Paper outline
Introduction
Overview of the concept of emotional intelligence in management
The relevance of emotional intelligence in organizational management
Emotional intelligence and organizational performance
Emotional intelligence and employee retention
Emotional intelligence and sustenance of relationships in group tasks
Gender as a barrier to emotional intelligence in shaping organizational behavior
Conclusion
Bibliography
Emotional intelligence and organizational behavior
Introduction
Organizational behavior is argued to be an important concept as it helps in understanding aspects that have an effect on the working of organizations. Organizational behavior entails the understanding of the behavior of people who are the most important assets in organizations. Understanding people and their actions is critical to the management of organizations and helps shape the behavior of people thence their performance. Organizational behavior and more the behavior of individuals can be best understood through adoption and practice of emotional intelligence in organizations (Krishnakumar, 2008). Emotional intelligence has become an important concept of managing the behavior of employees in organizations amidst this modern era of management where organizations face dozens of challenges. Emotional intelligence is one way of understanding and controlling of the behavior of employees thus enhancing performance. This paper critically discuses the concept of emotional intelligence in organizations. The paper gives an understanding of the concept and its relevance in management. The paper then argues for the benefits or essence of withholding this managerial practice in organizations as well as the shortfalls of the practice in organizations.
Overview of the concept of emotional intelligence in management
Krishnakumar (2008) opines that emotional intelligence is a fairly recent concept to be directly applied in management. Nonetheless, this concept is not totally new as it has been applied in behavioral sciences like psychology in studying human emotions. Emotional intelligence began gaining prominence in organizations in the early years of the 20th century where organizational development was key in transforming economies. Emotional intelligence has been gained acceptance in organizational management because of the increased need of organizations to understand and control or manage the behavior of employees. Organizations have discovered that emotional inclinations of their employees which are generated at the workplace and out of the workplace have a big influence on the input of employees. This in turn affects the output of organizations. Therefore organizational behavior has coded this concept and included it in management because of the many generative factors of emotions that prevails in external and internal environment of organizations.
Emotional intelligence aims at understanding organizational employees from two important perspectives. These are the organizational perspective which is also the internal perspective and the external perspective which comprise of the home environment and the general society in which the employees reside (Ghuman, 2011). This is supported by the argument in social psychology that behaviors are highly influenced by the environment of an individual. This kind of understanding gives organizational leaders a chance to predict behaviors and actions of employees. Organizations thus find it easy to control the behavior of employees by launching programs that help in attending to the emotional needs of employees. Emotional intelligence has to resonate from the management of organization and entail the training of the organizational managers on how to manage emotions within the organization. Organizational leaders then set and roll emotional intelligence programs to help employees in the organization (Krishnakumar, 2008).
The relevance of emotional intelligence in organizational management
Goleman (1998) observes that emotional intelligence has huge implications for organizational leadership and management. Researches on the effectiveness of organizational management have come up with findings that rest on the point that organizational managers have a huge impact on entire organizational working (Jordan and Troth, 2011). Management skills of managers are important since managers carry organizational visions and missions as portrayed in organizational strategies. Among the notable skills that are needed by organizational managers is emotional intelligence. Emotional intelligence is one of the main qualities of organizational leaders since they are required to propel organizations through different situations. The concept of emotional intelligence in organizational behaviors resonates from this point. Emotional intelligence has been an ongoing practice in organizational management. It begins with organizational leadership and trickles down to organizational staffs. It is something that cannot be ignored at all in organizations since organizational leadership is itself molded by emotional intelligence. In other words, organizational management can seldom succeed without the factoring in of emotional intelligence (Carmeli, 2003).
Krishnakumar (2008) observes that emotional intelligence brings about cohesiveness in crafting the strategies of organizations by organizational leaders. Acceptance of varied opinions and agreeing on many issues in organizations all denote emotional intelligence (Carmeli, 2003). Emotional intelligence is seen as a tool that encourages the development of positive behaviors and attitudes on organizational tasks which encourages growth and development in organizations. Both the abilities and personal traits of organizational leaders and their subordinates are either directly or indirectly impacted upon by emotional intelligence. When looked at from the outset, EI is a competency which guides the development of positive attitudes amongst organizational members. Also, better behaviors that prevail in organization are to a large extent shaped by this competency (George, 2000).
Emotional intelligence and organizational performance
When it is fully captured in organizations, emotional intelligence is argued to raise the productivity of employees in different ways. It boosts interpersonal relations in organizations by helping employees to understand control their emotions as well as the emotions of other employees in the organization. This works well for employees who work on dependent tasks in different organizations and organizational sectors where the behavior of a single employee has an elusive impact on the entire sector (Thi Lam and Kirby, 2002). The implementation of emotional intelligence in organizational behaviors equips employees with skills that help them in distinguishing and pacification of their own feelings and the feelings in others. Therefore positive work relations are easily developed in organizations as a result of the embrace and continued use continued enforcement of emotional intelligence (Sahdat, Sajjad, Farooq and Ur Rehman, 2011). With emotional intelligence, employees become more diversified in the sense they develop quick adaptability to diverse organizational environments. This is helpful because of the dynamistic nature of organizations due to organizational change and other external and internal pressures (Rahim, and Malik, 2010).
