Do managers need emotional intelligence to manage successfully in the workplace? Why or why not? In order to effectively manage a workplace successfully it is evident that an understanding of emotional intelligence (EI) is beneficial however its necessity and definition as an ‘intelligence’ is questionable. An understanding of emotions as well as empathizing with another and successfully manage the moods & emotions of others may be considered a skill rather then an intelligence. This skill, if possessed by a manager, may have the ability to positively influence others in the workplace promoting motivation and enthusiasm.
However there are inconsistencies when discussing emotional intelligence which may impede the necessity for emotional intelligence in relation to workplace success. Emotional ‘intelligence’ is described as the ability to perceive, access and generate emotions to assist thought and to regulate them to promote emotional and structural growth (Mayer & Salovey, 1997:5).
A managers ability to be able to influence a positive environment in the workplace allows for greater success. Positivity within the workplace then also allows for the development of strong relationships, co-operation and trust between team members & leaders in a workplace.
The Essay on Do managers over manage workers?
Organisations manage their workers in various ways in order to gain maximum productivity. The way they achieve this is questionable, do they over manage their workers to get there? Research shows the classical theory of management started in the 20th century and is still present in the modern workplace. The main aspect carried on, retaining control over the worker such as micromanagement, where ...
This trusting relationship between manager and worker contributes to the successful implementation of changes within a workplace. George (2000 p 1040) identifies the link between positive moods and creativity which assists an organizations functioning by improving approaches to flexibly, overcoming problems & consider alternative scenarios. This along with decision making, is another vital part of maintaining a workplace, the management of emotions may be used in order to achieve beneficial outcomes.
The ability for a manager to regulate positive emotions within a workplace results in advancements for the organsiation as well as the quick resolving of conflict and recovery. Being able to facilitate resolving conflict allows for the settling of disagreements and to arrive at beneficial solutions to problems. It is the leaders who are skilled in understanding and managing their own emotions that are likely to engage in constructive thinking, resolving problems with minimum stress, and allow them to maintain high levels of cooperation and trust. (George 2000 p 1042).
This ability to promote positivity and in turn benefit relationships, creativity, decision making and problem solving prove to allow for the success and ease of leading and maintaing a workplace. Managers lacking skills in understanding emotions however may result in negativity affecting a company and hindering its success. If emotions were left to fester negatively in a workplace, they would consequently spread among workers and thus managers lose any relationship, ability to maintain and lead as well as experiencing greater and harder to resolve conflicts.
Although negative emotions may arise from an incompetent manager failing to meet the needs of their employer, they may also spread among worker to worker expressing dissatisfaction from the manager or simply a negative mood including unrelated workplace factors. This in effect is known as emotional contagion in which workers “‘catch’ or are ‘infected’ by emotion from others. ’1 The spread of negativity within a workplace may be difficult to overcome as it affects team dynamics & projects as well as hindering growth and creating obstacles.
The Essay on Do Managers Need Emotional Intelligence to Manage Successfully in the Workplace? 2
... work through their emotions (2012, 63). This suggests that emotional intelligence is essential to managers to settle disputes and conflicts between workers. Ashkanasy and Daus ... how emotional intelligence affect decision-making by helping managers perceiving the emotional climate of the workplace. Lastly, it will argue that how high emotional intelligence help managers in ...
Constant negativity neglected to be noticed or conquered results in continued negativity and even emotional dissonance which creates a manifesting in health problems. This aversiveness due to negativity triggers a weakening in immune systems, hypertension, depression as well as negative/flat or faked behaviour. (Ashkanasy, N. M. & Daus, C. S. , 2002).
This ability to respond and alter others’ emotions are evidently successful and beneficial to an organisation.
It may however be argued that managers do not need emotional intelligence to manage successfully in the workplace. There are also many skeptics that do not believe in emotional intelligence as it does not exist as an actual intelligence. Emotional intelligence is said to have been defined so broadly that it has no intelligible meaning Locke, (2005) brings forth strong arguments stating the ability to monitor one’s emotions does not require a degree of intelligence yet that it is simply a matter of where one chooses to focus & pay attention to.
This is so that one can empathize with another however there may be a situations where one may be unaware of anothers feelings due to defensiveness while the other feels fear. This point of view is plausible and so is the questioning of emotional intelligence as an intelligence altogether. It has yet to be properly tested or proven as there is no data that is methodologically defensible. George (2000 p 1055) who agrees with the concept of emotional intelligence yet has also stated that there needs to be further testing. Futhermore, a managers success should be measured in its attained goals or long term profitability.
Some people may also work better on their own which does not allow time for a manager and worker to build up such a strong relationship. They are considered your boss, someone you work for and you should be praised when possible yet also be given critical feedback on where you have gone wrong or need improvement. This allows for effectiveness, growth and therefore the achievement of success in the workplace. While festering negativity may lead to health issues, so to can a constant monitoring of ones emotional responses and their causes which emotional intelligence requires.
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 ...
This constant monitoring may causes implications for self-esteem and mental health exaggerating both positive and negative thoughts and leads to endlessly dwelling on situations one may emotionally overcome in a short matter of time. Some people may also not be able to respond to emotional intelligence strategies as the core problem may be unrelated to work. This provides evidence that emotional intelligent strategies are also flawed. The inconsistencies found when discussing emotional intelligence can not be ignored although an understanding of peoples moods and emotions are beneficial.
Emotional intelligence in reference to understanding peoples emotions and attempting to assist them out of their negative mood by providing them with positive emotions. It is unrealistic for a manager to constantly be focused on his teams emotions rather then progress however positive emotions at work do lead to resolving problems and stress. Therefore a manager may be successful in the workplace by allowing team members to provide feedback on what they like/dislike or are unsatisfied with and a manager may go about to amend this.
A managers use in providing positivity in a workplace may be done in order to reward workers when they have done something successful and gestures on special occasions. Emotions should have a focus in times problems arise or when people seem to express negative emotions. In conclusion, emotional ‘intelligence’, in the form of understanding peoples emotions, may be beneficial for a manager however they should not be a constant focus as the workplace focus should be on achieving goals leading to success. References: Ashkanasy, N. M. & Daus, C. S. , 2002. Emotion in the workplace: The new challenge for managers.
