ORG405 CSU Global Chipotle Mexican Grill Leadership Challenges Paper Consider a problem that has developed within your organization (or an organization with which you are familiar). Imagine you are a leader in the organization. In your paper address the following:Briefly summarize the problem that has developed within your organization.Use a systems theory approach to describe two ways this problem has affected the organization holistically.If you were the leader, recommend a solution to the problem.Describe the implications the solution may have on the organizational system.Your paper should be 2-3 pages plus a title page and reference page. Economics, Management, and Financial Markets
Volume 9(3), 2014, pp. 128–133, ISSN 1842-3191
EMOTIONAL INTELLIGENCE IN
ORGANIZATIONAL BEHAVIOR
DOINA POPESCU LJUNGHOLM
dopopescu@yahoo.com
University of Pitești
ABSTRACT. In this paper I am particularly interested in exploring the emotional
aspect as an essential constituent of leadership capability, the possible effect of
emotions on work outcomes and on functioning in public organizations, and the
function that emotions have in organizational settings. The theory that I shall seek to
elaborate here puts considerable emphasis on positive associations between emotional
intelligence and functioning outcomes, the handling of emotions in public spheres,
and the direct consequences of emotional intelligence on public workforce results.
The results of the current study converge with prior research on the function of
emotional intelligence to indirectly impact competitive benefit, management as emotional intelligence, and the character and outcomes of emotional intelligence.
JEL Codes: L2; O19; D23
Keywords: emotional intelligence; public organization; performance outcome
1. Introduction
For public administration, powerful logic, a relevant level of rationality, and
brilliant minds should regulate schemes and judgments. Emotions in management and the handling of emotions have an outstanding function in the results
of public administration workforce. Public administration is not explicit about
its view toward emotions and feelings (the latter are an effective managerial
instrument). The public concern is powerfully influenced by the feelings and
emotions (Tucmeanu, 2014) of public administration workforce. Nonrational,
emotional elements are extremely effective in the process of public activity
(Popescu, 2014) and in generating results and efficiency in public agencies.
Emotional intelligence involves the capacity to accomplish faithful analysis
about emotions and the capacity to employ feelings, emotions, and emotional
knowledge to augment thought, incorporating particular expertise and suggesting that this distinctive expertise may also be considered as constituting
a unified, general emotional intelligence. (Vigoda-Gadot and Meisler, 2010)
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The notions of emotional intelligence and organizational learning can be
operationalized more successfully via participation in decision-making (PDM).
More significant degrees of emotional intelligence lead considerably to
higher performance results (Dan, 2014) and inter-group links. Persons with
higher degrees of emotional intelligence tend to function in thoughtful and
socially flexible manners. PDM furnishes the fabric (Peters and Besley, 2014)
to allow emotionally intelligent persons to be instrumental in organizational
learning. People who comprehend their own emotions can more properly
recognize their reactions, whereas the intellectual utilization of emotions
signifies individuals’ cognitive judgments are more intense. (Scott-Ladd and
Chan, 2004)
2. The Function that Emotions Have in Organizational Settings
Intelligence entails the capacity to comprehend information, whereas emotion
is a unified reaction to the environment. Emotional intelligence is composed
of the particular abilities of different stakeholders to perceive feelings and
emotions in their proximate work setting, but also incorporates other capacities
that can construct persons with stronger emotional intelligence. The latter is
a mediator of the politics–work results/performance connection to the extent
that emotional engagement and absenteeism are covered. Emotionally intelligent public handling may comprehend and problem-solve cases that are
significant for massive communities of individuals and for policy topics under
the supervision, administration, or supervision of governments. (Vigoda-Gadot
and Meisler, 2010) Emotionally intelligent individuals are more self-aware
concerning their strong points and weaknesses, providing benefits to organizations aiming to acquire competitive advantage via flexibility, swift reaction
and change innovation. Emotional intelligence furnishes precious benefits to
organizations undergoing constant change. The learning organization constitutes active advancement and arrangement of learning activities. Organizational learning is a series of operations tailored for organizational enhancement
in processes instituted by the learning organization. PDM offers better access
to information, enhances the quality and possession of decision outcomes,
and cuts down political conduct. (Scott-Ladd and Chan, 2004)
Those institutions that can scheme, carry out, and handle alteration tend
to accomplish competitive benefit. The operation of strategic change is an
administrative capacity that may be a cause of competitive benefit. Business
leaders have to empathize with their followers at the cognitive level and at an
emotional one to allow successful strategic change. Emotional intelligence
can be utilized to accomplish competitive benefit for institutions, and indirectly
impacts competitive benefit via leadership and strategic change. Leadership
capacity includes behavioral, emotional and cognitive features. Emotional
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intelligence affects leadership capacity, having consequences for successful
strategic change and competitive benefit. (Voola, Carlson, and West, 2004)
Strategic deductions clarify partly why persons who employ the capacity to
affect others through manifestations of emotion attain competence. Observers
differ in the degree to which they are stimulated to be attentive to and refine
expressers’ manifestations of emotions. In the lack of confidence, observers
may have insufficient incentives to tackle and react to exposed emotions.
