Emotional intelligence By Nosiku Mukumano

1.0. Introduction

The concept of emotional intelligence has become the catch word of modern management theory and thought. While greater emphasis had been placed on the intelligence quotient by especially the trait theorists on its roles on leadership and management, modern and contemporary management theory has placed even greater emphasis on the emotional quotient. This emphasis has led to wide range of studies and debates on the question of the role of the EQ in the effectiveness and efficiency of leadership and management and it in essence affects the entire management process.

It is now more widely argued that emotional intelligence is the key for the success of modern day organisations and that it is rated above the IQ. This implies that a person with a higher EQ has better odds for success than one with a high IQ. It is argued that since organisations are made up of people as its building blocks, people determine the success or failure of organisation. And since people are emotional, and their emotions affects their work moral, attitudes and behaviours, emotional intelligence becomes key to driving organisations to success. Emotional intelligence is seen as that ability to stir, motivate and drive one’s self and others to success despite how they feel or what they are going through. It relates to the ability of an individual to understand and relate to emotions, be sensitive enough towards them and select a set of them as may be deemed necessary for any given task.

 The argument is that humans are emotional beings and have their highs and lows, bests and worsts and tend to fluctuate between success and failure in both small and great ways. And having a high EQ helps an individual notice these in themselves and in others as well as how best these can be dealt with, modified and utilised for success.

This essay therefore aims at discussing how the EQ affects management. In an effort to do so, this essay shall define and explain the EQ and other key concepts, relate its usage in management as well as outlining its measures, merits, demerits, and importance. Thereafter, the essay argues its effect on management process, management behaviour and management systems and its emergence in management, after which a summary and conclusion shall be drawn from the entire essay.

2.0.Conceptual Definitions

2.1.Emotional intelligence

As defined by Wikipedia (2012) Emotional intelligence refers to the ability to identify, assess, and control the emotions of oneself, others and or groups. Goleman defines emotional intelligence more broadly, including optimism, conscientiousness, motivation, empathy, and social competence.  Kendra (2010) defines it as the ability to perceive, control and evaluate emotions. Salovey and Mayer (1990) define it as “the subset of social intelligence that involves the ability to monitor ones’ own and others’ feelings and emotions, to discriminate among them and use this information to guide one’s thinking and actions.”

2.2.Emotional quotient

Emotional quotient (EQ) therefore refers to the measure of emotional intelligence (EI) in a much similar way as the intelligence Quotient (IQ) is used to measure cognitive intelligence. The theoretical crust is that success of a manager or leader is a product of more than just the IQ but more so of the emotions of the leader at work. The word “emotion” is derived from the Latin verb "emoverse" meaning "to stir up" or "to move." Emotions may arise from internal or external stimulants which enkindle some needed actions to survive in the given circumstances. Riaz (2001:1) notes that “The emotions have scientific elaboration. In the realm of memory, emotional events are laid down differently by a parallel memory system involving a brain area called the amygdala. Emotions appear to employ largely unconscious machinery. For example, brain areas involved in emotion will respond to angry faces that are briefly presented and then rapidly masked, even when subjects are unaware of having seen the face.” Emotions being therefore a brain process have objectivity to them and also dwelling in the realm of the unconscious, have a sense of stability and are measurable. Emotional quotient is in this light a measure of stability, control and manipulation of emotions to ensure effectiveness and efficiency in work processes and systems.

2.3.Management process, behaviour and systems

Management process is closely related to functions of management and refers to the entire functional roles of the manager in ensuring that there is a systematic utilisation of the human, financial and capital resources in the planning, implementation, monitoring and evaluation of organisational activities and work processes (Daft R, L 2009). The process of management involves integrating the functions of the manager in strategically ensuring that things are done.

Management behaviour refers to the objective attitudes, actions and reactions of the manager at work and emotions play a very critical role in the determination of the manager’s behaviour at work and during work. Management behaviour goes further to include the manager’s ability to understand, predict relate to the behaviours of others. While management systems will be used to refer to the management tools, interlinks (networks) and relations of management levels and management processes. Put simply, management systems are the interrelationships and interconnectivities and tools of the managers within a particular organisation.

