Do managers need emotional intelligence to manage successfully in the workplace? Why or why not? “ The ability to notice and manage emotional cues and information by managers have effectively defined and shaped workplace into a successful organisation since the inception in the focus on emotional management. Because the context of the workplace is influenced upon emotional feelings, it is fundamental for mangers to control employee’s behaviour by understanding that they too have an emotional component.
Emotional intelligence is therefore a central notion within the perception of managers because it allows managers to focus on the four major aspects of management functions that emotional intelligence can assist with (George, 2000).
This involves the development of a collective sense of goals and objectives, instilling an appreciation of the importance of work activities and behaviours, generating and maintaining moral in an organisation and encouraging flexibility in decision making by managers (George, 2000).
As such, the development of emotional intelligence within the mindset of managers can produce effectual leadership style that serve as a construct for an emotionally healthy organisation. It is recognisable that the utilisation of emotional intelligence can assist the functions of managers in their improvement of employee’s emotion in the workplace. As described in Zeidner, Matthews and Roberts (2004), Salovey & Mayer (1997: 5) defines emotional intelligence as the ability to understand emotions so as to promote emotional and intellectual growth.
The Business plan on Role Of Manager, Management And Organisation
Briefly explain: manager, management and organisation. Discuss why managers are important for the success of an organisation; include examples to demonstrate your understanding.2 Task 2:4 Select one of the following companies or a company you are familiar with and answer the questions: Virgin, BT, any educational institute, or any retail store4 a.Discuss the term organisational structure and its ...
Emotional intelligence can therefore assist with one of the key functions managers are responsible for, which is the “development of a collective sense of goals”, referring to the visions managers have set (George, 2000).
Managers who are adept in emotional intelligence can effectively appraise employees’ emotion to which it influences employees to become supportive of leader’s goals and objectives. These use of intense emotional signals by managers as a characteristic of emotional intelligence can direct employees to focus their abilities in the issues that are prioritised in the workplace (Zeidner, Matthews and Roberts, 2004).
However, emotional intelligence not only supports employees’ work ethics but compels managers to be realistic when setting goals that may be affected by their moods. For example, positive moods can create bullish visions while possessing negative moods may trivialise goals, hence emotional intelligence will help leaders to re-evaluate from a neutral perspective to ensure a prudent decision is made in the establishment of new visions (George, 2000).
Thus, emotional intelligence beneficially insures shared visions between both managers and their employees along with clearer goals being created. When problems and issues arise during the operation of the workplace, emotional intelligent leaders may need to instill an emotional response in order to generate recognition in the significance of workplace duties and behaviours upon employees. Managers who are adept in emotional intelligence can influence employees by being enthusiastic and optimistic in employee’s contribution to resolving problems (George, 2000).
This effectively can result in an upbringing of positive attitude within employees triggering organisational commitment as studies of emotional intelligence in Zeidner, Matthews and Roberts (2004) has shown that managerial emotional intelligence can influence employees to cope with workplace demand and pressures. As suggested in Ashkanasy and Daus (2002), managers who have the ability to interpret employees’ emotions can effectively provide personal support and appropriate modelling to employees when such problematic issue arises.
The Research paper on Case Study for Emotional & Retional Manager
In philosophy, rationality is the characteristic of any action, belief, or desire, that makes their choice a necessity. It is a normative concept of reasoning in the sense that rational people should derive conclusions in a consistent way given the information at disposal. It refers to the conformity of one’s beliefs with one’s reasons to believe, or with one’s actions with ...
This has the effect of smoothing the flow in the operation of the workplace and decreasing lead times. A key part of managerial function stems from their capacity to promote a sense of excitement and confidence into employee’s morale and optimism in order to sustain their cooperation and trust. George (2002) demonstrates this idea through the theory that emotional intelligence can contribute to appraising and influencing how employees feel in the workplace.