Power, epistemic incentive, and confidence regulate the consequences of the
capacity to impact others through emotion manifestations on competence.
Organization members may show emotions strategically serving both prosocial and self-serving objectives. Organization members’ manifestations of
emotions incessantly constitute the positions and conducts of their fellow
workers. (Côte and Hideg, 2011)
3. The Possible Effect of Emotions on Work Outcomes
and on Functioning in Public Organizations
Emotional intelligence can be highly valuable for those individuals who aim
to further knowledge about public organizational processes and scheme setting
up in global government agencies. The public sphere is abundant with power
conflicts, influence policies, and constant disputes among numerous stakeholders. The public sphere context is an area where the feelings and emotions of the different stakeholders have a decisive function in decision making,
in scheme setting up and enforcement, and in the everyday activity of public
employees. The public sector field becomes an area that must attain the art
of handling emotions on account of the rise of the dispute between politics
and administration. The emotional intelligence of public employees has a
pressing impact on positions, behavior intentions, and actual conducts that
indicate the results and performance of public personnel. (Vigoda-Gadot and
Meisler, 2010) Organizations facing change should identify the relevance of
improving workers’ emotional intelligence to enable them to engage more
successfully in decision processes. Higher emotional intelligence augments
the person’s capacity to take more accountability in decision-making. Supervisors enacting organizational learning should enable workers to be associates
in the process. The degree and function of a worker’s involvement is contingent on the management strategy and organizational setting. The more
intense senses of emotionally intelligent workers will further realistic participation requirements. Having a clear fabric for PDM enables workers to
distribute in the process as much as is feasible. Workers tend to admit the
shared option, rather than display dissatisfaction over the process. (ScottLadd and Chan, 2004)
130
Emotional intelligence signifies the capacity of an individual to classify,
assess and differentiate among emotions in oneself and others, being an
essential requirement for effective leadership. Competitive benefit clarifies
diverse degrees of organizational gainfulness, and allows for supplying significant relevance to the customer and/or furnishing rather reduced expenditures.
Leadership and strategic change abilities are essential distinguishing determinants for organizations. Leaders should have a clear comprehension of their
own emotions and the emotions of other individuals. Strategic leadership
ability is constituted from the interplays of the emotional, behavioral and
cognitive aspects. Effective leadership is a significant component for the
effective enforcement of strategic change. (Voola, Carlson, and West, 2004)
The regulation and indication of emotions are a type of intelligence that has
practical advantages for the person in processes of social interplay. Emotional intelligence is comparable to cognitive intelligence in supplying people
with benefits in competitive circumstances. The emotionally intelligent individual may evaluate and handle emotions to further the achievement of
different aims. The scheme of concentrating on strategically outstanding goals
demands the capacity to comprehend the emotions of self and others, and the
capacity to utilize emotional intelligence to further thinking. Emotionally
intelligent persons can designedly create their emotions to construct advantageous judgments of themselves. The scheme of animating and creating
emotions through sense-giving and misattribution involves that persons employ their emotional intelligence capacities both to alter the significance of
events and to interpret indeterminate circumstances in conditions that subtly
promote their own plan. (Kilduff, Chiaburu, and Menges, 2010)
4. The Emotional Aspect as an Essential Constituent
of Leadership Capability
Emotional intelligence and internal politics should have moderating and
mediating functions in clarifying the work outcomes and functioning of public
workforce. The heart surpasses reasonableness, constituting the feelings and
emotions that have a crucial role in administrative reality. In the quest for
reasonableness and adequate bureaucracy for public organizations, the emotional foundation of administrative undertakings is disregarded (rationality
may not be opposed to emotional decision making). Emotional intelligence
displays a substantial complement to available knowledge about the different
kinds of performance in public sphere settings. (Vigoda-Gadot and Meisler,
2010) Including workers closest to the judgment source can supply organizations the elasticity to continuously alter and enhance in dynamic contexts.
Emotional intelligence and PDM should improve openness to defend organizations from uncertainties. Workers with more significant degrees of emo131
tional knowledge, understanding, control and general intelligence lead more
successfully to organizational learning. Organizations that can advance emotional intelligence within the preservation of participative decision-making
fabrics are the most proficient at organizational learning and altering. The
limits and directions of PDM assist in constructing and sustaining the collective mental frameworks. Emotional intelligence, organizational learning
and PDM can associate to further an organization’s reaction to change.
