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How emotional intelligence affects leadership
Effect of emotional intelligence on job performance
How emotional intelligence affects leadership
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It was Daniel Goleman whom greatly popularized the theory of Emotional Intelligence, EI or EQ, defining it as the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships. (Goleman, 1998). Organizations in the present day, especially in the service industries, are embracing the notion of emotional intelligence at the workplace because of its relationship towards employee’s performance, quality of service, and customer loyalty. All in which ultimately contributes to better reputation and higher returns. At Starbucks, emotional intelligence plays an important role in job performance, as the company enjoys a loyal customer base and a reputation as one of the most admired companies in America. (Robbins, Judge, 2013). An employee with high emotional intelligence will be able to handle his own impulses rationally, able to react quickly in tensed environment, solve problems and remain composed even in the face of adversity. In 1998, Goleman conducted a research and discovered that 67% of the competencies management outlined as determining factors of excellence within a job was correlated to emotional abilities. (Khalili, 2012). This summarizes the implication of emotional intelligence as a way to increase the success of an organization today.
This naturally leads to Horchschild’s commercialization of human feelings, which is referred to as emotional labor. Emotional labor is mainly adapted in the service industry. Hochschild define emotional labor as the management of feeling to create a publicly observable facial and bodily display, emotional labor is sold for a wage and therefore has exchange value. (Hochschild, 1983; p.7). When our j...
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...s are required to project an emotion while feeling another. This disparity is emotional dissonance. Emotional dissonance is the inconsistencies between the emotions people feel and the emotions they project. (Robbins, Judge, 2013, pg143). The larger the gap between the required and true emotions, the more employees tends to experience stress, job burnout, and psychological separation from self. (Mcshane, 2010 Chapter 4 unsure of page). Burnout is a syndrome of emotional exhaustion, depersonalization, and reduced personal accomplishment that can occur among individuals especially when the job relies on social interaction. Individuals who put more effort into making emotional facilitation in thinking, and analyzing their own and others’ emotions, this process may generate a feeling of stress, frustration, or burnout/emotional exhaustion. (MOON, T, & HUR, W 2011, pg 7)
...roblem that exist in the theory of emotional labour is the emotional dissonance that exists for the employee and the impact this has on them and on their job satisfaction. Emotional dissonance is defined as being the “the feeling of unease that occurs when someone evaluates an emotional experience as a threat to his or her identity” (Janz & Timmers 2002). The constant manipulation of emotion undertaken by employees is required due to the fact that their jobs require them to always be polite and courteous to the customers, regardless to how the consumer might be treating the employee. This dissonance is said to cause negative effects on the employees; namely excessive stress related ailments. Mann, from the University of Salford, has suggested that constantly having to manage your emotions in such a way could lead to work stress (Mann, 2004).
Ivancevich, Konopaske, & Matteson, 2011 defines burnout as a psychological process, brought about by unrelieved work stress that results in emotional exhaustion, depersonalization, and feeling of decreased accomplishment. Examples of emotional exhaustion includes; feeling drained by work, fatigue in the morning, frustrated, and do not want to work with others. Depersonalization is when a person has become emotionally hardened by their job, treat others like objects, do not care what happens to them, and feel others blame them. A low feeling of accomplishment also results from burnout. A person is unable to deal with problems effectively, identify or understand others problems, and no longer feel excited by their job. (Ivancevich et al., 2011).
The situation in which I will be referring to throughout this essay is a family dinner celebrating my brother’s engagement to his fiancé whom my mother approves of but my father does not. The works of Arlie Hochschild on emotional work will be used to analyze the situational context. Arlie Hochschild is a professor at the University of California, Berkeley whose area of interest is in how individuals manage their emotions and perform emotional labor in places that require control over one’s character such as their workplace. Her work suggests the idea that emotion and feeling are social. In this Hochschild (1983) means that there are rules to how we feel in every situation such as birthday parties and trying to stay happy at them or funerals and being expected to express emotions of grief. An individual may engage in emotional work by changing their affective state to match the feeling rules of the situation, Hochschild (1983) refers to this as two concepts: surface acting and deep acting.
The theory of emotional intelligence is relatively new, however the psychological theory has become prevalent and many entities have adapted the principles of this theory in order to enhance relations within the professional environment as well as increase performance which ultimately lead to a positive place of work. (Allan Chapman 2014)
Goleman and Cherniss (2001) postulates that emotional competencies are learned abilities. Social awareness or skill at managing relationships does not guarantee the mastery of the additional learning required to handle a customer adeptly or to resolve a conflict. It only prognosticates that we have the potential to become skilled in these competencies.