3.0. Measuring and understanding the EQ  

In measuring the EQ, it is noted that many models have been adopted and designed and these include the Boston EQ measure, Emotional Quotient Inventory, Work Personality Index, and many others. All the EQ measures are however built around theoretical models and frameworks which provide the criteria for analysis and measurement.

Goleman in 1998 produced a framework for measuring and understanding emotional intelligence/identifying the EQ as consisting five key elements which include:

1.      Self-awareness-understanding one’s self, emotions, strengths, weaknesses and appearance to others

2.      Self-regulation-the ability to control one’s emotional impulses, actions and reactions and bring the emotional side under subjection of the logic and analytical though process of decision making.

3.      Motivation- the will and drive to move forward in the face of setbacks, negative emotions and still remain focused for success.

4.      Empathy- the ability to not only read other people’s emotions but relate to those emotions, understands them, and utilise them for success. Being able to put one’s self in the shoes of others and see things from their own perspective or view point.

5.      Social skills – the ability of an individual to interact, communicate and relate with others in much the same way every time despite their emotional state at that particular time.

Higgs and Dulewics identify seven elements of measuring emotional intelligence which vester categorises into three broad categories which include:

1.      Drives-motivation and decisiveness- these refers to the committed focus, the energisers that drive people to aim high and stir them to reach those high goals. Here, emotional intelligence demands that one still remain energised, committed, focused, and stirred to success and high goal setting and attainment dispite their emotional state.

2.      Constrainers-Conscientiousness and integrity and emotional resilience- these acts as controllers of the drives in their excesses especially when the drives are too high, undirected or misdirected.

3.      Enablers- sensitivity, influence and self-awareness-these help the individuals to succeed, they help in building performance, relations and networks. They are seen as the process relevant traits which facilitate success.

4.0. Merits and Demerit of the EQ

The use of EQ though modern has been saliently debated upon for years in management theory. As also noted by Riaz (2000)The concept the EQ though old got familiarity with the publication of book titled 'Emotional Intelligence' by Daniel Goleman's in 1995. However, the first use of the term "Emotional Intelligence" is usually attributed to Wayne Payne's doctoral thesis, A study of emotion: Developing emotional intelligence from 1985.

She argues that “If we go into the background history, we find that early Emotional Intelligence theory was originally developed during the 1970's and 80's by the work and writings of psychologists Howard Gardner, Peter Salovey and John Mayer” (ibid p.1,2). Furthermore, she reveals that “Emotional Intelligence is increasingly relevant to organizational development and developing people, because the EQ principles provide a new way to understand and assess people's behaviours, management styles, attitudes, interpersonal skills, and potentials. Emotional Intelligence is an important consideration in human resources planning, job profiling, recruitment interviewing and selection, management development, customer relations, customer service, and much more” (opcit p. 2).

The relevance and importance of EQs con therefore not be over emphasized as they reflect the line between very successful and less successful managers. In “Working with Emotional Intelligence,” Goleman (1998) suggests that the most important factor that distinguishes effective leaders is not their IQ but their EQ. Viriyavidhayavongs and Jiamsuchon (2006) state that the recognition of the importance of EQ has grown as relationships and communication have come to be seen as core components of organizations, along with intelligence and technical skills. This has also led to an investigation of the nature of EQ. Viriyavidhayavongs and Jiamsuchon (2006) further maintain that Goleman has demonstrated that emotional intelligence is the single most important factor for personal adjustment, success in relationships, and in job performance. They report that whereas IQ accounts for 20 percent of success on the job, EQ was shown to account for 80%. With emotional intelligence, a manager can restrain anger, self-doubt, and other negative feelings and focus on positive emotions such as confidence and congeniality. They emphasise that whereas IQ is relatively fixed, EQ can be learned, improved, trained, and matured. As EQ grows, managers are transformed into leaders and their efficiency is heightened. When this is accomplished managers gain in interpersonal skills and develop as insightful persons. Vebsar (2012) argues that emotional intelligence allows people to maintain relationships and keep actions in control. Furthermore, they allow for motivation even amid adverse situations and highly stressful times, reduces conflicts and enhanced self-image.

