THE BHAWANIPUR EDUCATION SOCIETY COLLEGE

BBA SEMESTER VI 2021-22

Project Report
(Submitted for the Degree of Bachelor of Business Administration under the University
of Calcutta)

Emotional Intelligence at Workplace

Submitted by

Name of the Candidate: Nidhi Shaw

Registration No.: 017-1211-3762-19
Name of the College: The Bhawanipur Education Society College
College Roll No.: 14

Supervised by
Name of the Supervisor: Professor Paridhi Agarwal
Name of the College: The Bhawanipur Education Society College

Month & Year of Submission

MAY,2022

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 ACKNOWLEDGEMENT

It is a matter of great pleasure to present this project on

“Emotional Intelligence at Workplace”

I take this opportunity to thanks our respected Director General Sir PROF SUMAN
KUMAR MUKHERJEE for giving me an opportunity to work on this field.
I am eagerly grateful to our Head of the Department PROF TRIDIB SENGUPTA
without whom this project would not have been successful one.
I am very thankful to my Supervisor PROF PARIDHI AGARWAL for her full
support in completing this project work.

Finally, I am gratefully acknowledging the support of my family/friends SOMYAJIT

PALIT who had given me full support and co-operated with me to carry out these
research work and help with me for the project work.

Name of Student

Nidhi Shaw

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 THE BHAWANIPUR EDUCATION SOCIETY COLLEGE
BBA SEMESTER IV 2020-21

Supervisor’s Certificate

This is to certify that Mr./Ms ................................................................. a student of

Bachelor of Business Administration
of........................................................................................... (Name of the College) under the
University of Calcutta has worked under my supervision and guidance for his/her Project
Work and prepared a Project Report with the
title ...............................................................................................................................................
.........
Which he/she is submitting, is his/her genuine and original work to the best of my
knowledge.

Signature
Place: Name:
Date: Designation:
Name of the College:

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THE BHAWANIPUR EDUCATION SOCIETY COLLEGE
BBA SEMESTER IV 2020-21

Student’s Declaration

I hereby declare that the Project Work with the title (in block letters) EMOTIONAL

INTELLIGENCE AT WORKPLACE Submitted by me for the partial fulfilment of the

degree of Bachelor of Business Administration under the University of Calcutta is my
original work and has not been submitted earlier to any other University /Institution for
the fulfilment of the requirement for any course of study.

I also declare that no chapter of this manuscript in whole or in part has been incorporated
in this report from any earlier work done by others or by me. However, extracts of any
literature which has been used for this report has been duly acknowledged providing
details of such literature in the references.

Signature: Nidhi Shaw

Name: NIDHI SHAW
Address: 53, R.N, SARKHEL SCHOOL ROAD, KOLKATA, 700063
Registration No.: 017-1211-3762-19

Place: KOLKATA
Date:

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Sl. Content Page
No. No.
1. Chapter 1- Introduction 08-15
1. What Is Emotional Intelligence 08-09
10-11
2. Components Of Emotional Intelligence
12-13
3. Literature Review
14
4. Objectives Of the Study 15
5. Research Methodology

2. Chapter 2 - Data Analysis and Findings 16-40

1. Emotional Intelligence Models 16-20
20
2. How Emotional Intelligence Helps in Success
21-22
3. Importance Of EQ In an Organization 23

4. Emotional Intelligence and Work Attitudes 24

25-28
5. Benefits Of Emotional Intelligence in The Workplace
29-30
6. Improving Emotional Intelligence at Workplace 30

7. Ways To Promote Emotional Intelligence in Leaders 31-32

33-40
8. Ways Of Improving Emotional Intelligence

3. Chapter 3 - Conclusion and 41-42

Recommendations

4. Bibliography 43

TABLE OF CONTENTS

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 Emotional
Intelligence at
Workplace

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ABSTRACT
Emotional intelligence (otherwise known as emotional quotient or EQ) is the ability to
understand, use, and manage your own emotions in positive ways to relieve stress,
communicate effectively, empathize with others, overcome challenges and defuse
conflict.
Emotional intelligence is perceived as the individual’s ability to recognize and
understand one’s emotions and skills that he utilizes in order to manage his relationships with
himself and others. The purpose of this research paper is to understand emotional intelligence
at the workplace, at the workplace, there are number of job duties that individuals are
required to perform, they are required to maintain adequate terms and relationships with the
people around, that may include their superiors, colleagues and subordinates. Besides these,
job duties require a person to interact with other people to a great extent and for this they
have to analyse the situations as well as the viewpoints of others and have to develop
emotional intelligence. Academic skills and technical proficiency are not enough to achieve
success in one’s job duties, but it is imperative for a person to exercise self-management,
self-
control and effective interpersonal relationships that would contribute in achieving the
desired goals and objectives. Well-developed emotional intelligence also enables managers
and leaders to implement effective leadership skills on their subordinates to encourage them
to give their best performance
Emotional intelligence is perceived as the individual’s ability to recognize and
understand one’s emotions and skills that he utilizes in order to manage his relationships with
himself and others. The purpose of this research paper is to understand emotional intelligence
at the workplace, at the workplace, there are number of job duties that individuals are
required to perform, they are required to maintain adequate terms and relationships with the
people around, that may include their superiors, colleagues and subordinates. Besides these,
job duties require a person to interact with other people to a great extent and for this they
have to analyse the situations as well as the viewpoints of others and have to develop
emotional intelligence. Academic skills and technical proficiency are not enough to achieve
success in one’s job duties, but it is imperative for a person to exercise self-management,
self-
control and effective interpersonal relationships that would contribute in achieving the
desired goals and objectives. Well-developed emotional intelligence also enables managers
and leaders to implement effective leadership skills on their subordinates to encourage them
to give their best performance
Emotional intelligence is perceived as the individual’s ability to recognize and
understand one’s emotions and skills that he utilizes in order to manage his relationships with
himself and others. The purpose of this research paper is to understand emotional intelligence
at the workplace, at the workplace, there are number of job duties that individuals are
required to perform, they are required to maintain adequate terms and relationships with the
people around, that may include their superiors, colleagues and subordinates. Besides these,

