Emotional Intelligence of Managers and its Affects - Article Example

Emotional Intelligence of Managers and its Affects Introduction: Here in this paper, the topic of Emotional Intelligence of managers and its affects have been discussed. Several journal articles have analyzed and the bibliography that has been presented below brings out the major points of each article. Emotional Intelligence is a very essential element and the need to accept and understand the definition of EI was emphasized on by Salovey and Mayer (1990). Emotional intelligence has had several definitions since its inception. “Emotional intelligence (EI) holds the promise of capturing that elusive set of personal characteristics important to understanding the psychological and emotional growth necessary for personal growth” (Shipper, Kincaid, Rotondo, & Hoffman IV, 2003, p. 171). A few of the articles have also brought out that managers and academicians are beginning to view the necessary improvements in organizational effectiveness by putting into practice emotional intelligence (George, 2000; Cross & Travaglione, 2003; Sosik & Megerian, 1999; Gabriel & Griffiths, 2002; Eicher, 2003). The articles have brought out the importance and relationship of EI of managers and the motivation of employees. Organizational leaders’ awareness of emotional intelligence is essential to future endeavors of continual motivation and productivity. Leaders have significant influence over the continued success of organizations, yet there is still not enough interest in the significance of recognizing emotions in organizations. The annotated bibliography provides articles, literature reviews as well as quantitative evidence of the importance of Emotional Intelligence. The articles that have been chosen for this paper are a wide variety and major contributors to the subject area. CRITIQUE OF JOURNAL ARTICLES FOR ANNOTATED BIBLIOGRAPHY 1 Title and reference of article Groves, K.S., McEnrue, M.P. and Shen, W. (2006) Developing and measuring the emotional intelligence of leaders, Journal of Management Development, 27, 2, pp.225-250. Type of Article Scholarly article – UK Academics - research based. Purpose of article Aim of the article if to test empirically whether or not it is possible to deliberately develop Emotional Intelligence in the Mayer and Salovey Model. Sample, location, method of data collection and analysis Sample Size: 135 fully employed business students and a sample of 270 and 130 fully employed business students. The method of data collection: the data was collected by putting the 135 students through an intensive 11 week EI training program. Analysis: The analysis was conducted by adopting qualitative method like coefficient correlation to get the finding of the research. Findings of research The research that has been conducted shows that the Emotional Intelligence can be consciously developed. Among the research groups, the treatment group has shown statistical significance of overall EI gain across each EI dimension unlike the control group which seems to have shown no significant pre / post test differences. Significance of article The article is very significant in the current world where the EI training has developed to be a popular and lucrative field. However the evidence on the conscious development of EI has been very vague. The study provides a clear empirical evidence for this topic. Limitations of article The research implications are much focused and discuss the role of Emotional Intelligence training in leadership development programs and fertile research directions for the training. A lack of totality and depth is lacking in this research. Strengths of article The author has provided simple, clear and concise findings of the research and has also utilized a very effective form of research for this article. The author has also provided clear flow of thoughts and information which makes the reading enjoyable and very insightful as well. Weakness of article As mentioned earlier, the article lacks the totality factor and depth. It is clear that the author has provided numerous sections in data form rather than presenting them in simpler and user friendly table formats. The research analysis section requires to be added and a clear form needs to be provided which include all the steps undertaken by the author to analyze the data. 2 Title and reference of article Gottleib, F.M. (2006) Humanistic Leadership: Emotional Intelligence And Team Learning, Doctor of Management in Organizational Leadership, University of Phoenix. Type of Article Doctorate Dissertation – USA Academics Purpose of article The main purpose of this research was to examine humanistic leadership, demonstrated through emotional intelligence in managers. Also the relationship of EI with organizational learning in teams has also been researched. Sample, location, method of data collection and analysis Sample Size: A total of 31 managers and teams of a United States defense industry contractor completed the Emotional Competence Inventory 2.0, and Dimensions of a Learning Organization