Emotional Intelligence in Organisational Behaviour
Emotional intelligence represents an ability to perceive, control and evaluate one’s emotions and to use emotions to enhance thought. Emotional Intelligence is an increasingly relevant to
organisational effectiveness and developing employees. It is expected that the modern leader coordinates and facilitates the work of his subordinates by creating and maintaining a
constructive and supportive atmosphere for his fellow employee. The best way to hold on to the employees is to incorporate emotional intelligence to personal and organizational management philosophy. Emotional Intelligence is fundamental to our life experience and can influence how successful we are in our relationships and career.
In an economy characterized by scarce skilled employees, it is becoming increasingly important to hold on to the good and skilled employees. At the same time, competition for the best employees is becoming even fiercer, and good workers who feel they aren’t treated fairly at work are finding employment elsewhere. The best way to hold on to the employees is to incorporate emotional intelligence to personal and organizational management philosophy. Managers and business owners cannot deny the truth that their employees are human beings, with real lives and emotions that impact how they think, feel, and act.
Over the last decade emotional intelligence (EI) has drawn significant interest. In 1985 Wayne Payne coined the term ‘emotional intelligence’. Emotionally intelligent employees typically performed better which implies that lack of Emotional intelligence in employees could negatively affect performance and their relationships at workplace.
EI plays a key role in the organisational development. As business becomes more complex with globalization, new generations, and the accelerating pace of innovation, the value of “Emotionally intelligent leaders” is gaining ground. Daniel Goleman wrote on Emotional Intelligence “Emotions guide everything we do.” Indeed, emotional intelligence is regarded as a far stronger predictor of success in work and life – than traditional measures of intelligence, with 90% of leadership success being attributed to a high EQ.
EI and its relevance for organisations, is of utmost importance to modern day managers. Organisations do not deal with materials alone, they also deal with people. EI is what gives a person the competitive edge. Even in certain renowned business establishments, where everyone is trained to be smart, the most valued and productive managers are those who have strong traits of EI. Today, the rules of workplace are rapidly changing: a new yardstick is being used to judge people. It is often said that a high IQ may assure a top position, but it may not make you a top person. This does not measure how smart you are or what your academic qualifications are or even what your expertise is. Instead, it measures For the development of an organisation employees need to cope with massive, rapid changes taking place in the business environment and in order to survive in the market they need to be more creative in order to drive innovation. The organization needs to increase customer loyalty to give a better service and retain the customers and employees need to be more motivated and committed. To be a successful organisation, employees need to work together better. In all these aspects EI plays a key role as employees have to communicate with each other and work under one roof.
EI influences the organisational effectiveness in Employee recruitment
Teamwork Employee commitment, morale and health,Innovation ,Productivity ,Efficiency, Sales ,Revenues, Quality of service and Customer loyalty.
The organizational factors like leadership, human resource functions of recruitment and selection, training and development, and management performance have a strong impact on leadership and organisational climate and culture which are interrelated and each of these factors influences emotional intelligence through its impact on relationships, and each factor influences on individual emotional intelligence and group emotional intelligence, which impacts on organisational effectiveness. The model suggests that failure of any organisational factors affects the relationship among the employees leading to organisational ineffectiveness. Thus the organisations have to take measures to raise the emotional intelligence quotient of employees.
It’s not that emotions have no place in the workplace – constructive emotions can be motivating and can enhance understanding. But overly intense emotions block effective communication and hinder problem solving. Stressful situations are all too common in a workplace that’s facing budget cuts, staff layoffs, and department changes. It becomes harder to manage emotions under these circumstances, but it’s important to manage emotions at workplace. The most common negative emotions experienced in the workplace includes Frustration, aggravation, Dislike, Disappointment.
Raising EQ (Emotional Intelligence Quotient) improves ability to cope with pressure, build trust, negotiate, influence without authority, navigate workplace politics, take smart risks, avoid reckless ones, and handle life’s myriad of curve balls with resilience.
Employees follow and support leaders who are approachable and relatable, those who will roll up their sleeves and fight the battles with them. The modern workplace is characterized by open communication, teamwork, and a mutual respect among employees and their supervisors. Possessing emotional intelligence allows managers to better understand and motivate people they supervise.
Managers can use these strategies for EI quotient by providing EI education which includes EQ assessment, training, coaching and developmental programs, periodical meeting incidental learning etc.
The Emotional Intelligence social skills that are required in an organisation to function at its best. These skills also help in also relationship building, decision making, creating a productive and pleasant work place.