The use of the EQ is however not as flawless as may be seen at face value as it is argued to luck the kind of objectivity which the IQ has. There has been a tendency of the same individual scoring two slightly different EQs within a short period of time. And the fact that it measures emotional intelligence which has in it aspects of subjectivity makes many firms shun its use. The stability of the EQ is still a matter of great concern amid many scholar and practitioners as many argue that it is inborn hence cannot be changed while many more argue that it can be changed, improved and developed and that it matures with age and experience.

The EQ is also argued as a mere replication of the intelligence quotient as it labours to give and measure the emotional quotient like the intelligence quotient.

5.0. The EQ and its Effects on management

5.1. Why the EQ in Management?

 Many reasons have been forwarded on the EQ’s importance to management and the need of this in management and these include, as summed up by Chapman:

1.      Changing nature of work: flatter structures, fewer tiers of management, greater responsibility. The greater responsibilities may tend to be emotional, greater levels of supervision may demand for more realistic expectations and greater empathy as well as emotional management, and understanding

2.      The increasing complexity of work, work processes and their management: impact of technology and reshaping of jobs.

3.      Rise in competition: shorter product life-cycles and more demanding customers

4.      Globalisation of markets: organisations now need to think global, yet act local

5.      Rapid pace of change: change is now a constant feature of organisational life

6.      Rising stress levels

7.       Emergence of the self-managed career: no more jobs for life

8.       Recognition of the need to maximise individual performance: not just know how and the ability to do, but know how you feel about what you know and do

5.2. The EQ and the management function

The functions of management include, planning, coordinating, organising, leading and stuffing. These functions demand for great objectivity in their execution implying less and less of subjective emotions in the work process and in the workplace hence the need for a higher EQ.

If in the process of planning, organising, leading, staffing and coordinating negative emotions are given room which may include frustrations, fear of failure, anger and general demotivation then the efficiency and effectiveness of the plans, leadership, organising, staffing, leading and coordinating will be compromised,. The need thus for emotional maturity, stability and objectivity is an essential imperative which is attainable by developing a high EQ score. It is also not only what the manager does (functions of management), but the way he/she does it (the process) and how he does it(the means) and why he does it(the motive). While function of management requires the IQ the how it is done, why it is done, and the ways of doing it requires the EQ since the manager, and all his subordinates, are emotional beings whose emotions may easily interfere with their work and functions and the manager must be aware of that fact.

5.3. The EQ and the management process

In practice, managers accomplish organizational goals through the process of defining goals, organizing structures, motivating employees, and monitoring performance and outcomes. These are called management processes. These processes are very important if effectiveness is to be attained hence the value of the EQ. The management process requires a complete cycle of every activity in terms of its planning, implementation, monitoring and evaluation. Every stage and step has its requirements and demands and often times tend to be rather stressful and emotional. The success or failure of one management activity at any point of the process determines the emotional responses of the next stage, attitudes towards it behaviour in relation to it and actions towards it.

5.4. The EQ and management behaviour

In performing the management processes a manager often takes on several different roles which relate to behaviour. These roles were described by Henry Mintzberg and include interpersonal roles, informational roles, and decisional roles. Interpersonal roles are ways in which a manager works and communicates with others. In order to fill these roles effectively managers use skills that allow them to translate knowledge into action. Robert Katz describes three different sets of skills that managers use, including technical, human, and conceptual skills. These skills require having a good understanding of the organization as a whole and understanding how its interrelated parts work together which further demands for emotional intelligence undoubtedly. Since management behaviour influences work behaviour and determines work responses and moral the manager’s success is largely dependent on his relations at work and his behaviours at work. In relation to behaviour therefore, the manager must apply emotional intelligence in: Explaining personal, individual and group behaviour; Predicting emotional and behavioural responses; Controlling behaviour at personal, group, individual or organisational level

6.0.Summary

The emotional quotient essentially measures emotional intelligence which is now a fast emerging field of study on organisational and management studies as more and more studies link emotional intelligence greater quality of life, individual accomplishments and organisational success and well-being. The age of the reign of the stable IQ is fast fading as the adjustable EQ begins to take root. The EQ conceptually, as also noted by Chapman can be seen the measure to a learned ability to perceive, understand and express our feelings accurately and to control our emotions so that they work for us, not against us. In other words it is about:

