Emotional Intelligence Essay Example

tool. Their research showed that executives with higher emotional intelligence are more likely to achieve organizational outcomes and be perceived as effective leaders by their subordinates and direct manager.According to Alone and Higgins (2005), possessing emotional intelligence and cultural intelligence is crucial for cross-cultural leaders in the age of globalization. Leaders with high levels of emotional intelligence have a better understanding of diverse foreign environments, increasing their chances of success. In a study conducted by Souse et al. (2007), 138 top and middle managers from 66 organizations in the European Union were analyzed to examine the impact of emotional intelligence on team creativity. The assessment included six dimensions: understanding one's emotions, self-control against criticism, self-encouragement using emotions, emotional self-control regulation, empathy, and emotional contagion. The results showed that leaders with high emotional intelligence exhibit behaviors that promote team creativity. Another study by Sings (2007) focused on the relationship between emotional intelligence and leadership effectiveness among 340 software professionals in a large Indian company. This study found a positive correlation between emotional intelligence and organizational leadership for both genders and no significant differences in emotional intelligence or overall leadership effectiveness between male and female software professionals.However, the study conducted by Bal Submarine, Ghats, and Nair (2008) at Apollo Health City in Hydrated found that relationship management is the most crucial predictor of effective leadership. This highlights the importance of employees improving their relationship skills in order to become successful leaders. The study also explored the correlation between emotional intelligence and organizational leadership as well as its impact on leadership effectiveness. Interestingly, the findings revealed that management functions have prioritized technology and modernization over individual development. As

a result, the study recommended that Apollo Hospital Group in Hydrated should focus on enhancing employees' self-management and social awareness skills to maintain their position as India's leading healthcare provider.

Another research conducted by Bodysuit and Ratty (2009) aimed to identify competencies that distinguish effective managers from leaders. Performance measures collected from superiors and subordinates showed that emotional, social, and cognitive intelligence competencies can predict performance. Specifically, executives with high emotional intelligence demonstrated more initiative while middle-level managers displayed stronger planning skills within the emotional intelligence competency cluster.Successful executives within the social intelligence competency cluster possess excellent networking, self-confidence, persuasiveness, and oral communication skills that are associated with assertive behavior and influencing processes. On the other hand, middle level managers who excel in empathy and group management abilities are considered effective. These competencies are crucial for addressing both internal and external processes. It is important to identify these necessary competencies as conflict can often arise due to a lack of emotional intelligence, which is linked to insensitivity. Managers with high emotional intelligence can address problems before they significantly impact the company.

A study by Fugal and Clement (2002) found that motivation, a component of emotional intelligence, positively correlates with effective problem-solving style across seven countries. Another study by Carmela (2003) examined emotional intelligence in senior managers and discovered its positive impact on outcomes and behaviors. It was also hypothesized that high levels of emotional intelligence lead to job satisfaction, increased organizational commitment, and help employees manage work-family conflict by recognizing and managing conflicting emotions.

In addition, Jordan and Troth (2004) investigated the usefulness of emotional intelligence in predicting individual performance, team performance, and conflict resolution styles by administering

an emotional intelligence measure to 350 respondents in 108 teams.These participants completed a problem-solving task individually as well as collaboratively within their teams while reflecting on the conflict resolution tactics employed to achieve desired outcomes. The study found that emotional intelligence indicators and team performance are positively correlated, and they are also connected to various conflict resolution methods. Lehmann, Baud, and Eisner (2007) supported this finding by suggesting that possessing emotional intelligence acts as a protective factor for well-being when facing work-family conflict. Higher emotional intelligence had a positive impact on well-being, especially among individuals with high emotional intelligence and low work-family conflict who reported the highest levels of well-being.

Cravings and George (2005) conducted another study examining the relationship between emotional intelligence and conflict management styles in management students. Their subjects consisted of 516 students from business schools in Tamil Nadia, India who completed a structured questionnaire. They discovered that emotionally intelligent students can adapt different conflict management styles based on each situation's demands. Furthermore, researchers found that teams with less-defined emotional intelligence climates experience higher levels of task and relationship conflict, along with more intense conflicts.The authors emphasize the significance of the team's emotional intelligence climate, specifically its norms for handling conflict, in determining the relationship between task conflict and destructive reactions to conflict. It is recommended that both team leaders and members be aware of their team's reactions to conflict and undergo training in empathy, emotion management, and conflict management norms if they exhibit destructive behaviors. By utilizing these skills, leaders and members can effectively reduce and manage conflicts for the benefit of the team. In another study by Goods and Thingamajig (2010),