Organizations should provide emotionally intelligent workers with transparency about their function in decision processes. (Scott-Ladd and Chan, 2004)
Organizational alignment indicates the significance of efficient leadership
in furthering strategic change. As most opposition to change is an emotional
response, how the leader emotionally involves with the workers is fundamental. Strategic elasticity augments strategic change capacity, which has
consequences for achieving competitive benefit. Organizations should identify those characteristics that include a better leadership capacity in possible
and present workers, and should take into account those values that include a
better leadership capacity when identifying and recruiting the future leaders
of the institutions. (Voola, Carlson, and West, 2004) The strategic regulation
of emotion-laden information entails emotionally intelligent persons evoking
different emotions in others to impact judgments and conducts. Individuals
tend to utilize emotional intelligence when circumstances have powerful
emotional content, or when the competitive nature of a circumstance brings
about intense concern to emotion regulation. Persons in organizations are
surrounded by other people whose emotional states are indicated by word and
performance. People tend to be adjusted to the emotions of the individuals in
the institution with whom they have affective connections. Emotionally intelligent persons tend to concentrate their emotion-detecting endeavors toward
those other people who are of strategic significance in their organizational
activities. (Kilduff, Chiaburu, and Menges, 2010)
5. Conclusions
Emotional intelligence is a manner to clarify incremental difference in significant organizational results (Inglehart et al., 2014), being neither some
version of social intelligence, nor a replacement for intellectual intelligence.
(Ashkanasy and Daus, 2005) Sound emotional notions and the emotional
intelligence of public workers may be employed as a functioning sign for the
relevance of public services. The political expertise of the public worker
may be enhanced by the emotional intelligence one has and can boost one’s
contentment with the job. Numerous managerial analyses in public administration are both sound and emotional. Emotions supply another instrument
for bettering operation and may act as a corresponding stock in investigating
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superior public services. Emotional intelligence can assist in improving efficiency at the worker level (Georgescu, 2011), the team/group level, and the
organizational level. Feelings and emotional intelligence have a substantial
impact on the work results of public workforce. (Vigoda-Gadot and Meisler,
2010)
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Human Resource Development International, 2013
Vol. 16, No. 1, 4–21, http://dx.doi.org/10.1080/13678868.2012.738473
Teaching managers to regulate their emotions better: insights from
emotional intelligence training and work-based application
Kathryn Thory*
Department of Management, Strathclyde Business School, University of Strathclyde, 199
Cathedral Street, Glasgow G4 0QU, UK
(Received 23 January 2012; final version received 3 October 2012)
Despite the prevalence and significance of regulating emotions in the workplace,
there is a major gap in the literature on the training and work-based application
of emotion regulation strategies. This study seeks to fill this gap by investigating
how emotion regulation strategies are taught to managers on three emotional
intelligence training courses, the events associated with their use in the workplace
and any constraints. Drawing on qualitative data from participant observations
and interviews with managers and trainers, the study identifies the use of eight
emotion regulation strategies that are classified as attention deployment, cognitive
change and response modulation. Managers use a variety of the strategies at
work, sometimes combining and adapting them. These strategies were reportedly
used during situations of interpersonal conflict, interpersonal interactions,
organizational change, to relieve boredom and cope with work overload.
Managers described constraints as dispositional, physical, time, effort, status
and unfeasibility/lack of realism of tools.
Keywords: emotion regulation; strategies; training; manager; workplace;
constraints
Introduction
Emotion regulation, defined as efforts ‘to influence which emotions we have, when
we have them, and how these emotions are experienced or expressed’ (Gross 1998b,
224) can benefit individuals in their day-to-day work lives (Lawrence et al. 2011).
Successful management of emotional responses to negative feedback is important in
self-directed leadership development (Nesbit 2012). Employees regulate their
emotions when faced with interpersonal conflict, organizational change, work
overload and under load, making a mistake, experiencing failure or technical
problems, personal problems, physical illness/fatigue, aversive work conditions or to
accord with organizational display norms (Diefendorff et al. 2008; Lawrence et al.
2011).
Scholarly and practitioner interest in emotion regulation has been stimulated by
the recent interest in emotional intelligence (EI). There are a growing number of
accounts that propose links between EI and emotion regulation processes (Côté et al.
*Email: Kathryn.thory@strath.ac.uk
Ó 2013 Taylor & Francis
Human Resource Development International
5
2006; Feldman Barrett and Gross 2001; Lawrence et al. 2011; Wranik et al. 2007).
Theoretical and empirical accounts of emotion self-regulation can be found in the
fields of developmental, social, industrial/organizational, health and clinical
psychology (Lawrence et al. 2011)….
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