7|Page
job duties require a person to interact with other people to a great extent and for this they
have to analyse the situations as well as the viewpoints of others and have to develop
emotional intelligence. Academic skills and technical proficiency are not enough to achieve
success in one’s job duties, but it is imperative for a person to exercise self-management,
self-
control and effective interpersonal relationships that would contribute in achieving the
desired goals and objectives. Well-developed emotional intelligence also enables managers
and leaders to implement effective leadership skills on their subordinates to encourage them
to give their best performance
Emotional intelligence is perceived as the individual’s ability to recognize and
understand one’s emotions and skills that he utilizes in order to manage his relationships with
himself and others. The purpose of this research paper is to understand emotional intelligence
at the workplace, at the workplace, there are number of job duties that individuals are
required to perform, they are required to maintain adequate terms and relationships with the
people around, that may include their superiors, colleagues and subordinates. Besides these,
job duties require a person to interact with other people to a great extent and for this they
have to analyse the situations as well as the viewpoints of others and have to develop
emotional intelligence. Academic skills and technical proficiency are not enough to achieve
success in one’s job duties, but it is imperative for a person to exercise self-management,
self-
control and effective interpersonal relationships that would contribute in achieving the
desired goals and objectives. Well-developed emotional intelligence also enables managers
and leaders to implement effective leadership skills on their subordinates to encourage them
to give their best performance
Emotional intelligence is perceived as the individual’s ability to recognize and
understand one’s emotions and skills that he utilizes in order to manage his relationships with
himself and others. The purpose of this research paper is to understand emotional intelligence
at the workplace, at the workplace, there are number of job duties that individuals are
required to perform, they are required to maintain adequate terms and relationships with the
people around, that may include their superiors, colleagues and subordinates. Besides these,
job duties require a person to interact with other people to a great extent and for this they
have to analyse the situations as well as the viewpoints of others and have to develop
emotional intelligence. Academic skills and technical proficiency are not enough to achieve
success in one’s job duties, but it is imperative for a person to exercise self-management,
self-
control and effective interpersonal relationships that would contribute in achieving the
desired goals and objectives. Well-developed emotional intelligence also enables managers
and leaders to implement effective leadership skills on their subordinates to encourage them
to give their best performance
Emotional intelligence is perceived as the individual’s ability to recognize and
understand one’s emotions and skills that he utilizes in order to manage his relationships with
himself and others. The purpose of this research paper is to understand emotional intelligence
at the workplace, at the workplace, there are number of job duties that individuals are
required to perform, they are required to maintain adequate terms and relationships with the

8|Page
people around, that may include their superiors, colleagues and subordinates. Besides these,
job duties require a person to interact with other people to a great extent and for this they
have to analyse the situations as well as the viewpoints of others and have to develop
emotional intelligence. Academic skills and technical proficiency are not enough to achieve
success in one’s job duties, but it is imperative for a person to exercise self-management,
self-
control and effective interpersonal relationships that would contribute in achieving the
desired goals and objectives. Well-developed emotional intelligence also enables managers
and leaders to implement effective leadership skills on their subordinates to encourage them
to give their best performance
Emotional intelligence is perceived as the individual’s ability to recognize and understand
one’s emotional and skills that he utilizes in order to manage his relationships with himself
and others. The purpose of this research paper is to understand emotional intelligence at
workplace, there are number of jobs duties that individuals are required to perform, they are
required to maintain adequate terms and relationships with the people around, that may
include their superiors, colleagues and subordinates. Besides these job duties require a person
to interact with other people to a great extent and for this they have to analyze the situations
as well as the viewpoints of others and have to develop emotional intelligence. Academic
skills and technical proficiency are not enough to achieve success in one’s job duties, but it is
imperative for a person to exercise self-management, self-control and effective interpersonal
relationships that would contribute in achieving the desired goals and objectives. Well-
developed emotional intelligence also enables managers and leaders to implement effective
leadership skills on their subordinates to encourage them to give their best performance. In
this research paper the main area that have been taken into account are emotional and social
effectiveness and measuring emotional intelligence significance of emotional intelligence at
the workplace, models of emotional intelligence and leadership functions. The concept of
emotional intelligence contributes in the development of the skills and abilities of the
individuals in a wide-ranging manner that they would certainly be able to sufficiently render
an operative contribution at the workplace.

