This result could be a negative uncomfortable atmosphere for the customer resulting in no sale. This no sale however can not only be the only loss as described in Ashkanasy’s writing, can cause a loss to “future revenue from both the offended customer as well as everyone she convinces to avoid patronage” (Ashkanasy, 2002 pg. 76-86).
Studies on emotions within working environments have also been found to have infectious and influencing characteristics. Described by Ashkanasy as a result to be known as “emotion contagion” (Ashkanasy, 2002, Pg. 76-86), has been seen by researchers to have “interesting potential for organizational application” (Ashkanasy, 2002, pg. 76-86).
This concept came from exploring the effect that an employee’s attitude and emotional state had on a customer. Research found that when an employee created a positive inviting environment, influenced the customers to develop a sense of comfort and ease within the store. This highlights the concept by Ashkanasy of “the potent influence one’s emotional cues can have on another’s emotional states” (Ashkanasy, 2002, p. 76-86) These findings highlights the power that emotional intelligence can possibly have within an organisation and how a manager can manipulate his own emotions in order to help to maximize his worker’s productivity through influencing their individual emotional states. Within the concept of emotional intelligence, J.
The Essay on Factors Influencing Customer Loyalty
The financial services and banking facilities industry has seen a growing intensity of competition within the market place over the last decade. A bank is a financial intermediary that accepts deposits and channels those deposits into lending activities, either directly or through capital markets. A bank connects customers with capital deficits to customers with capital surpluses. Banking is ...
M George describes four major aspects of emotional intelligence including “the appraisal and expression of emotion, the use of emotion to enhance cognitive processes and decision making, knowledge about emotions, and management of emotions”(George, 2000, pg. 1027-1055).
These aspects are essential as firstly, through “the appraisal and expression of emotion” (George, 2000, pg. 1027-1055).
The ability of a manager to be able to identify the feelings of their workers is a crucial element to managing. Through developing the ability to understand and interpret the emotions of an individual, it enables the manager to develop ways of communicating a sense of understanding.
This understanding then allows the manager to combat ways through communication in helping the employee to accomplish their goals and tasks successfully within, while at the same time maintaining a positive relationship. Next is “the use of emotion to enhance cognitive processes and decision making” (George, 2000, pg. 1027-1055).
This aspect is extremely beneficial in the running of a successful organisation as it requires the manager to be able to predict the emotional reaction that come along with making certain decisions. This ability to interpret the feedback can impact the decision making process. This is useful to success as it enables managers to make decisions whilst having the ability to predict the emotional impacts that will result.
And finally the “knowledge about emotions, and management of emotions”(George, 2000, pg. 1027-1055).
This aspect enables managers to understand their own moods and emotions and how it impacts their workers. Through starting with manipulating their own moods and understanding the impacts, the manager then, can learn ways of managing and manipulating particular moods in order to create a positive environment for their workers. Through using “conflict resolution and communication skills” (Ziedner, 2004, pg. 371-399) via skills learnt in emotional intelligence. Emotional Intelligence is also used in helping managers successfully hold a position of leadership.
The Report on Emotions and Emotional Intelligence
EMOTIONS AND EMOTIONAL INTELLIGENCE Emotions have been referred to ‘dynamics of behavior’ which in turn refers to energies or forces that initiate activity. These are dynamic internal adjustments that operate for satisfaction and welfare of individuals. Emotions are deceptive in nature; but they play quite a significant role in guiding and directing our behavior. Etymologically, the word emotion ...
As explored through Sadri’s Article, Emotional Intelligence and Leadership Development, she suggested that “leadership development programs may be enhanced through a better understanding of the concept of emotional intelligence and the inclusion of practices that aim to develop participants’ emotional intelligence. ”(Sadri, 2012, pp. 535).
Through managers who seek the skills of EI, they begin to learn how to interpret and understand both the expressed and non-expressed emotions of their employees within an organisation, an example by J. M. George being the “excitement and enthusiasm that are faked versus excitement and enthusiasm that are genuinely felt”(George, 2000, pp. 1027-1055).
Through being able to interpret these unexpressed feelings, the manager has the ability to now troubleshoot these issues, and ask themselves “why does this not bring excitement to the employee? ” or possibly, “how can I change my approach to generate excitement and enthusiasm? ”. Also, those managers with a higher level of emotional intelligence also have the power to control emotions and personal feelings in order to “engage in constructive thinking to build and maintain high levels of cooperation and trust. ” (George, 2000, pp. 1027-1055).
This, in turn allows leaders to maintain positive interpersonal relationships with workers through being able to understand the emotions of the workers. Overall, Emotional intelligence is a vital element for the successful managing of an organisation.
Through managers developing skills to improve the emotional intelligence; it allows them to develop a greater understanding of the emotional states of the workers and the impact it has on their production. Managers first, need to understand their own emotions and how it effects not only their performance but also the individuals around them. It is then, that they can learn how to manipulate and adopt skills in order to change their own emotional states to influence those around them and build a working atmosphere of ambition and a striving need to succeed. References: 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. George, J. M. , 2000. Emotions and Leadership: The Role of Emotional Intelligence.
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 ...
Human Relations. 53(8), pp. 1027-1055. Locke, E. A. , 2005. Why emotional intelligence is an invalid concept. Journal of Organizational Behaviour, 26(4), pp. 425-431. Khalili, A. 2012. The Role of Emotional Intelligence in the Workplace: A literature Review. International Journal of Management, 29(3) pp. 355-370. Sadri, G. , 2012. Emotional Intelligence & Leadership Development. Public Personnel Management, 41(3) pp. 535-548. Ziedner, M. , Matthews, G. & Roberts, R. D. , 2004. Emotional Intelligence in the Workplace: A Critical Review. Applied Psychology, 53(3), pp. 371-399.