The pressures that are generated from these forces bring about stress amongst organizational members. The more organizational members become more stressed the more they loose track in the performance of their respective tasks in organizations thence lowering productivity. Emotional intelligence has paced up the rate and the ability of organizational members to adapt to stressful conditions that are born in organizations as well as those that are born outside (Goleman, 1998).
(O’Boyle Jr., Humphrey, Pollack, Hawver and Story (2011) observe that emotional intelligence is a comprehensive management exercise which has to be run on a continuous or sustainable basis. Thus in sustainability lays the challenge of implementing emotional intelligence. Emotional intelligence entails the ability of managers to control their emotions and the detection and control of the emotions of employees and chanting a good course of action. Emotional intelligence is dependent on many other actions in the organizations which determine its worthiness. It is a process tat includes the desire of an organization to embrace change, self reflection of organizational managers and staffs and the willingness to understand the feelings of other people. Others steps in the process are the development of emotional control and the urge to learn so as to understand emotions. Emotions intelligence is thus not an easy practice to achieve in management. It more or less bases on wish and the entire process can in turn derailed by emotions (Goleman, 1998).
In some scenarios emotional intelligence fails to auger well in organizational management. This often happens in small and immature organizations where the confrontation of issues using emotional intelligence tactics is mistaken and brings about serious drifts that even threaten organizational existence. Emotional intelligence is misconceived in such kind of organizations thus barring its workability (Goleman, 1998). Also, emotion cannot be easily quantified and can be manipulated in different ways by individuals in organizations. This makes it difficult for organizational leaders to implement EI in organizations (Jordan and Troth, 2011).
Emotional intelligence and employee retention
As earlier noted, the employees are argued to be one of the most vital assets in organizations. They are the propellers and controllers of organizational activities. Performance in organizations squarely lies with organizational employees. Therefore, the need to fully understand employees is a priority for organizational managers. Understanding employees entails the understanding of their behaviors and the motivators of such behaviors thus the relevance of emotional intelligence (Côté and Miners, 2006). Research shows that organizations that have totally embraced emotional intelligence in organizational management often record positive outcomes. Such organizations are also argued to reduce the rate of employee turnover in organizations. They are able to attract and retain talents and skills thence the performance of organizations are enhanced (Jordan and Troth, 2011). Employees feel good when they know that they know that they are being listened to by the managers and specifically when they feel that their emotional needs are being attended to (Griffeth, Hom and Gaertner, 2000).
Emotional intelligence and sustenance of relationships in group tasks
While relationships in organizations are becoming vital in organizations because of increased integration of organizational functions, building and sustaining work relationships is not an easy exercise because of human behaviors. Organizational inventions and innovations are used in increasing the competitiveness of organizations in economies. Therefore organizational leaders are forced to establish and ensure that they have established working teams in organizations (O’Boyle Jr., Humphrey, Pollack, Hawver and Story, 2011). Groups work best depending on the physical and emotional orientation of group members. Managing these groups involves managing the emotions of members that form these groups so that cohesiveness is attained for better group outcomes (Jordan, Ashkanasy, Ha¨rtel and Hooper, 2002). According to Rapisarda (2002) group relationships in organizational projects are sustained by the virtue of applying emotional intelligence in group and project management in organizations. Emotional intelligence promotes the existence and survival of teams or groups in organizations by encouraging what is known as pro-social tendencies in groups.
EI enables group members to cope with the personal characters and behavior of individual members in groups enabling group members to work together (Rapisarda, 2002). Emotional intelligence also encourages interpersonal sensitivity in group tasks. Organizational members become more responsive and receptive to differing opinions as well as behaviors. All these aspects of emotional intelligence have been found to favor organizational effectiveness thence positive organizational outcomes. Apart from individual projects, many organizational tasks are performed by teams or groups or organizational members. The aspect of integration in organizations can hardly be attained without leaning through EI. EI is thus a big factor in team performance in organizations and organizational leaders have to factor it in organizational leadership form more positive outcomes in group tasks in organizations (Lopes, Salovey, Coˆte´ and Beers, 2005).
Gender as a barrier to emotional intelligence in shaping organizational behavior
(Hsu, Chen, Wang, and Lin (2010) observe that organizations are becoming engendered. Because or legislations governing gender, many organizations are working on modalities of balancing gender rations in organizations. As of today, the number or women in organizations is increasing steadily. While this is seen as a positive sign to gender inclined management which is encouraged by many organizations, it bars the practice of emotional intelligence in organizations (Hsu, Chen, Wang, and Lin, 2010). From psychology, it is observed that the needs of men and women vary and shape the behaviors of both the genders. It is easy to achieve a common ground on issues resonating from a problem of a particular gender is that is the main gender in organizations. With the variations of needs in organizations resulting from the diverse behaviors and needs of different genders in organization, the applicability of emotional intelligence becomes a misnomer. However, this remains debatable as more models of applying emotional intelligence in such setups are devised by experts in organizational behavior (Lewis, 2000).
Conclusion
Emotional intelligence remains to be an important concept and component of organizational leadership and management as has been found in the paper. Emotional intelligence helps in positive shaping of behaviors of both organizational leaders and subordinates. This enhances positive relations thence a healthy organization leading to positive performance. Emotional intelligence is mainly affected by issues of applicability in different organizational setups. EI remains to be a huge factor of success in organizational behavior and performance.
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