Emotional intelligence is the capacity of understanding and using own emotions in a positive way to communicate effectively to stress and empathise with others. Emotional intelligence in the workplace is essential to be utilised because this allows the person to understand and manage their own emotions and do the same for others. Emotional intelligence in the workplace helps to overcome challenges as well as reduce the possibility of conflict. Emotional Intelligence can involve the organisation of various aspects of emotion and feelings and work upon the elements of self-regulation, self-awareness, empathy, social skills and motivation. Emotional intelligence is one of the most important skills possessed by successful leaders.
Emotional intelligence theory by Daniel Goleman has 5 components which include-
• Self-awareness
• Self-regulation
• Motivation
• Empathy
• Social skills (Goleman and Nevarez 2018).
Self-awareness makes people feel existence and comfortable in any situation. It allows people to understand their strengths and weaknesses and help them to respond in certain situations. Such information about oneself gives them the power to motivate others and meet their goals. It helps create an inclusive and fair culture. Self-awareness allows to understand when a person needs support (Kanesan and Fauzan 2019).
Self-regulation is the skill one needs to practice and achieve expected objectives without much problem. One can control emotion whenever needed and resulting in conflicts. Self-regulation creates a barrier for people on how to react in a negative way but keep them more rational while making decisions.
Motivation is more related to enjoyment and achievement rather than promotion or money. It allows people to understand their passion and make them realise how much they want to lead. This is an optimistic Outlook that energises people and makes them feels engaged with the job they are doing.
It is one of the most important aspects for successful leadership where the followers feel more attached to their leaders. Being empathetic is associated with being a good listener and feeling emotions. Empathising people can be e challenging and create a positive relationship which may reduce the scope for conflict (Bhoumick 2018).
Social Skill is mainly associated with building and maintaining a relationship with the team members. This is a part of the good relationship that can boost employees for productivity. Social skills are used for motivating people and increasing loyalty within the team.
The main principles of the emotional intelligence theory developed by Caruso and Salovey are mainly related to the brain’s centre of emotion is an integral part of thinking reasoning and being intelligent. Therefore emotional intelligence is a crucial component to understanding own emotions and that of others. According to theorists, there are size principles.
1. Emotion is an information
2. People can try to ignore it but fail
3. Emotion can be hidden, but in some cases, these get revealed
There are several strategies to build emotional intelligence in the workplace. First of all, there must be a positive communication system applied. The employees, if they communicate positively with one another and listen to others before establishing their statements, emotional intelligence can be built. Secondly practicing self-care is one of the best methods to build emotional intelligence. Caring for oneself is mandatory because this motivates people and help to maintain a positive attitude. The person who takes care of himself can also provide care to others (Wen, Huang and Hou 2019). This can create a positive relationship within the team. Thirdly accepting criticism is vital for developing positive emotions. Nobody in this world is perfect therefore acknowledging the weaknesses can improve skills.
Emotional intelligence among managers is very important for the success of organisations. This is because they are associated with some critical responsibilities regarding employee management and Organizational Development. Emotional intelligence pertains to the social and personal competence of a person and explores how successful a person is can manage himself and others through social and self-awareness (Moro? and Biolik-Moro? 2021). A high score in emotional intelligence can prove to be a potential advantage among the management because they have responsibilities to communicate effectively with the employees. The employees can experience an emotionally healthy year and most satisfying work experience if the manager has high emotional intelligence. The work culture becomes inspirational and employees will engage with the organisation. The managers can empathise with the employees and acknowledge their contribution to the organisational growth. Managers with emotional intelligence can practice self-awareness and self-management therefore conflict resolution is high in organisations. They practice relationship management through Social awareness therefore emotional intelligence becomes their natural skill. The employees, therefore, feel valued and respected if all their emotional needs are met (Ahad et al. 2021). For example, an emotionally intelligent leader of a company will always focus upon the overall growth of the employees, where they will be able to balance their work and personal lives. He will ensure that all the psychological needs of the employees are met and that they do not face discrimination in the organisation.
Cultural diversity is available in this global scenario and can be found in every organisation. This is the reason why the managers and the employees need to develop cultural competence by themselves. Emotional intelligence has a close connection with maintaining diversity in the organisation because the leaders with a high emotional intelligence score create a positive work culture where every employee feels respected and valued (MacCann et al. 2020). In such cases, they do not allow cultural or ethnic differences. Now emotional intelligence has different aspects in cultural differences. It is not possible to regulate emotional intelligence based on cultural differences in a company because different cultures so emotional exposition in different ways. Some of the cultures try to hide their emotion and control them on the professional level but the other cultures Mein do the opposite. It is expected that in an organisation, the employees will act homogenously. However, this is not the case always.