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Chapter:1 Introduction
What is emotional intelligence?
Emotional intelligence refers to how thinking about emotion and integrating emotion into
cognitive processes both facilitate and enhance reasoning (Mayer and Salovey, 1997; Salovey
and Mayer, 1990). Emotional intelligence theory emerged from research on intelligence and
on emotion which, until the late 1980s, were two relatively divergent areas of inquiry. Similar
to conceptualizations of intelligence, EI involves the capacity to engage in abstract reasoning,
but about emotions in particular. Emotions convey regular signals and meanings about the
status of individuals’ relationships between themselves and their physical and social
environment (e.g., Ekman, 1973; Lazarus, 1991). For example, anger signifies that someone
or something is blocking one’s goal, and fear signifies that someone or something in the
environment poses a threat. Thus, recognizing and understanding emotions in the self and in
others can influence behaviour and decision making in adaptive ways. Further, emotions can
facilitate or impede different types of thought processes.
emotional intelligence has its roots in the work of Darwin, who has posited that
emotional expression is essential for survival. It is a new subject of the study, but it is vital to
understand the actual meaning of emotional intelligence
emotional intelligence has its roots in the work of Darwin, who has posited that
emotional expression is essential for survival. It is a new subject of the study, but it is vital to
understand the actual meaning of emotional intelligence
emotional intelligence has its roots in the work of Darwin, who has posited that
emotional expression is essential for survival. It is a new subject of the study, but it is vital to
understand the actual meaning of emotional intelligence
Emotional intelligence has its roots in the work of Darwin, who has posited that emotional
expression is essential for survival. It is a new subject of the study, but it is vital to
understand the actual meaning of emotional intelligence. There are individuals who have a
high level of emotional intelligence and they are able to understand the physical, mental and
social impact that negative emotions have upon the body, mind and relationships and the
abilities of the person to achieve the desired aims and objectives. When an individual has a
goal or an objective to achieve, when his family members and with the outside worlds, then
he has to moderate his emotions in such a manner, that their emotions support the activities
and enhance the quality of life. (Emotional Intelligence,2010).
Emotional intelligence involves a combination of competencies, which allow a person to be
aware of, to understand and to be in control of his own emotions. It is important to recognize
and understand the emotions of others and to make use of knowledge and skills to foster their
success as well as the success of others. Individuals with a highly developed emotional
intelligence are more successful at their workplace, the main reason being that they are able
to understand their emotions and the reasons behind their conduct and behavioral traits.
Emotional intelligence is “the subset of social intelligence that involves the ability to monitor

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one’s own and others’ feelings and emotions to discriminate among them and to use this
information to guide one’s thinking and actions” (Peter Salovey and John D. Mayer,1940)
Many companies are today seeing ways to boost their competitive advantage in an
increasingly hostile environment. With the uncertainty of the economic climate coupled with
increased global competition, businesses need manageable solutions that will positively
impact the bottom-line. One solution which has been proven to pay substantial dividends, but
which has been traditionally been overlooked in many organizations, is the development of
Emotional Intelligence of its workforce.
Emotional Intelligence is the concept of “social intelligence” as the ability to get along with
other people. Also, a school of thought suggests that Emotional Intelligence as an affective
component which is essential to success of life. (David Wechsler, 1940). Many Human
Resource Management have also stated that one can build emotional strength depending upon
the situation in which he is. (Abraham Maslow, 1950).

Five Components of Emotional Intelligence

at Workplace:

Psychologist Daniel Goleman is known for developing the five components of emotional
intelligence at work in the 1990s. The following are those components, along with examples
of how they are used in the workplace:

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 1. Self-awareness
The ability to recognize and understand your own emotions, is a critical part of emotional
intelligence. Beyond just recognizing your emotions, however, is being aware of the effect of
your actions, moods, and emotions on other people. To become self-aware, you must be
capable of monitoring your own emotions, recognizing different emotional reactions, and
then correctly identifying each particular emotion. Self-aware individuals also recognize the
relationships between the things they feel and how they behave.

2. Self-regulation
The ability to regulate and manage your emotions, which is not to say you are putting
emotions on lockdown and hiding your true feelings. It simply means waiting for the right
time and place to express them. Self-regulation is all about expressing your
emotions appropriately.  Those who are skilled in self-regulation tend to be flexible and adapt
well to change. They are also good at managing conflict and diffusing tense or difficult
situations.

3. Motivation
Motivation is the urge and desire to do something, and it relates to emotional intelligence
because your desires can promote different feelings toward something. For example, having a
desire to complete all your daily tasks successfully might be displayed as intrinsic motivation
to your employer — and a way of fulfilling your own inner needs and goals.

4. Empathy
Being empathetic – or having the ability to understand how others are feeling – is absolutely
crucial to emotional intelligence. But it involves more than just being able to recognize the
emotional states of others. It also involves your responses to people based on this
information. When you sense that someone is feeling bad, depressed or disheartened, how do
you respond? You might treat them with extra care and concern, or you might make an effort
to lift their spirits.

5. Social skills
Being able to interact well with others is another important aspect of emotional intelligence.
True emotional understanding involves more than just consideration of your own emotions
and those of others. You also need to be able to put this information to work in your daily
interactions and communications. In professional settings, managers benefit by being able to
build relationships and connections with employees. Workers benefit from being able to

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develop a strong rapport with leaders and co-workers. Important social skills include active
listening, verbal communication skills, nonverbal communication skills, leadership, and
persuasiveness.

Why Emotional Intelligence is important at workplace?

Emotional intelligence is important at work so you can perceive, reason with,
understand and manage the emotions of yourself and others. Being able to
handle emotions gives you the ability to guide and help people, and it can help
you be happier and more successful.
A few reasons why emotional intelligence is important in the workplace include
helping you to:
 Understand non-verbal communication: You have the chance to fix a
situation before it becomes a problem. For example, if you notice a co-
worker displaying some nonverbal signs of sadness, you might take them
aside to offer empathy.
 Be self-aware of personal emotions: You can use this skill to adjust
your behaviour before it becomes an issue for a client or co-worker. For
example, if you know you had a rough night, you might attempt to
change your behaviour the following workday by shifting your focus
toward more positive feelings.
 Improve efficiencies: When you are empathetic and understanding of
others’ emotions, you can make decisions with ease and complete tasks
more efficiently.
 Further your career: Emotional intelligence and leadership skills go
hand in hand. Actively displaying abilities such as patience, active
listening, positivity and empathy can help you advance to a leadership
role or earn a title promotion or raise.
 Encourage others to develop strong interpersonal skills: Emotions are
contagious, and displaying explicit motivation, empathy, responsibility
and teamwork could encourage your team to follow along.