Questionnaire. The method of data collection: Single stage sampling has been used for this research. Analysis: Data from the survey found statistically significant results that emotional intelligence in managers positively correlates to organizational learning in teams. Findings of research The research findings provided support for the hypothesis that emotional intelligence in managers is related at a significant level to organizational learning at the team level (r(29) = .55, p < .01). At a more fine-grained examination, three of the four emotional intelligence clusters of self-awareness (r(29) = .48, p < .01), social awareness (r(29) = .49, p < .01), and social relations (r(29) = .43, p < .05) show a moderate to strong relationship to organizational learning. Findings relating to self management and organizational learning (r(29) = .60, p < .01) indicate a strong to very strong relationship. Research findings did not show a significant impact of intervening or controlling variables of age of managers, managerial longevity, or change fatigue within teams. The demographic of managers’ gender was not examined due to insignificant data precluding a normal distribution. Although the findings indicate statistical significance, findings should be tempered with caution. Significance of article The dissertation provides a very intensive study in the field. The focus of this study was to examine if there is a relationship between emotional intelligence in leaders and team learning. The changing workplace in the 21st century requires leaders to demonstrate more interpersonal and authentic styles of leading founded on emotional competencies. Limitations of article The scope of the research was limited to leaders and teams in a military industrial organization. The results of the study may not be generalized to dissimilar or nonprofit organizations Strengths of article The dissertation has been well presented and is clear with a clarity in thought Weakness of article There is a clear lack of figures and tables which will make it easier to read the document and will not lead to information overload. 3 Title and reference of article Brown, K.D. (2005) Relationship between Emotional Intelligence of Leaders and Motivational Behavior of Employees, Doctor of Management in Organizational Leadership, University of Phoenix. Type of Article Doctorate Dissertation – USA Academics Purpose of article The purpose of this quantitative descriptive correlational research study, using the Emotional Competence Inventory, the Motivation Sources Inventory, chi-square and t-test statistical analyses, and structural equation modeling was to examine if a relationship exists between a leader’s emotional intelligence and the motivation of employees/ followers. Sample, location, method of data collection and analysis Sample Size: The research involved 49 leaders and 122 employees of the New York transportation organization. The method of data collection: Survey samples were used to collect the data required for the research. Analysis: The survey were analyzed using the descriptive statistics to explore the existence of a relationship between emotional intelligence and motivation Findings of research The research results and the analyzed data clearly show no correlation between the leader’s use of emotional intelligence and motivational behavior of the employees or followers. Significance of article The significance of the study may reflect how emotional intelligence can increase productivity and profitability, and can decrease employee turnover costs. Limitations of article There were limitations in the sample size (n = 171), based on the rule of thumb (10:1) that for each variable measured 10 surveys should be received. Twenty-nine (29) variables were measured. There were limitations to the study based on the subjectivity that is associated with using a quantitative descriptive correlational research approach. Limitations and biases could have been present in the sample selection. Strengths of article The article has made good use of tables and graphs. The information is clear with a strong link to the literature review. The author has also provided a logical flow in the paper and has made it simple for the readers to understand the concepts being applied. Weaknesses of article Although the clear and logical flow, the paper contains a number of concepts that can in some places move to be very confusing for the readers. 