This is evidently reinforced by Momeni’s (2009) research that 70% of the perceptions surrounding the organisational workplace, whether if it’s successful or unsuccessful, are directly linked to manager’s morale and behaviour, which in turn can motivate employee’s morale. For example, it is apparent that a pessimistic manager can transpire negative effects onto employees who can result in underachieving. However, an inspirational manager whom provides motivating techniques fuelled by emotional intelligence can resolve any challenges employees may encounter.
Thus, this model amplify Momeni’s (2009) statement to which there is a “powerful chain reaction” in which manager’s behaviours drives the state of mind in everyone else hence heightening the importance in displaying emotional intelligence by managers in order to successfully manage the workplace. While emotional intelligence is fundamental in influencing employee’s performance, it cannot be regarded more highly than the flexibility it provides for managers when it comes to decision making.
Because emotions can be generated from any types of workplace activities, it is critical of managers to develop an emotional intelligent ability in the event that they are needed to distinguish between low and high priority demands (George, 2000).
In the instance where a decision is panned out by a manager, emotional intelligence can play a part in determining the motivation behind the decision along with the impact of those decisions on others (Hess, 2011).
As such, emotional intelligence becomes a very analytical tool for managers in order to discern the negative emotions of employees and hence act accordingly by addressing those emotional issues in advance so to reduce potential negative outcomes in the future (Hess, 2011).
The Research paper on Relationship between Emotional Intelligence Abilities and Team Processes
Clarke’s article seeks to use the emotional intelligence ability model to establish emotional intelligence’s significance as part of individual difference among team members and if it can affect team effectiveness. It is a report on a research conducted using the ability model of emotional intelligence to identify the relationship between EI and the transitional, action-based and inter-personal ...
As a result, Palmer (2001), HayGroup (2000) suggests that such use of emotional intelligence has accounted “for more than 85% of exceptional performance in top leaders,” significantly demonstrating the essential necessity for managers to adopt emotional intelligence if they were to manage successfully in the workplace.
Given the various supporting arguments for emotional intelligence, it is therefore seen as a crucial ability for managers to manage successfully in their workplace. From devising goals and objectives to promoting a sense of morale attributes, emotional intelligence not only assist managers in these principles but also contributes to their decision making process. As such, from the empirical evidence and models stated, emotional intelligence does have the validity in promoting success in the workplace, while also at the same time, producing effectual leadership style and an emotionally healthy organisation.
Reference List * Ashkanasy, N. M. & Daus, C. S. , 2002. Emotion in the workplace: The new challenge for managers. The Academy of Management Executive, 16(1), pp. 76–86, viewed 6 April 2013, [EBSCOhost] * George, J. M. , 2000. Emotions and Leadership: The Role of Emotional Intelligence. Human Relations, 53(8), pp. 1027–1055, viewed 7 April 2013, [ProQuest] * Hess, James D. , Bacigalupo. , Arnold C. , 2011. Enhancing decisions and decision-making processes through the application of emotional intelligence skills. Management Decision, 49(5), pp. 710-721, viewed on 10 April 2013, [ProQuest] * Momeni, Nona. 2009. The Relation Between Managers’ Emotional Intelligence and the Organizational Climate They Create. Public Personnel Management, 38(2), pp. 35-48, viewed 9 April 2013, [ProQuest] * Palmer, Benjamin. , Walls, Melissa. , Burgess, Zena. , Stough, Con. , 2001. Emotional intelligence and effective leadership. Leadership & Organization Development Journal, 22. (1), pp. 5-10, viewed 8 April 2013, [ProQuest] * Zeidner, M. , Matthews, G. & Roberts, R. D. , 2004. Emotional Intelligence in the Workplace: A Critical Review. Applied Psychology, 53(3), pp. 371–399, viewed 8 April 2013, [EBSCOhost]
The Essay on Why it is important to have emotional intelligence in the workplace
There are many different characteristics a person needs to possess in order to be an effective leader and to be an asset to a company. Besides having a high IQ a leader must be able to evaluate a business environment, manage tasks efficiently, promote strategic thinking and innovation, and manage change. All the traits just mentioned are extremely important, although, recent studies have showed ...