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Literature Review
Emotional Intelligence (EQ) has emerged as a key differentiator between high performance
and average or low performance. Research has shown that EQ skills result in improved
leadership, better recruiting and higher sales. There are a variety of studies done in the area of
Emotional Intelligence. Intelligence quotients (I.Q.’s) were developed and used during the
initial part of the 20th century as measures of intelligence.
French psychologist Alfred Binet pioneered the modern intelligence testing movement in
developing a measure of mental age in children, a chronological age that typically
corresponds to a given level of performance (Myers, 1998). More modern studies linked a
person’s I.Q. with their potential for success in general (Weschler, 1958) as well as with
elements such as leadership success (Lord, DeVader, & Alliger, 1986). However, the validity
of the general academic measure of I.Q. was soon challenged on the grounds that it did not
consider situational factors such as environment or cultural setting when predicting
achievement (Riggio, Murphy, &Pirozzolo, 2002). Theorists began to hypothesize that
perhaps cognitive intelligence as measured by I.Q. tests did not encompass intelligence in its
entirety, but that perhaps several types of intelligences could coincide within one person.
Early theorists such as Thorndike and Gardner paved the way for the current experts in the
field of emotional intelligence.
Each theoretical paradigm conceptualizes emotional intelligence from one of two
perspectives: ability or mixed model. Ability models regard emotional intelligence as a pure
form of mental ability and thus as a pure intelligence. In contrast, mixed models of emotional
intelligence combine mental ability with personality characteristics such as optimism and
well-being (Mayer, 1999). Currently, the only ability model of emotional intelligence is that
proposed by John Mayer and Peter Salovey. Reuven Bar-On has put forth a model based
within the context of personality theory, emphasizing the co-dependence of the ability aspects
of emotional intelligence with personality traits and their application to personal wellbeing.
In contrast, Daniel Goleman proposed a mixed model in terms of performance, integrating
an individual’s abilities and personality and applying their corresponding effects on
performance in the workplace (Goleman, 2001).

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Perlovsky (2006); Akgun et al., (2007) emotions are considered as one of the firm
competencies apart from knowledge, dexterity, beliefs and routines used for demonstrating
both expressive communication and inner feelings of love, hate, desire, sadness and aversion.
Mayer and Salovey (1990, 1995); Cote and Miners (2006) added to the definition by
linking emotions with intelligence of person. The concept of EI has its foundation from the
time as early as late 1930s, when the concept of non-intellective intelligence came into light.
EI has its root in the concept of ‘social intelligence’ as identified by Thorndike (1920) and
explained as an ability to comprehend, manage and act prudently in human relations.
Goleman (1998, 2001); Bar-On (2000) elaborated the term EI as the ability to realise one’s
own feelings and then regulate them appropriately. They also stated that EI helps in
understanding and managing emotions of others in order to accomplish organizational needs
effectively.
Further, Orme (2003), elaborated EI as the proficiency of understanding emotions of one-
self and others and then, taking favourable actions accordingly.
In today’s uncertain and dynamic work environment, job satisfaction, leadership, employee
performance and organizational commitment are associated with emotional health of
employees. Therefore, according to Daus and Ashkanasy (2005), EI acts as main analyst for
managing employees’ emotions and social skills. This is possible through self-consciousness
that inbuilt potential to perceive strengths, emotions, worth and capabilities. Mayer and
Salovey (1997) defined EI as “ability to perceive, appraise, express, understand and regulate
emotions.”

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Objective of the study
 To study the methods of application of emotional intelligence at
workplace.
 To study the impact of EI in the organizations and how EI can
be improved in individuals as well as teams.
 To study the benefits organizations are observing by developing
emotional intelligence.

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 RESEARCH METHODOLOGY

Secondary Data: This study aims in comparing different models of Emotional

Intelligence by studying the various variables of Emotional Intelligence which impacts
the behavior of the employee in an organization and the analysis would be done
considering the practices of various companies that can be used by leaders of the
companies to manage the EI of their employees. The project has been made on the basis
of secondary data. Data collected in the past or from other parties. It refers to the data
that was collected by someone other than the user. It is done with the help of the other
bodies.

Source of Data- Secondary Data has been used for the preparation of the project which
have been taken from websites, journals and company report.

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Chapter 2: Data Analysis and
Interpretation
Emotional Intelligence Models
There have been several models that have put forth the efforts in order to completely describe
and define emotional intelligence. (Emotional Intelligence, 2010).
The three major models of EI
 Goleman’s EI performance model
 Bar-On’s EI competencies model, and
 Mayer, Salovey, and Caruso’s EI ability model

Goleman’s EI performance model

Dr.Goleman asserted that “The criteria for success at work are changing. We are being
judged by a new yardstick: not just by how smart we are, or by our training and expertise,
but also by how well handle ourselves and each other. This yardstick is increasingly applied
in choosing who will be hired and who will not, who will be let go and who retained, who
passed over and who promoted…” Goleman’s definition of emotional intelligence proposes
four broad domains of EQ which consist of 19 competencies:

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 Self-Awareness Social Awareness

Self-Confidence Empathy
Emotional Organizational
Self-Awareness Awareness
Accurate Service Orientation
Self-Assessment
Self-Management Relationship Management

Self-Control Influence
Trustworthiness Inspirational Leadership
Conscientiousness Developing Others
Adaptability Influence
Achievement Building Bonds
Drive to Succeed Teamwork & Collaboration
Initiative

Self-Awareness
• Emotional self-awareness: Reading one’s own emotions and recognizing their impact
• Accurate self-assessment; knowing one’s strengths and limits
• Self-confidence; a sound sense of one’s self-worth and capabilities