Cultural differences play a vital role in emotional arousal levels because people are instigated to behave in a certain way so that they feel the emotion that they want to experience. People in certain culture experiences emotional state which is considered to be ideal in their culture (Lea et al. 2019). They may not be very much expressive of their emotion in the professional aspects but other employees from other cultures tend to express themes without controlling them well. For example the culture of China does not allow expression of emotions in the professional workplace. Recognising cultural differences in emotional intelligence is essential because understanding cultural differences is a way of understanding the emotion associated with it. This can award the cultural miscommunications and recognise the similarities as well as differences easily. In terms of emotion, people can provide insights into psychological health as expected in their own culture (Kotsou et al. 2019). The leaders may not expect the same level of emotional intelligence from every employee but they must be acknowledged for their productivity and performance. The leaders are responsible for reducing any scope for his communication and conflict for cultural differences relating to emotional intelligence. For example, the culture of the West like the US and UK, puts emotional intelligence in priority as the method of motivating employees because they promote value and respect to the employee.
In communicating effectively with a diverse workforce with different emotional intelligence, the leaders must focus on an effective communication system. Using clear language while verbal communication is essential otherwise, there is scope for misunderstanding. The employees can misinterpret and may not control emotion but react (Salovey and Mayer 1990). Secondly being open and inclusive of other cultures establishes the reputation of the organisations. The cultural diversity of a leads to biasness but the leaders master not use any terms which reflect biasness through the communication system.
Managing this relationship is vital in this era of globalisation where the companies are working hard to gain sustainable growth through managing people associated with the organisation. In this era of Technology, nothing remains hidden in any organisation therefore the employees and other Institutions follow the code of ethics very closely. Efficient managers have perfect understanding and controlling capacity of their emotions therefore they can understand their own emotions and manage and do the same for others (Anwar and Farooq 2021). They can realize the emotional aspects of others and then respond. It is the responsibility of these managers to build positive work culture on the basis of relationship building. It is expected that the employees will share their knowledge and depend upon one another to achieve organizational goals. Emotional intelligence allows people to communicate positively and build a relationship depending upon trust and loyalty. Creating an emotionally intelligent team can reduce any scope for miscommunication and conflicts. A high level of social awareness allows the employees to give valuable feedback about management decisions, eliminating a barrier to success.
References:
Ahad, R., Mustafa, M.Z., Mohamad, S., Abdullah, N.H.S. and Nordin, M.N., 2021. Work attitude, organizational commitment and emotional intelligence of Malaysian vocational college teachers. Journal of Technical Education and Training, 13(1), pp.15-21.
Anwar, M.N. and Farooq, S., 2021. The Role of Elementary Teachers’ Emotional Intelligence Competencies in improving Students’ Motivation and Student-Teacher Relationship. sjesr, 4(2), pp.492-499.
Bhoumick, P., 2018. It’s Really Matter: Review of the book, Emotional Intelligence: Why it can matter more than IQ’by Daniel Goleman. Research Journal of Humanities and Social Sciences, 9(3), pp.639-644.
Goleman, D. and Nevarez, M., 2018. Boost your emotional intelligence with these 3 questions. Harvard Business Review.
Kanesan, P. and Fauzan, N., 2019. Models of emotional intelligence: A review. e-Bangi, 16, pp.1-9.
Kotsou, I., Mikolajczak, M., Heeren, A., Grégoire, J. and Leys, C., 2019. Improving emotional intelligence: A systematic review of existing work and future challenges. Emotion Review, 11(2), pp.151-165.
Lea, R.G., Davis, S.K., Mahoney, B. and Qualter, P., 2019. Does emotional intelligence buffer the effects of acute stress? A systematic review. Frontiers in psychology, 10, p.810.
MacCann, C., Jiang, Y., Brown, L.E., Double, K.S., Bucich, M. and Minbashian, A., 2020. Emotional intelligence predicts academic performance: A meta-analysis. Psychological Bulletin, 146(2), p.150.
Moro?, M. and Biolik-Moro?, M., 2021. Trait emotional intelligence and emotional experiences during the COVID-19 pandemic outbreak in Poland: A daily diary study. Personality and Individual Differences, 168, p.110348.
Salovey, P. and Mayer, J.D., 1990. Emotional intelligence. Imagination, cognition and personality, 9(3), pp.185-211.
Wen, J., Huang, S.S. and Hou, P., 2019. Emotional intelligence, emotional labor, perceived organizational support, and job satisfaction: A moderated mediation model. International Journal of Hospitality Management, 81, pp.120-130.
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