Emotions are frequent companions in our lives. They come and go, and constantly change like the weather. They generate powerful chemicals that create positive and negative feelings, which have a powerful effect on leadership. Some emotions can either facilitate leadership, while others can detract from successful leadership. This course, Emotionally Intelligent Leadership, has truly opened my eyes to the affects that emotions have on being an effective leader. Peter Salovey and John Mayer defined emotional intelligence as “the ability to monitor one’s own and other’s feelings and emotions to use the information to guide one’s thinking and actions” (p. 5). This definition in itself states that emotions, whether it be ones own emotions or those of others, is the underlying factor that directs the actions of a leader. Therefore, throughout the progression (advancement) of this course, I have learned the importance of the development of emotional intelligence for being an effective leader, and because of this I plan on developing the capacities that contribute to being an emotionally intelligent leader for my own success, now and in the future.
(2013) separated emotional intelligence into four domains, self-awareness, self-management, social awareness, and relationship management (pp. 30, 38). These domains are then broken into two competencies. Self-awareness, the understanding of one 's emotions and being clear about one 's purpose, and self-management, the focused drive and emotional self-control, make up the personal competence (pp. 39, 45-46). While social awareness, or empathy and service, and relationship management, the handling of other people 's emotions, make up the social competence (pp. 39, 48, 51). These emotional intelligence competencies are not innate talents, but learned abilities, each of which contribute to making leaders more resonant and effective (p. 38). This is good news for me because I still have much to develop in regards to emotional
Emotional intelligence is the ability to gauge your emotions as well as the emotions of those around you, to make a distinction among those emotions, and then use that information to help guide your actions (Educated Business Articles , 2017). It also helps us consciously identify and conceive the ways in which we think, feel, and act when engaging with others, while giving us a better insight to ourselves (Educated Business Articles , 2017). Emotional Intelligence defines the ways in which we attain as well as retain information, setting priorities, in addition to regulating our daily actions. It is also suggested that as much as 80% of our success in life stems from our
Khalili, A. (2012). The role of emotional intelligence in the workplace: a literature review. International Journal of Management, 29(3), 355-370.
Hochschild, undertakes the sociological study of emotional labor in the work force. She analyzes how worker’s feelings in the service industry are exploited for profit by employers and how workers are thought to modify their emotions to a set of rules not just as a surface performance, but on a deeper and emotional level with the customers intimate emotional life. To understand Hochschild’s views, we first need to understand the three types of labor to which she introduces in her studies: emotional labor, management and work, with each having a different meaning. Hochschild defines emotional labor as, “the management of feeling to create a publicly observable facial and bodily display; it is sold for a wage and therefore has exchange value”
Introduction Emotional Labor (EL) is defined “as managing emotions through surface or deep acting by following organizational display rules in return for a wage.” (Hochschild 1983). Task performance and strategy is increased through EL and it has impact on administration of service. Strategies displayed by frontline staffs in service roles may increase bad outcomes by activating negative idea like emotive dissonance and self-alienation.
For moreover, Daniel Goleman (2004) explained that emotional intelligence plays an integral role in defining character and determining both our individual and group densities. It involves the ability in monitoring one’s own and others emotion, to discriminate among them, and to use the information to guide one’s thinking and action. It means to embrace the power of emotion intelligently, it involves abilities that may be categorized, into five (5) domains: (1) self-awareness, (2) emotional maturity, (3) self-motivation, (4) emphatic understanding, and (5) quality communication.
I would definitely talk to the people that are running the contest and inform them of situation and the plagiarism that went on. I would then talk to the person that was doing the plagiarizing and let them know of my disapproval as well as let that person know that I had talked to the people running the contest and informed them of the situation. I think that a person with high emotional intelligence would have handled the situation as I did. A person with medium emotional intelligence would have probably done all of the same things but in more of a (“in your face”) confrontational way. A person with low emotional intelligence would have probably just confronted the person doing the plagiarizing in a violent and confrontational way.
Sy, T., & Cote, S. (2004). Emotional intelligence: A key ability to succeed in the matrix organization. Journal of Management Development. 23(5). 437-455
Emotional exhaustion deals with the depletion of an individual’s emotional resources, while depersonalisation looks at a negative, cynical and detached approach to people under one’s care and reduced personal accomplishment refers to a reduced sense of self-efficacy and negative feelings towards one's self (Awa et al., 2010). With burnout holding such a extensive reach i...