Self-Management
• Emotional self-control: Keeping disruptive emotions and impulses under control
• Transparency: Displaying honesty and integrity; trustworthiness
• Adaptability: Flexibility in adapting to changing situations or overcoming obstacles
• Achievement: The drive to improve performance to meet inner standards of excellence
• Initiative: Readiness to act and seize opportunities
• Optimism: Seeing the upside in events

Social Awareness
• Empathy: Sensing others’ emotions, understanding their perspective, and taking active
interest in their concerns
• Organizational awareness: Reading the currents, decision networks, and politics at the
organizational level
• Service: Recognizing and meeting follower, client, or customer needs

Relationship Management

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• Inspirational leadership: Guiding and motivating with a compelling vision
• Influence: Wielding a range of tactics for persuasion
• Developing others: Bolstering others’ abilities through feedback and guidance
• Change catalyst: Initiating, managing, and leading in a new direction
• Conflict management: Resolving disagreements
• Building bonds: Cultivating and maintaining a web of relationships
• Teamwork and collaboration: Cooperation and team building
There is general agreement that the factors that Goleman and his colleagues have identified
are indeed emerging as a key element of workplace success. This is because the way that
most organizations work has changed in the last 20 years. There are now fewer levels of
management than there were and management styles tend to be less autocratic. In addition,
the move towards more knowledge based, team working and customer focused jobs means
that individuals generally have more autonomy, even at fairly low levels within
organizations.

Bar-On’s EI Competencies Model

Bar-On put forward the suggestion that EI is a system of interconnected behaviour that arises
from emotional and social competencies. He argues that these competencies have an
influence on performance and behaviour.
Bar - On’s model of EI consists of five scales: self-perception, self-expression,
interpersonal, decision-making, and stress management.  The Bar-On model is considered
a “mixed model” of Emotional Intelligence and is quite well known.

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 Bar-On model looks at five core factors and fifteen sub components:
1. Intrapersonal - relates to self-awareness and self-expression, governing our ability to
be aware of our emotions and ourselves in general, to understand our strengths and
weaknesses, and to express our feelings and ourselves non-destructively. It consists of sub
factors including self-regard, emotional self-awareness, assertiveness, independence and self-
actualisation.

2. Interpersonal - relates to our ability to be aware of others’ feelings, concerns and

needs, and to be able to establish and maintain cooperative, constructive and mutually
satisfying relationships. It consists of sub factors including empathy, social responsibility and
interpersonal relationships.

3. Stress Management - relates to emotional management and controlling our ability to

deal with emotions so that they work for us and not against us. It consists of sub factors
including stress, tolerance, and impulse control.

4. Adaptability - relates primarily to change management i.e., how we cope with and
adapt to personal and interpersonal change as well as change in our immediate environment.
It consists of sub factors including reality testing, flexibility, and problem solving.

5. General Mood - relates to our level of self-motivation. It consists of sub factors

including optimism and happiness.

THE ABILITY MODEL OF EI

The Ability Model of EI proposed by Salovey and Mayer includes four relatively distinct emotion-
related abilities:

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 Four branch model of Emotional Intelligence, (Mayer and Salovey’s (1997)

Perceiving Emotion. Perceiving emotion involves identifying and differentiating

emotions in one’s physical states (including bodily expressions), feelings, and thoughts, and
in the behavioural expressions of others (such as facial expressions, body movements, voice),
as well as in the cues expressed in art, music, and other objects. Persons skilled in perceiving
emotion are adept at differentiating between the range of emotion expressions (frustration,
anger, and rage) in themselves and in others.

Using Emotion. Using emotion to facilitate thought refers to the use of emotion both to
focus attention and to think more rationally, logically, and creatively. For example, positive
emotions such as joy and amusement are more useful in stimulating creative thought while
slightly negative moods such as sadness are more conducive to engaging in deductive
reasoning tasks. Persons skilled at using emotions are better able to generate specific
emotional states to carry out a task effectively. For example, positive emotions are more
useful in stimulating creative thought and slightly negative moods are more tuned to solving
deductive reasoning tasks. Generating vivid emotions to aid judgment and memory processes
and generating moods to facilitate both consideration of multiple perspectives and different
thinking styles (e.g., inductive versus deductive reasoning) reflects more advanced using
emotion ability.

Understanding Emotion. Understanding emotion is the ability to label emotions

accurately with language and to know the causes and consequences of emotions, including
how emotions combine, progress, and shift from one to the other (e.g., in some situations,
fear and anger combine to create jealousy). Persons skilled in this area have a rich feelings
vocabulary and are knowledgeable about what causes various emotions and what behaviours
or thoughts may result from their occurrence.

Managing Emotion. the fourth domain, refers to the ability to regulate moods and
emotions in oneself and in other people. To manage emotions effectively, people must be
able to monitor, discriminate, and label their own and others’ feelings accurately, believe that
they can improve or modify these feelings, assess the effectiveness of these strategies, and
employ strategies that will alter these feelings. This ability involves attending and staying
open to pleasant and unpleasant feelings as well as engaging in or detaching from an emotion
depending on its perceived utility in a particular situation. Monitoring and reflecting on the
emotions in the self and others (e.g., processing whether the emotion is typical, acceptable, or
influential) represents more complex emotion regulation ability. Managing emotions (e.g.,
reducing, enhancing, or maintaining) in the self and others without compromising the
information value of the emotion reflects an especially advanced level of ability. Managing
emotions effectively enables one to accomplish situational goals, express socially appropriate
emotions, and behave in socially acceptable ways (Gross, 1998) For example, in the domain
of perceiving emotion, basic skills involve accurately recognizing an emotional expression in
others and more advance skills entail expressing emotions in adaptive ways and
discriminating between honest and false emotional expressions in others. EI theory also
specifies that the four abilities are hierarchical in structure such that perceiving emotion is at

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the foundation, followed by using emotion and understanding emotion, with managing
emotion at the top of the hierarchy.