·         Knowing how you and others feel and what to do about it

·         Knowing what feels good and what feels bad and how to get from bad to good

·         Possessing emotional awareness, sensitivity and the management skills that will help us to maximise our long-term happiness and survival

Though a seemingly new concept, EQ/EI is vital in modern day organisations in relation to management to the extent that:

·         Management processes and functions require proper people management who are at the core of these activities and since they are emotional beings, a high EQ helps the manager, assess, understand, manage and relate properly his or her own emotions as well as that of others

·         Management and organisation behaviour calls for a thorough understanding of the individual and group dynamics of attitudes, personalities and characters as well as general behaviour all of which call for emotion intelligence.

·          Factors of organisational climate and environment call for greater care of people and a new kind of people management and these includes ;Changing nature of work, increasing complexity of work, work processes and their management, impact of technology and reshaping of jobs, Rise in competition, Globalisation of markets, Rapid pace of change, Rising stress levels, Emergence of the self-managed career, need to maximise individual performance.

Though so widely celebrated, EQ measure has met its own critiques and these argue that why it is anchored upon a sound theoretical model, it has no clear measurement criteria yet and may never really have due to the splitting opinions scholars and theorists on the same. The EQ is demerited further by the argument that it aims to merely replicate the IQ but give different results based on different IQ tests available. The EQ, though highly rated cannot really substitute the use of the IQ which basically gives a person great professional qualifications which goes beyond people management to resource, financial and general organisation management. Knowing thus how to handle people is one thing, knowing what to do in undertaking the management function, process and behaviour is another. While the former call for a high EQ the latter calls for a high IQ hence the need of both.

While there are many EQ measures available, the most prominent include the BarOn Emotional Quotient Inventory (Bar-On EQi), the Boston EQ measure, Emotional Quotient Inventory and Work Personality Index. Of these the most widely used is said to be the boston EQ measure which is rather simplistic and easy to use. The most credited of the all is said to be The Bar-On EQ-I which has fifteen scales that can be divided into five larger groupings. The areas assessed are emotional self-awareness, assertiveness, self-regard, self-actualization, independence, empathy, interpersonal relationship, social responsibility, problem solving, reality testing, flexibility, stress tolerance, impulse control, happiness, and optimism. The Bar-On EQ-i is said to have the greatest body of scientific data suggesting it to be an accurate and reliable means of assessing emotional intelligence (Centre for Creative Leadership 2001). The emotional quotient inventory however is the most popular EQ test measure as it is a more comprehensive measure of EQ. other measures include: The Emotional Competence Inventory (ECI), The Emotional Intelligence Questionnaire (EIQ), The Emotional Intelligence Individual Diagnostic Questionnaire, and Simmons EQ Profile.

7.0. Conclusion

Much has been written and argued with regards to the EQ and its impact on management and one fact that cannot be ignored is the value of the EQ measure on management’s effectiveness  and success. Research indicates that there is a very strong correlation between

1.      successful management and high EQ( Goleman 1995)

2.      Greater income, sales and monetary returns with a high EQ(www.eiconsortium.org)

3.      Stress levels and EQ scores such that  those high on EI experienced less stress, enjoyed better health, demonstrated higher levels of morale and performance, and reported a better quality of life (UMIST, 2001)

4.      High EQ scores and promotions at work(Fenman 2005)

5.      High EQ and low law suits such that managers and professionals with higher EQs get lesser law suits (Fenman 2005)

Though the correlation exists, there is currently no universal consensus with regards to the measure of emotional intelligence hence the need to create one precise measure of emotional intelligence to have a precise and universal EQ.

The importance of the EQ given the above research results and discussions cannot be underscored as it draws the line between success and failure at every level. The successful manager therefore must develop keen interest in the understanding, development and use of emotional intelligence for themselves and their subordinates. Given therefore the dependence of organisation behaviour, management processes, functions and systems, on the EQ it still remains imperative that the EQ of managers and there subordinates is highly developed.

8.0. Bibliography

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Centre for Creative Leadership(CCL), (2001) Emotional intelligence, Ensboro  NC: CCL.

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