Study of emotional intelligence and its influence in organizational behaviour

International Journal of Advanced Research in Management (IJARM), ISSN 0976 – 6324 (Print),
ISSN 0976 – 6332 (Online), Volume 5, Issue 4, July- August (2014), pp. 60-65 © IAEME
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STUDY OF EMOTIONAL INTELLIGENCE AND ITS INFLUENCE IN
ORGANIZATIONAL BEHAVIOUR
Mr. Kunj Karia
Final Year Student,
Computer Engineering Department,
Vivekanand Education Society’s Institute of Technology,
Mumbai University, Maharashtra, India.
I. ABSTRACT
Emotional Intelligence is one of the most fundamental aspects of Organizational
Behaviour. This division is rarely addressed and gradually there arises an emotional
dissonance which prevails in the organization's environment. This paper is the study of the
role of Emotional Intelligence in Organizational Behaviour and a description and discussion
of its branches in detail, and finally recommendations of better practice of this tool for
development and growth.
Keywords: Emotional Intelligence, Organizational Behaviour, Organizational Learning.
II. INTRODUCTION
There are many challenges and opportunities for managers to use Organizational
Behaviour concepts to enhance the overall effectiveness of individuals, groups and
organization. There are some critical issues confronting managers for which the knowledge
of Organizational Behaviour offers worthy solutions based on behavioural science and other
interdisciplinary fields.
INTERNATIONAL JOURNAL OF ADVANCED RESEARCH
IN MANAGEMENT (IJARM)
ISSN 0976 - 6324 (Print)
ISSN 0976 - 6332 (Online)
Volume 5, Issue 4, July-August (2014), pp. 60-65
© IAEME: www.iaeme.com/ijarm.asp
Journal Impact Factor (2014): 5.4271 (Calculated by GISI)
www.jifactor.com
IJARM
© I A E M E

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III. OBJECTIVES OF THE STUDY
Basically the attempt of this study is to accomplish following objectives:
1. Extensive Objective: The fundamental role of Emotional Intelligence in
Organizational Behaviour.
2. Specific Objective: To recommend better practice of Emotional Intelligence.
IV. LITERATURE SURVEY
Peter Salovey and John D. Mayer have been the leading researchers on emotional
intelligence since 1990. In their influential article "Emotional Intelligence," they defined
emotional intelligence as, "the subset of social intelligence that involves the ability to monitor
one's own and others' feelings and emotions, to discriminate among them and to use this
information to guide one's thinking and actions". The findings of this study emphasized that
the employees possessed above average level of emotional intelligence and the processes of
organizational behaviour and learning are characterized by innovation, implementation, and
sustenance of new ideas, processes structures and the likes are more than satisfactory. Further
study results depicted Emotional Intelligence as being positively and significantly related
with organizational behaviour. The findings have implications for management of people
towards creating and maintaining organizational behaviour.
The complexity in business operations is forcing the workforce to face ethical
dilemmas, where they are required to define right and wrong conduct in order to complete
their assigned activities. Managers must evolve code of ethics to guide employees through
ethical dilemmas. Perception is a complex process by which an individual selectively absorbs
or assimilates the stimuli in the environment, cognitively organizes the perceived information
in a specific fashion and then interprets the information to make an assessment about what
people select, organize, and interpret or attach meaning to events happening in the
environment. If an individual is depressed, he or she is likely to perceive the same situation
differently from the other person who is at the extreme level of excitement or happiness. If a
person has been scared of seeing a snake in the garden, she is likely to perceive a rope under
the bed as a snake. Thus, the emotional and psychological states of an individual also
influence the perceptual process and the different types of interpretation of the situation. Self-
accepting persons perceive others as lining and accepting them. Those who are not self-
accepting tend to distrust others. Insecure, thoughtless or non self-accepting persons are less
likely to perceive themselves and those around them accurately. In all probabilities, they are
likely to distort, misinterpret or in other ways defensively perceive the situation.
The study of importance of emotional intelligence in organizational behaviour has
identified as a significant method for ensuring the success of continual change in
organizations and it involves capturing, storing and diffusing knowledge within the
organization.