How EQ Helps in Success?

EI 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 potential. Emotional intelligence is an important
consideration in human resources planning, job profiling, recruitment interviewing and
selection, management development, customer relations and customer service and more.
It also brings compassion and humanity to wok.
Research has shown that what separates successful people from their less successful
counterparts is not necessarily IQ but EQ.
EQ proves to be a powerful strategic tool in accomplishing your business goals in the
following areas:
1. Hiring/screening- by incorporating EQ competencies in your hiring strategies
you are ensuring that the people who come to work for your company will
already possess a high degree of emotional intelligence that will help them
perform their job.

2. Training- all training on customer service, sales, supervisory development,

leadership, career development and team interactions should include eq
awareness and skills training. By helping employees focus on the areas of eq
that they can improve you are providing them with tools that will help the
business and improve their job satisfaction.

3. Coaching- an hr professional may often be involved in coaching others in the

organizations in both crisis situation or daily interactions. He/she can bring
incredible value to the one-on-one coaching experiences as you model and
encourage others to understand how eq can be used as a tool for solving their
current and future dilemmas.

4. Competency models/ succession planning- HR can assist the organization by

developing competency models and succession plans that incorporates EQ
competencies. This action will ensure that the organization of the future will
be built based on competencies that have the greatest potential to deliver
business goals.

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 5. Performance development reviews- Performance development reviews that
reflect EQ competencies will ensure that employees are aware of
developmental needs in the emotional intelligence area.

6. Profit to the business- emotional intelligence leads to –

 Reduction of lost-time accidents
 Reduction in formal grievances
 Increases in productivity

IMPORTANCE OF EMOTIONAL
INTELLIGENCE IN AN
ORGANIZATION:

Managing cohesive, high-performing teams requires emotional intelligence in the workplace.

Emotional intelligence, according to researchers and behavioural scientists, influences how
leaders communicate with their teams and how their team members connect with them and
each other.
It is critical to ensure that employees become more productive and creative, as well as
capable of efficiently communicating with other members of society, particularly their co-
workers. Furthermore, it makes employees smarter and more reasonable. They can think
critically before making judgments, comprehend the feelings of others, and control their
emotions in stressful situations. Furthermore, people are motivated not only by the rational
exchange approach, but also by how emotionally linked they are to their work and how much
they like it. Developing Emotional Intelligence helps you to increase personal effectiveness,
improve relationships in business and social settings. Besides, they are able to manage their
own emotions and can effectively deal with emotions of others and communicate effectively
and positively influence others. It also enables individuals to increase flexibility and
effectively deal with conflict change and growth and empower individuals to perform, create
teamwork, and boost loyalty and retention in workplace
Leaders and managers that are emotionally intelligent know how to regulate their emotions
and behaviour at work, fostering safe conditions for exchanging ideas and feedback,
constructive teamwork and performance, good morale, employee engagement, and job
satisfaction. They carefully manage workplace stress and conflict, and they teach their
colleagues to do the same. 

Role of EI in Organizations

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Emotions have great influence in an organization. It has both, a positive and a negative
impact on an employee’s behaviour which directly effects the whole organizational
environment. Some of them are mentioned below:

Positive Impact:

1.    Achieving organizational goals.

2.    Improvement in overall performance.

3.    Effectiveness at work.

4.    Good Mental health

Negative Impact:

1.    Absenteeism rate will increase.

2.    Productivity starts to decline

3.    No motivational spirit.

4.    No team spirits

5.    Costumers’ complaint increases.

Stress At Workplace

Stress is defined as an unwell state of mind or brain wear and tear caused by pressure. When
the demands placed on us outnumber the resources available to us, we are said to be stressed.
We can all agree that some positive stress is necessary in our lives in order to accomplish all
of our deadlines. Individuals suffer stress when confronted with conditions that are beyond
their control and difficult to manage. Humans have a natural aversion to change, and when
they are confronted with it, they become stressed. In 21st century the external environment is
changing so rapidly in terms of global warming, technology upgradations, terrorism. One of
the major challenges to the employee’s health is Stress. It is brought about by pressure at
home and at workplace which is a problem to the company and its employees. Stress has
been classified in two important categories personal and organizational.
Stress can arise from a variety of sources, such as work-related pressures or personal issues.
Individuals who are perfectionists and have unrealistic expectations also endure stress. Stress
can also be caused by a lack of emotional intelligence. Individuals are unable to cope with

