View of DISCUSSION IN RELATION BETWEEN EMOTIONAL INTELLIGENCE & ORGANIZATIONAL DEVELOPMENT: SCOPE OF FUTURE STUDY

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ACCENT JOURNAL OF ECONOMICS ECOLOGY & ENGINEERING Peer Reviewed and Refereed Journal (International Journal) ISSN-2456-1037

Vol.04,Special Issue 05, (ICIR-2019) September 2019, Available Online: www.ajeee.co.in/index.php/AJEEE

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DISCUSSION IN RELATION BETWEEN EMOTIONAL INTELLIGENCE &

ORGANIZATIONAL DEVELOPMENT: SCOPE OF FUTURE STUDY Ms. Shruti Mishra

Assistant Professor

Jayoti Vidyapeeth Women’s University, Jaipur

Abstract: This paper deals with the psychological concept of Emotional Intelligence. This paper also throws light on how & why emotional intelligence is important for organizational development. Different papers talks about different benefits of emotional intelligence on organizational development. This paper provides a consolidated study on previous researches to identify what more an organization can use emotional intelligence for its development what can be the future scope of study.

Keywords: Emotional Intelligence, Organizational Development, Organizational effectiveness, Organizational Culture.

1. INTRODUCTION

In today’s scenario, emotional intelligence is equally important like the other factors which strengthen the organisations. Since last more than one decade it has been observed that emotional intelligence is making the organization more strengthen as it supports leadership, teamwork, management skills. Organization’s now days observing different ways to increase emotional intelligence. As many pieces of research disclosed that emotionally intelligent staff is more motivated, productive, more efficient and inclination towards business and committed. Results of studies say that emotionally intelligent workforce is more effective, confident and happy as well as those organisations where emotional intelligence is keeping on practicing by its employees and management. Those organisations keep their relationship healthy between customers, stakeholders, suppliers, competitors and with everyone. Hence, definitions first define important terms which have been used in the research paper.

1.1. Emotional intelligence:

Emotions are mostly termed as negative connotations. If one says he/she is a bit emotional it sometimes it feels like that person is not strong enough to control himself/herself in the case of emotions. Now, since last two decades, it’s a matter of discussion that emotions can be used intelligently or not after researches have been done in this angle.

The Concept of emotional intelligence has been all started with the term “social intelligence”

by Thorndike in 1920 and later echoed by Guilford in its psychological concepts. In 1940’s David Wechsler, 1950’s Abraham Maslow, 1975 Howard Gardner introduces the concept of multiple intelligence afterwards in 1985 Wayne Payne coined new term ‘emotional intelligence’ in his doctoral dissertation. 1990 once again Peter Salovey & John Mayer published their landmark article ‘Emotional Intelligence’ and in 1995 was the year which was a turning point in emotional intelligence history Daniel Goleman popularise the concept of emotional intelligence in his book named “Emotional Intelligence: Why It Can matter More than IQ.” According to him, he claimed in his book which we named previously that emotional intelligence mattered more than IQ in predicting the success in the workplace. He added that if emotional intelligence will be ‘intelligent’ it can be adaptive in at workplace.

Many research papers, articles has put a light and discussed that emotional intelligence is somehow very important for the successful organisations. Researchers also proved it how it’s becoming an important factor for the growth and development of organizational success.

1.1.1 Define Emotions Intelligence:

Emotional intelligence is a psychological aspect of a person. It clearly understands, recognizes& controls one’s emotions and also uses their emotions behave according to the situations.

1.2. Organizational Development:

Organisational development is not just a management phenomenon it comes up with a perfect blend of psychology, philosophy, sociology, theories of motivation, learning and personality. Organisational development has its roots in all these above-mentioned fields.

Organisational development has its own history which started with 1930’s with the different

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term “organisational Humanism”. Later Kurt Lewin played a key role in the evolution of organizational Development. But today’s form of OD was not same years back.