the connection between personality traits, conflict resolution styles, and emotional intelligence was examined among 81 technology professionals in India. The study revealed that emotional intelligence is significantly associated with the integrating style of resolving conflicts - which involves exchanging information and finding solutions beneficial to all parties involved. However, it has a negative association with the avoiding style but is not linked to dominating, compromising or obliging styles. IT professionals with higher emotional intelligence are more likely to use effective conflict resolution styles, enabling them to navigate workplace situations successfully.The significance of emotional intelligence skills in resolving workplace conflicts is emphasized by this study. The evidence supports the idea that workplace stress has negative effects on productivity, management pressure, and individuals' health. It also impairs brain functions such as work performance, memory retention, concentration levels, and overall learning abilities. Additionally, workplace stress poses risks for employers and organizations in terms of potential legal action and liabilities like damages, negative publicity, and damage to reputation. In this context, emotional intelligence serves as a valuable resource for appropriately responding to various sources of stress. Emotional intelligence aids in effectively managing stressful situations by maintaining an emotional balance between potential stressors and one's reaction. Researchers have conducted numerous studies to confirm this point. For instance, Clucked (1994) surveyed management accountants who identified reporting to multiple bosses, heavy workloads with time constraints, work relations within the organization,and a perceived lack of career progress as the main causes of stress in their profession. There were also reports of stress resulting from a mismatch between personality and job demands.
In a study conducted by Shall (1997), the impact of role stress on

job involvement, alienation, and coping mechanisms was examined. The study revealed that role stress was significantly influenced by factors such as role erosion, resource inadequacy, and inter-role distance. Many individuals in the study coped with this stress by employing avoidance strategies rather than approach styles.

Chain and Seth (1997) conducted a study on 150 noir officers working in various banking institutions in Himalaya Pradesh to examine organizational factors as predictors of job-related strain. The findings by Abraham (2000) indicated that important predictors of job-related strain included role conflict, strenuous working conditions, and role overload. According to Abraham's research, positive interpersonal relationships associated with the social skills component of emotional intelligence can increase job satisfaction and reduce occupational stress. These social skills also contribute to the development of social networks which enhance commitment to the organization.

Specter and Gogh (2001) explored the role of emotion in occupational stress through a theoretical paper. They defined job stress as any condition or situation that elicits negative emotional responses like anger/frustration or anxiety/tension. Their work emphasizes how emotions impact perception of the work environment and determine whether a specific condition is seen as job stress.The text highlights that evaluating emotions can lead to psychological and physical strains, resulting in decreased job satisfaction and organizational commitment. Continual negative emotional experiences also have adverse effects on health, suppressing the immune system and causing heart disease. The management and control of emotions, particularly negative ones, in the workplace play a crucial role in influencing stress outcomes.

In 2002, Slacks and Cartridge conducted a study exploring the relationship between emotional quotient, subjective stress, general health, morale, quality of working life, and management performance among retail managers.

The results revealed significant correlations indicating that managers with higher emotional quotient experienced lower levels of subjective stress while also demonstrating better overall health/well-being and superior management performance.

Gaur's research in 2003 identified various causes of occupational role stress among managers at Punjab State Cooperative Bank Ltd., including role erosion overload isolation personal inadequacy. Additionally, according to Aziza's perspective in 2004, organizational stress arises from the demands faced by individuals within an organization.

This text discusses two studies related to stress in professional environments. The first study focuses specifically on women working in India's private sector and their experiences with organizational role stress.The study utilized the Organizational Role Stress Scale to evaluate 264 professionals. Results indicated that resource inadequacy had the greatest impact on role stress, followed by role overload and personal inadequacy. Stress levels varied between married and unmarried employees in relation to different role stresses. Duran and Extremer (2004) conducted a study with professionals working with individuals with intellectual disabilities, finding a significant correlation between emotional intelligence and burnout syndrome, specifically in terms of personal accomplishment. The data suggested that emotional intelligence, involving the recognition, expression, and regulation of emotions, can influence perceived job stress and its consequences. Additionally, Editorial and Editorial (2005) explored how emotional intelligence supports stress management and emotional control behavior. Their research demonstrated that individuals with high emotional intelligence possess the ability to understand and acknowledge their emotions, enabling effective self-management while controlling impulsiveness and aggression during stressful situations. Furthermore,Cabbaging (2005) proposed that enhancing emotional intelligence can serve as a connection between stress reduction and improved performance. Consistent utilization of emotional intelligence skills aids employees in managing stress effectively while preventing

overwhelming negative emotions.This improvement offers benefits in terms of enhanced cognitive abilities, sustained motivation, accurate emotional perception, and effective interpersonal interaction. According to a study conducted by Zoom, Scorers, and Dallas (2005), emotional intelligence can reduce stress levels for certain individuals but may not be essential for everyone. The study suggests that individuals with average emotional intelligence may not effectively utilize these skills due to a lack of confidence in their abilities. Osaka-Bulk (2005) examined the correlation between emotional intelligence, perceived stress, and health-related consequences among human service workers. The results confirmed that employees with higher levels of emotional intelligence experienced lower work-related stress and fewer negative health effects. Additionally, it was discovered that emotional intelligence played a limited role in protecting workers from adverse health outcomes, particularly symptoms of depression (Sings & Sings, 2008). Another research project investigated the influence of emotional intelligence on perceptions of role stress among medical professionals employed in privately managed hospitals. The sample group consisted of 312 medical professionals including 174 male doctors and 38 female doctors (Sings & Sings, 2008). The study by Sings and Sings (2008) found no significant difference in emotional intelligence and perceived role stress between genders within the medical professional group.However, it established a significant negative relationship between emotional intelligence and organizational role stress for both genders. Shahs also highlighted the significance of this matter for managers in private manufacturing companies. Their study focused on 100 managers within these firms and examined the correlation between job stress, job satisfaction, and performance (Shahs). Another research conducted by Small, Such-Such, Allis, and Dollar (2009) investigated the link between occupational stress, emotional intelligence, and job performance. The