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environmental conditions such as pollution and extreme temperatures. A good administration
and a sound workplace are required for the best form of stress avoidance in a corporation.
Employees' managers must be aware of their stress and assist them in overcoming it if they
are anxious. Employers cannot assist employees with personal concerns, but they can
certainly assist them with work-related stress. Employees' reactions to challenges to cope
with stress at work are referred to as job-related stress. Stress kills you slowly. If stress is not
managed, it can lead to depression. Stress occurs in a wide range of work situations, but it is
typically exacerbated when employees believe they have little support from administrators
and associates, and they have little control over job constraints.
Stress results from conflict between their work interest and pressures on one hand and their
insight and capacity on the other. It challenges their capacity to adapt to the work. Stress
comprises of not only the situations wherein work stress exceeds the employee's ability to
cope but also wherein the employee's knowledge and abilities are insufficiently utilized. The
work environment has become a highly stressful one in which organizations cut across
industries. Employees experience enormous level of stress due to various factors such as high
workload, tight due dates, high targets, sort of work, absence of employment fulfilment, long
working hours, pressures to perform, etc. Interpersonal clashes at the work, such as
supervisor-subordinate relationships and relationship with peer groups, are also an important
source of stress.
According to experts, the dysfunctional aspects of stress have a direct impact on an
organization's output as well as employee well-being. Workplace stress causes absenteeism,
increased loss, and decreased productivity. Employees experienced weariness, irritability,
poor correspondence, and quality concerns as a result of the stress. Employee motivation and
confidence were also affected by increased stress levels. Increased stress exposure without
good coping methods can lead to a variety of physical and mental problems. For example,
stress may lead to stress-induced stomach problems, acidity, insomnia, depression, heart
attacks, etc. Stress could induce the victim towards high-risk behaviours such as smoking and
drinking. Stress-related illness leads to increase in employee absenteeism and attrition, thus
affecting the profits of the company. Organizations are preparing to provide a stress-free and
healthy work environment for their employees. A few commercial enterprises were more
committed to addressing this issue than others. Experts believe that, while workplace stress is
a worldwide phenomenon, experts in a few industries are more sensitive to it than others.

STRESS IN INDIAN ORGANISATION

In India, organizations are resorting to methods like teaching the employees dance and
music, adventure sport, etc., to reduce the level of stress at workplace. Tata Consultancy
Services (TCS) Ltd. has different clubs such as Bibliophile Club, Theatre Club, Sanctuary
Club, Adventure Club, Fitness Club, Music Club, Community Services Club, etc.

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 Infosys Technologies Ltd. concentrated on expanding awareness on stress and gave the
representatives direction on the best way to adapt to stress through a progression of
workshops by specialists. Other than conducting workshops on stress management,
companies were also conducting off-site picnics, inter-departmental competitions and games.
Some organizations use a system of mentors and also promote open communication to
improve workplace interactions.
Most established companies have an in-house counselling section for its employees. Some
corporations also hired nutritionists to provide nutritious cuisine in office canteens and to
coach their staff on appropriate eating habits and lifestyle choices. A few companies were
also considering hiring therapists to counsel their employees. Experts believe that firms must
use creative and new methods to properly manage stress. Humans are known to operate under
pressure, but too much pressure can lead to stress, which can impair a worker's general
capacity to perform successfully. Every individual must learn to manage stress effectively.
Many businesses have discovered strategies to lessen workplace stress and make work more
engaging and less stressful. Employees nowadays struggle to maintain the correct balance
between their personal and professional lives. There is less time for family and more time for
work. Companies also hold yearly general meetings in picturesque locations so that staff can
relax and rejuvenate. Many organisations fail to see that when a person meets one goal, they
are assigned a new, more difficult goal, which adds to the strain and stress level because the
employee doesn't enjoy achieving the goal and is instead given new, more difficult goals.
Organizations can also use the management by objective principle, which requires people to
take initiative and define their own goals. As a result, employees will be more accountable to
their employers. Without rewards and recognition no individual will be motivated to work.
Kiran mazumdar Shaw the CEO of Biocon devised a method of motivating employees to
work hard by stating that whatever business they bring a certain percentage of profits will be
rewarded as bonus to the employees and this ensured that the employees work hard because it
was directly proportional to the rewards. It’s the need of the hour for all big players to
identify the factors that affect the performance of the employees and try to device methods to
reduce stress at work and provide right training so that employees are emotionally strong and
they can handle all task at hand with full productivity.

Work Attitude
A job attitude is a set of evaluations of one’s job that constitute one’s feelings toward, beliefs
about, and attachment to one’s job. Overall job attitude can be conceptualized in two ways.
a. affective job satisfaction that constitutes a general or global subjective
feeling about a job.
b. composite of objective cognitive assessments of specific job facets,
such as pay, conditions, opportunities and other aspects of a particular
job.
Employees evaluate their advancement opportunities by observing their job, their occupation,
and their employer.

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Work Attitude refer to the individual's way of feeling, thinking or behaving in their work
(Carmeli, 2003)

EMOTIONAL INTELLIGENCE AND WORK

ATTITUDES

 Emotional Intelligence and Job Satisfaction. Locke (1969) defined job satisfaction
and dissatisfaction as “complex emotional reactions to the job”. Conceptualizing job
satisfaction as “feeling or affective responses to facets of the situation”. Job
satisfaction is positively associated with the construct of emotional intelligence. In
addition, job satisfaction is often considered as a proxy for an employee’s well-being
at work (Grandey, 2000). Because they can achieve a higher level of general
satisfaction and fulfilment, intelligent individuals with high emotional intelligence
experience continuous positive moods and feelings that generate higher levels of
satisfaction and well-being than individuals who experience such feelings and moods
as disappointment, depression, and anger.

 Emotional intelligence and work commitment: Work commitment is a

multidimensional construct that comprises various forms. The multidimensionality of
work commitment has been established by researchers who argued that employees
develop more than one type of work commitment (Becker, 1960), and that types are in
accordance with the employees’ own benefits (Ritzer and Trice, 1969). This approach
has been significantly advanced by Morrow (1983, 1993), who was first to attempt
mapping theoretically universal forms of work commitment that are relevant to as
many employees as possible (Morrow, 1993, p. 160). Morrow advocated
concentrating a research effort on five universal forms of work commitment as
follows: work ethic endorsement, career commitment, affective organizational
commitment, continuance organizational commitment and job involvement.