Organisational development has its stems in T- group (Sensitivity Training), Survey Feedback technology, Action Research and Productivity & Quality of Work Life. T-group is for participants to learn from their own actions. Survey feedback technology is for developing the reliable questionnaire, collecting data, analyzing trend and use that result for future action plans. Where action research and productivity is for diagnosing, taking action are correcting the previous ones and quality of work life integrates social and technical requirement of employees in the work environment. Perfect proportion of each made organizational development. Kurt Lewin is recognized as a founder or a father of organizational development. He proposes the ideas of group dynamics and action research which underpin the Organisational development.

Organizational development as a planned process of change in an organization’s culture through the utilization of behavioral science technology, research and theory stated by warner burke (1982). The organizational development aims the major key issues which are necessary for the overall growth of organisations. It enhances organizational structure through process, strategy, people and culture. It also contributes to creating new ideas, developing and refining existing organizational practices. Organisational development should be crafted in the way that pro-activeness, foresightedness types of qualities should be included.

1.2.1. Define Organization development:

Organization development is an effort (1) planned, (2) organization-wide, and (3) managed from the top to (4) increase organization effectiveness and health through (5) planned interventions in the organization’s “processes,” using behavioral-science knowledge.

(Richard Beckhard) 2. REVIEW OF PAPERS

Some studies discussed that Emotional intelligence and team performance are highly correlated to each other. This means if the emotional intelligence of team members is high so the team performance would also be high (Brigette Ann Rapsisarda, 2002). Emotional intelligence in relation to work-family conflict and it is found that possession of emotional intelligence helps to remove work-family conflict and improve ones’ well-being (Janet A.

Leanghan, Rihard Buda & Alan B. Eisner, 2007). More Emotional intelligence better organizational climate would be. So, it can be concluded Emotional intelligence and organizational climate are the insignificant relationship with each other (Nona Momeni, 2009). Other studies also discussed that Emotional intelligence and rational emotive behaviour positively and collectively influence managerial effectiveness irrespective of the sector (Nivedita Srivastava & Shreekumar K. Nair, 2010). Emotional intelligence also plays an important role in the mitigation of the impact of role conflict on the emotional exhaustion. As well as aforementioned reduces the effect of emotional exhaustion on job satisfaction (Osman M. Karatepe, 2010). Another study on emotional intelligence says that integrating of conflict resolution were significantly correlated with each other emotional control which is also a part of emotional intelligence, was negatively and significantly correlated with avoiding styles of conflict resolution (Anand S. Godse & Nutaankumar S.

Thingujam, 2010). Job performance is also one biggest dimension of the workplace.

Research says that emotional Intelligence was significantly related to job performance.

Those who have low interpersonal interaction in their jobs, those EI and job performance are not related to each other (Shutika Jadav & Zubin R. Mulla, 2010). Organisational justice would be there only where Emotional intelligence is high. Organisational justice would be in a form of courtesy, impartiality in terms of correct information is disseminated by the supervisors to workers (Annamaria Di Fabio & Letizia Palazzeschi, 2012). It has also been seen that Emotional intelligence has effect in an integration of environment as well as promotes the inner-directed cooperation. It is also concluded that relationship between emotional intelligence & job attitude by situational variables (Sun Kyu Lee, Doo- Yul Kim &

Eun- Gu Kang, 2013). Emotional Intelligence with its dimension to organizational entrepreneurship it has been seen improved emotional intelligence increase in organizational entrepreneurship (Azam Nakhaei, faride Hadvai, Mahdi Talebpour, Aboaldazal Farahani & Esmaeel Abbasnejad, 2013).There any relationship between

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emotional Intelligence and Job stress. Emotional intelligence and Job stress are inversely related to each other (Esmaeel Abbasnejad, Aboalfazl Farahani & Aazam Nakhaei, 2014).

3. CONCLUSION

Now with the previous researches, it has been seen emotional intelligence is very impactful from different dimensions. Whether we talk about well-being, Organizational growth helps in organizational change, deals with conflict and much more. This much of studies have been done but still, companies are dealing with the problem of organizational development.

Researchers give solutions but the problem is still same. So, it can be said that problem is with implementation part. Implementation should be strong. Emotional intelligent organisations can the revolutionary solution for organization development. Emotional intelligence can be a useful tool to help organisations in uplifting their own status.