results confirmed that emotional intelligence has a significant impact on job performance and can modify the effects of occupational stress. In a separate study conducted by Disgusts and Kumar (2009), they explored the sources of role stress among doctors. The findings revealed that major sources of stress include role overload, self-role distance, role isolation, inter-role distance, role stagnation, role expectation conflict, role ambiguity, and role inadequacy. Furthermore , male doctors were found to experience higher levels of stress in terms of inter-role distance and role inadequacy compared to their female counterparts . Organizations have diverse objectives which includes organizing individuals for work purposes . The effective utilization of emotions is essential in fostering cooperation among individuals in work settings .Employees with emotional intelligence are more likely to be successful and efficient in their interactions with colleagues and within the work environment. Previous studies support the relationship between emotional intelligence and performance, finding that many competencies related to better performance were based on emotional intelligence. Training supervisors in emotional competencies resulted in decreased accidents and exceeded productivity goals in a manufacturing plant. Another study showed that top performers possessed emotional intelligence competencies across various industries, such as achievement drive, developing others, adaptability, influence, and self-confidence. Emotional intelligence also plays a role in factors like salary increase and company rank at work. It allows individuals to foster positive relationships, effectively work in teams, and build social capital (Gibbers et al., 2001). Furthermore, emotional intelligence enhances work performance by helping individuals regulate their emotions to cope with stress, perform well under pressure, and adapt to organizational changes. A study conducted by Manila University on 100 bank employees found

that while intelligence quotient scores had little correlation with job performance, emotional quotient scores accounted for 27% of job performance (cited in Sings, 2001).Furthermore, Balls and Neuronal (2004) discovered that emotional intelligence is a valuable factor for understanding and predicting individual performance at work. Their research also emphasized the importance of emotional intelligence among Indians due to their high affiliation needs. The text discusses the significance of developing emotional intelligence, stating that it can lead to significant gains in productivity. It references a study by Lyons and Schneider (2005) which examined the connection between ability-based emotional intelligence and performance under stress. The authors predicted that high levels of emotional intelligence would result in positive appraisals and better performance, while low levels would lead to negative appraisals and worse performance. They found that certain aspects of emotional intelligence were linked to challenge and improved performance, even after considering cognitive ability. Another study conducted by Cumming (2005) with workers from New Zealand observed a significant relationship between emotional intelligence and workplace performance. The text mentions several studies exploring the relationship between emotional intelligence and factors such as demographic characteristics, cognitive intelligence, job performance, job satisfaction, and organizational citizenship behavior.
A study conducted by Cöt and Miners (2006) found that there were no significant relationships between emotional intelligence and demographic factors such as gender, age, occupation, or education. However, their research did uncover that the link between emotional intelligence and job performance was influenced by cognitive intelligence. The impact of emotional intelligence on job performance and organizational citizenship behavior towards the organization was greater when cognitive intelligence decreased. This suggests that solely relying on cognitive intelligence tests to predict

job performance could be risky because employees with low cognitive intelligence can still perform well if they have high emotional intelligence.

Another study focused on food service employees discovered that emotional intelligence had a stronger positive correlation with job satisfaction among those with low emotional intelligence compared to those with high emotional intelligence. This study also emphasized the significance of managers' own level of emotional intelligence in supporting employees who have lower levels of emotional intelligence.

In order to investigate performance effectiveness, a comprehensive study involving 1,171 United States Air Force recruiters was conducted. The recruiters were divided into two groups: high-performing (meeting or exceeding 100% of goals) and low-performing (meeting less than 80% of goals).The recruiters were given an emotional quotient test, which showed that 28% of the performance differences between the groups could be predicted based on their emotional quotient. The emotional quotient accurately classified 81% of the recruiters in their respective performance groups. Another study conducted by Bar-on, Handled and Fund (2006) discovered that recruiters with high emotional intelligence were better at matching recruits' skills and knowledge to appropriate positions. Swanker and Stayed (2006) also conducted a study on emotionally intelligent managers and their professional development. This study compared managerial scores on different aspects of emotional intelligence with indicators of professional development, such as number of promotions and job success ratings, among 139 managers in Western India from various organizations. In Belgium, Quotidian and Hansen (2009) examined the relationship between emotional intelligence, performance, and cohesiveness in 23 nursing teams. The researchers measured nursing team performance in four areas: job satisfaction, chief nursing executives' rating, turnover rate, and health care quality. While not all aspects

of emotional intelligence were linked to all performance measures according to the findings, there was a clear correlation between emotional regulation and team performance specifically in terms of health care quality.The text suggests that emotional regulation is linked to group cohesiveness in nursing teams and improving emotional regulation can enhance cohesion and patient/client outcomes. To boost effectiveness in team-building seminars, it is recommended to include training on emotional regulation skills instead of focusing solely on long-term cohesiveness activities.