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V. BUILDING BLOCKS OF EMOTIONAL INTELLIGENCE
Fig. 1: Representation of building blocks of Emotional Intelligence
1. Self Awareness: Self awareness is knowing one's internal states, preferences and
potential. There are further divisions in self awareness.
• Emotional Self-Awareness
• Accurate Self-Assessment
• Self Confidence
2. Self Management: Self management can be defined as managing one's internal states,
impulses and resources. The energy of emotions is triggered when dealing with
uncertainty, change and the clash of differences. The energy of emotions needs to be
managed and channeled in a constructive direction. Different attributes of self
management are:
• Self-Control
• Trustworthiness
• Conscientiousness
• Adaptability
• Initiative
• Achievement Orientation
3. Social Awareness: Social awareness means the awareness of others' feelings, needs
and concerns. The skill set comprising competency are:
• Empathy
• Organizational Awareness
• Service Orientation
4. Relationship Management: Relationship management can be defined as adeptness at
inducing desirable responses in others.

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VI. BRANCHES OF EMOTIONAL INTELLIGENCE
• Perceiving Emotions: The first step in dealing with emotions in an organization is to
perceive the emotion correctly. This is a crucial step because all the following steps
are an outcome of direct perception.
• Reasoning with Emotion: It is quite important to reason with emotion to promote
cognitive activities of mind and advancing to find an appropriate solution to the
already existing problem.
• Understanding Emotions: Emotions often have a hidden meaning. Basically it is of
prime importance to understand the emotion correctly. It may happen that your boss is
angry with you. Most probably he/she is not satisfied with your performance on a
given task. This understanding of emotion paves the way to finding a solution.
• Managing Emotions: One of the key factors of Emotional Intelligence is the ability to
manage emotions. Regulating emotions in a particular way, responding appropriately
and equally to all the levels of employees and responding to the emotions of others
are all important aspects of emotional management.
VII. FACTORS AFFECTING EMOTIONAL INTELLIGENCE
Fig 2: Representation of factors affecting Emotional Intelligence
1. Workforce diversity: Growth in creativity and innovation is accelerated by
bringing in diversity in an organization. Developing the capacity to understand
and manage feelings and deal effectively with others, no matter how great the
differences, is a critical competence in today’s diverse workplace. The ability to
do so depends in great part on emotional intelligence.

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Types of diversities at workplace:
• Cultural Diversity: Cultural diversity is a form of appreciating the
differences in individuals. The differences can be based on gender, age,
sex, ethnicity, sexual orientation, and social status.
• Gender Diversity: Gender diversity in the workplace is the equal treatment
and acceptance of both males and females in an organization.
• Age Diversity: Age diversity is the ability to accept all different types of
ages within a business environment.
2. Emotions: Emotions are very short-lived feelings that come from a known cause.
Emotions also include the contemplation to act a specific way based on feelings or
physiological changes. Emotions can affect attitudes and behaviours in the
workplace.
3. Moods: Moods are feelings that are longer lasting than emotions and have no clear
starting point of formation. Moods are actually made up of multiple emotions. The
two types of moods are negative and positive. Positive moods would exist when
employees feel excited or enthusiastic. Negative moods can cause hostile
employees who are stressed. Moods are more impactful than emotions in a work
environment because they last much longer, which can drastically alter the
corporate atmosphere. Long-term negative moods of bosses and co-workers
increase employee absenteeism and worker turnover.
VIII. CONCLUSION
Managerial level employees in an organization possess emotional competencies.
Employees possess well developed ability to understand and manage their emotions and other
experiences and feelings. There is a relatively high tendency of generating new ideas and the
implementation of these ideas successfully to attain the desired objectives and ultimately
storage of these things with the purpose of future use. Thus, it may construe that there is a
high tendency of investing the mental energy in acquisition, dissemination and interpretation
of new ideas and generating new things to succeed in this dynamic environment.
There has been significant difference between male and female workforce on their
level of Emotional Intelligence. On the other hand, previous research on gender differences in
Emotional Intelligence have shown that in terms of total Emotional Intelligence, men and
women do not seem to differ. Furthermore, the research findings revealed that women score
higher than men on measures of empathy and social relationships. But men outperform
women on stress tolerance and self confidence measures. In addition to that, researchers got
to know throughout the interviews that females to have better social skills and to be described
as interested in other people. Women leaders as a group, when compared to male leaders as a
group, tend to be described as more friendly and socially sensitive.
Thus it can be concluded that as the employees become more intelligent, emotionally,
there is a high possibility of developing positive attitudes towards experimentation,
generating new ideas and finding out new ways of deal with new issues and problems.

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IX. REFERENCES
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