in today's organizations also has its limitations. Morris and Feldman (1996) suggest that emotional facilitation may lead to increased stress and cognitive dissonance at work. This stress and dissonance can arise from conflicting emotions or contradictory ideas that would not usually cause distress.

It is important to note that being emotionally intelligent in the area of recognizing emotions does not guarantee the ability to make behavioral changes. Emotional intelligence includes understanding complex emotions, the transition of emotions, and mixed emotions (reference). However, this understanding may be theoretical knowledge without practical application. In other words, individuals may not be able to effectively regulate their emotions, even if they understand the emotional processes at play.

In certain cases, emotional intelligence can be beneficial to a limited extent, particularly in professional practice organizations like chartered accountant firms, law firms, software companies, surgical hospitals, and scientific or pharmaceutical research. The same applies to trade-based organizations and certain union-based professions such as construction, infrastructure, logistics, aviation, and mechanics. In these instances, individuals must possess specific knowledge and skill sets regardless of their level of emotional intelligence.

Although emotional intelligence is important in contemporary organizations, it is crucial to acknowledge the limitations of cognitive intelligence in fields like recruitment, psychology, and medicine. These areas necessitate not only intelligence but also rapport and understanding.

A study conducted by Schutte, Schuettpelz, and Malouff (2000) utilized a reliable tool developed by Schutte (et al., 2000) to measure participants' emotional intelligence.

The participants were then assigned three sets of tasks: one with moderate difficulty, one with high difficulty, and another with moderate difficulty once again.

The findings revealed that the participants performed better in the first set compared to the second set where they encountered difficulties. Nevertheless, individuals with higher emotional intelligence scores outperformed those with lower scores in the third set. This indicates that individuals with higher emotional intelligence possess superior skills in managing frustration and disappointment when faced with challenging tasks. As a result, individuals exhibiting higher emotional intelligence within modern organizations are likely to demonstrate increased resilience and composure.

According to research by Schutte, Schuettpelz, and Malouff (2000), having high emotional intelligence is a positive attribute that can improve task performance, including cognitive tasks. The text indicates that individuals with high emotional intelligence are more likely to remain in the organization and achieve good long-term results. Moreover, these individuals tend to be happier and more productive in everyday situations within a contemporary organization. This can be especially advantageous in customer service roles as they can effectively interact with customers, co-workers, and superiors throughout their career.

Overall, individuals with high cognitive intelligence may excel in modern organizations but may be deficient in crucial social, empathic, and emotional skills. According to Goleman (1995; 1998; 2001), emotional intelligence plays a significant role in an individual's achievements in work and personal life, accounting for as much as 80%. Those who possess strong emotional intelligence tend to progress in their careers and become accomplished leaders. However, it is vital to acknowledge that success is not solely determined by emotional intelligence.

The utilization of both types of intelligence within an individual's role in

the organization brings advantages for enhancing task performance as well as improving social interactions in a contemporary workplace (Ackerman, Beier, & Boyle, 2005; Cherniss, 2010; Cote & Miners, 2006).

Emotional intelligence, cognitive intelligence, and job performance. Administrative Science Quarterly, 51, 1-28. Morris, J.A., & Feldman, D.C. (1996). The dimensions, antecedents, and consequences of emotional labor. Academy of Management Review,
21: 986-1011.

Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ.
New York: Bantam.

Goleman, D. (1998). Working with emotional intelligence.
New York: Bantam Books.

Goleman, D., Boyatzis,R., & McKee,A.(2001).
Primal leadership: The hidden driver of great performance.
Harvard Business Review,
79(11),42-48

Mayer, J. D. & Salovey, P. (1997). What is emotional intelligence? In P. Salovey & D. Sluyter (Eds.), Emotional development and emotional intelligence: Educational implication (pp. 3-31). New York: Basic Books.

Schutte, N. S., Schuettpelz, E., & Malouff, J. M. (2000). Emotional intelligence and task performance. Imagination, Cognition, and Personality, 20, 347-354.

Viswesvaran, C., & Ones, D.S.(2002). Agreements and disagreements on the role of general mental ability(GMA) in industrial work and organizational psychology.Human Performance ,15(1/2) ,211-231.