4 Title and reference of article Smith, R.M. (2005) An Examination of the relationship between Emotional Intelligence and Leader Effectiveness, Doctor of Business Administration, Nova Southeastern University. Type of Article Doctorate Dissertation – USA Academics Purpose of article The main purpose of this article has been to examine the relationship between emotional intelligence and leader effectiveness at a GOCO facility. The study attempts to understand to what extent emotional intelligence accounts for effective leadership is currently unknown in that environment. Sample, location, method of data collection and analysis Sample Size: The sample consisted of 63 managers and three to eight subordinates per manager. The method of data collection: Two instruments were used for collection of data for this research. a) Emotional Intelligence Scale (EIS) b) Leadership Practices Inventory – Observer (LPI – O) Analysis: The research analysis, based on the construction of the hypotheses, a two – tailed t – test was used to analyze the data. Findings of research The research findings have a surprisingly different solution than that which had been studied in the literature review. Significance of article The article has brought out an essential aspect of the relationship between emotional intelligence and leader effectiveness. The significance of this research is that it brings out how emotional intelligence plays an important role in the environment. This study also brings out the effectiveness of the emotional intelligence on the leadership in the 21st century. Limitations of article One of the biggest limitations of the article was the use of EIS, since it is a very self – reporting nature of responses. Also there is a clear lacking ability to measure constructs like personality, characteristics, social skills or emotional intelligence. Strength/s of article The article is clear in the part of its hypothesis and has very clearly provided the results obtained from the research. Weakness of article The article lacks good planning and a well structured approach to the research. Also the literature review that has been provided has not been reviewed in depth making the literature and the entire research weak. Conclusions: The annotated bibliography has used several important articles which have been major contributors to the field of human resources and for the subject of emotional intelligence. The articles as mentioned have been based on understanding the importance of EI in management and the relationship of the EI with the motivation of employees. Almost all of the articles have highlighted that the effect of Emotional intelligence is little or none on the motivation of employees. There is however been one article that has provided a deep insight to the topic and it reads, “While coexisting in the 21st century with transformational leaders, organizational leaders and heads of corporations are facing ethical challenges attributed to leaders not possessing awareness of the importance of emotional intelligence in organizations. The ongoing challenge for leaders will be to provide an environment in which those who serve to transform the organization can coexist with those who possess Machiavellian type leadership characteristics. The ultimate challenge will be to accept the phenomenon of emotional intelligence as a means to motivate those who are not self-motivated. To this challenge, this study is committed”. Most of the researches show that statistically the difference with the implementation of Emotional Intelligence on the motivation of employees is minimal and the leaders and their leadership styles are more effective on the level of motivation of the employees. However it is essential to bear in mind that EI can be consciously implemented within the organizations as it will help making the work environment more enjoyable and will ensure a better balance of emotions in the workplace as well. References Brown, K.D. (2005) Relationship between Emotional Intelligence of Leaders and Motivational Behavior of Employees, Doctor of Management in Organizational Leadership, University of Phoenix. Cross, B., & Travaglione, A. (2003). The untold story: is the entrepreneur of the 21st century defined by emotional intelligence? The International Journal of Organizational Analysis, 11(3), 221-228. Eicher, D. (2003). Essential executive skills for the future: Emotional intelligence. St. Paul, 27(3/4), 104. Gabriel, Y., & Griffiths, D. (2002). Emotion, learning and organizing. The Learning Organization, 9(5), 214. George, J. M. (2000). Emotions and leadership: The role of emotional intelligence. Human Relations 53, 1027-1055. Gottleib, F.M. (2006) Humanistic Leadership: Emotional Intelligence And Team Learning, Doctor of Management in Organizational Leadership, University of Phoenix. Groves, K.S., McEnrue, M.P. and Shen, W, (2006). Developing and measuring the emotional intelligence of leaders. Journal of Management Development, 27, 2, pp.225-250. Salovey, P., & Mayer, J. D. (1989). Emotional intelligence. Imagination, Cognition and Personality, 9, 185-211. Shipper, F., Kincaid, J., & Rotondo, D. (2003). A cross-cultural exploratory study of the linkage between emotional intelligence and managerial effectiveness. The International Journal of Organizational Analysis, 11(3), 171-191. Smith, R.M. (2005) An Examination of the relationship between Emotional Intelligence and Leader Effectiveness. Doctor of Business Administration, Nova Southeastern University. Sosik, J. J., & Megerian, L. E. (1999). Understanding leader emotional intelligence and performance: The role of self-other agreement on transformational leadership perceptions. Group & Organization Management, 24(3), 367-392. Read More