REFERENCES PAPERS

1. Abbasnejad, E., Farahani, A., & Nakhaei, A. (2013). The relationship between time management and job stress in teachers of physical education and non-physical education. Advances in Environmental Biology, 1340-1348.

2. Bennis, W. (2003). The emotionally intelligent workplace: How to select for, measure, and improve emotional intelligence in individuals, groups, and organizations. C. Cherniss, & D. Goleman (Eds.). John Wiley & Sons.

3. Burger, D. H. (2007). The applicability of logotherapy as an organisation development intervention (Doctoral dissertation, UNIVERSITY OF JOHANNESBURG).

4. Cherniss, C. (2001). Emotional intelligence and organizational effectiveness. The emotionally intelligent workplace: How to select for, measure, and improve emotional intelligence in individuals, groups, and organizations, 27-44.

5. Di Fabio, A., & Palazzeschi, L. (2012). Organizational justice: Personality traits or emotional intelligence? An empirical study in an Italian hospital context.journal of employment counseling, 49(1), 31-42.

6. Dulewicz, V. (2000). Emotional intelligence: the key to future successful corporate leadership?. Journal of General Management, 25(3), 1-14.

7. Efkarpidis, A., Efkarpidis, P., & Zyga, S. (2012). A study of the emotional intelligence of employees at a District Hospital of Greece. International Journal,5(1), 36.

8. Godse, A. S., & Thingujam, N. S. (2010). Perceived emotional intelligence and conflict resolution styles among information technology professionals: testing the mediating role of personality. Singapore Management Review, 32(1), 69-83.

9. Grayson, R. (2013). Emotional intelligence: A summary.

10. Karatepe, Osman M. (2010) "Role Stress, Emotional Exhaustion, and Job Satisfaction in the Hotel Industry:

The Moderating Role of Supervisory Support," Hospitality Review: Vol. 28: Iss. 2, Article

11. Kumar, S. J., & Iyer, V. R. (2012). Emotional intelligence and quality of work-life among employees in the educational institutions. SIES Journal of Management, 8(2), 21.

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13. Lenaghan, J. A., Buda, R., & Eisner, A. B. (2007). An examination of the role of emotional intelligence in work and family conflict. Journal of Managerial Issues, 76-94.

14. Meyer, W. S., & Meyer, B. M. (2011, April). Organization Development: Yesterday, Today and Tomorrow.

In 2011 Student Research Conference Submission, University of Minnesota. Retrieved from: http://www.

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18. Perloff, R. (1997). Daniel Goleman’s Emotional intelligence: Why it can matter more than IQ.

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The International Journal of organizational Analysis, 2002 Vol. 10. No. 4

20. Schein, E. H. (2006). Organization Development: A Jossey-Bass Reader(Vol. 4). J. Gallos (Ed.). John Wiley &

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21. Srivastava, N., & Nair, S. K. (2010). Emotional intelligence & managerial effectiveness: Role of rational emotive behavior. Indian Journal of Industrial Relations, 313-327.

22. Talebpour, M. (2013). The Relationship Between Emotional Intelligence And Its Dimensions With Organizational Entrepreneurship. Advances in Environmental Biology, 7.

23. Theory, K. (2015). Understanding emotional intelligence. Occupational Health & Wellbeing, 67(12), 16.

24. Yadav, S. (2014). The Role of Emotional Intelligence in Organization Development. IUP Journal of Knowledge Management, 12(4), 49.

BOOKS

1. Emotional Intelligence 2010 MTD Training & Ventus Publishing ApS ISBN 978-87-7681-600-1 2. Gallos, J. V. (2006). Organization developmenta Jossey-Bass reader (No. 658.406 O7).

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3. Lewin, K. (1958). Readings in social psychology. NY: Holt, Rinehart and Winston.(17).

4. Perloff, R. (1997). Daniel Goleman’s Emotional intelligence: Why it can matter more than IQ.

5. The Emotionally Intelligent Workplace: How to Select For, Measure, and Improve Emotional Intelligence in Individuals, Groups and Organizations by Cary Cherniss, Daniel Goleman Understanding Emotional Intelligence People Skills Team FME.