 Emotional intelligence and organizational commitment-

The concept of organizational commitment incorporates three distinct constructs:
affective, continuance, and normative commitment. Continuance commitment is
defined as “the extent to which employees feel committed to their organizations by
virtue of the costs that they feel are associated with leaving” (Meyer and Allen, 1984,
p. 375). Affective commitment is “positive feelings of identification with, attachment
to, and involvement in the work organization” (Meyer and Allen, 1984, p. 375).
Normative commitment refers to “commitment based on a sense of obligation to the
organization” (Allen and Meyer, 1996, p. 253). Employees with strong affective
commitment remain because they want to; employees with strong continuance
commitment remain because they need to; employees with strong normative
commitment remain because they feel ought to do so (Allen and Meyer, 1990).

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 Emotionally intelligent individuals are “optimistic”, a trait that enables them to focus on the
resolution, rather than the reasoning (who is at fault). The work in any given organization
imposes difficulties that may result in feelings of frustration. Emotionally intelligent
individuals would know not to hold the organization responsible for every feeling of
frustration (Abraham, 1999), as they are adept at placing themselves in positive affective
states, and are able to experience negative affective states that have insignificant destructive
consequences (Salovey and Mayer, 1989-1990). This is especially true for senior managers
who have to reconcile the feelings of frustration of conflicting interest groups within and
outside the organization. This can be done effectively only when they are able to place
themselves in a positive state of dysfunctional emotions and use them in adaptive ways to
alleviate feelings of frustration. Furthermore, on the fundamental level, people are motivated
not only by the rational exchange approach (Vroom, 1964), but also by the extent to which its
contents provide them with such experiences as joy, excitement, surprise and frustration
(Ashforth and Humphrey, 1995). Thus, emotional intelligence is expected to augment a
higher level of affective commitment to the organization, and diminish the level of
continuance commitment.
 Emotional intelligence and job involvement-Job involvement is “a belief
descriptive of the present job and tends to be a function of how much the job can
satisfy one’s present needs” (Kanungo, 1982, p. 342). As indicated above, employees
do not get involved in the job only for self-rational interest fulfilment; they also get
involved in the job because they let their emotions play a role. Becoming highly
involved in the job is often sometimes a response to emotional rather than rational
needs. Ashforth and Humphrey (1995) cities in Fine’s (1998) work the quotes of a
cook discussing the centrality of being emotionally involved in the job. People are
social beings that satisfy their emotional needs through work involvement.
Managerial job is frequently difficult and demanding, and senior executives with
high emotional intelligence are frequently immersed in tough experiences and
complex scenarios that do not arise elsewhere.

The relation between emotional intelligence and job performance:

A meta-analysis
The model by Boyle and Humphrey gathered data from 43 studies and performed a 3-part test
to classify their findings. These series of tests, known as EI streams, measured EI and its
effect on job performance. The first stream was a four-branch ability test which categorizes
that EI into different branches. They were perception and expression of emotion,
emotional facilitation of thinking, understanding and analysing emotions and employing
emotional knowledge. The second stream used a self-report measure to capture the
emotions that employees were feeling the workplace. The final stream used to measure the
data which was a traditional test to measure social skills.
The EI streams measured the main concepts behind EI. Boyle and Humphrey’s main
hypothesis in this study was to prove that all three EI streams are correlated with job
performance. Each section of the test confirmed Boyle and Humphrey’s main hypothesis.
“The three streams of EI research, ability measures, self- and peer-report measures, and
mixed models, all predict job performance equally.”
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Emotional intelligence (EI), coined by Yale University's Peter Salovey and the University of
New Hampshire's John (Jack) Mayer in the 1990s, refers to how thinking about emotion and
integrating emotion into cognitive processes both facilitate and enhance reasoning. EI entails
the ability to engage in abstract reasoning, but about emotions in particular, similar to how
intelligence is defined. Individual differences in EI, according to the Salovey and Mayer
model, mean that people who are better at sensing, using, understanding, and managing
emotions are more successful at various learning and social activities than others who are less
proficient.
The definition of intelligence was expanding in the 1980s to include a wide range of mental
abilities. Howard Gardner, for example, who was particularly concerned in assisting
educators in appreciating kids with a variety of learning styles and potentials, recommended
practitioners and scientists to place a larger emphasis on the quest for multiple intelligences
such as interpersonal intelligence. At the same time, psychologists and cognitive scientists
began to reconsider the Stoic theory that emotions made people illogical and self-absorbed;
especially, they investigated the possibility that emotions could help people perform better on
cognitive tasks and interact with others.
Influenced by and active participants in these movements, psychologists Salovey and Mayer
began integrating the scientific evidence showing that emotions facilitate reasoning into their
theory of EI. Intelligence and emotion, prior to their theorizing, generally identified divergent
areas of research.
To understand the relevance of EI, it is important to grasp the critical role emotions play in
social interactions and human behaviour. Research conducted by Charles Darwin in the late
1800s, Silvan Tomkins in the 1960s, Paul Ekman from the 1970s into the early 2000s, and
many others show that the experience and expression of emotion communicates important
information about one’s relationships. For example, anger signifies that someone or
something is blocking one’s goal, and fear signifies that someone or something in the
environment poses a threat. There is scientific evidence that these emotion signals are
universal, that is, broadly understood by cultures around the world. Emotions also appear to
be essential to thinking and decision making. Work by neuroscientist Antonio Damasio
demonstrates that the ability to integrate emotional information with rational decision-making
and other cognitive processes is essential for people to manage their daily lives. Individuals
unable to attend to, process, or experience emotion due to damage to specific brain areas (i.e.,
prefrontal lobe area) make decisions that put themselves at risk.
EI has the potential to be a strong predictor of performance. Organizations may find that
linking EI to performance provides a credible alternative for hiring and evaluating personnel.
Many organisational researchers have recently advocated for a greater emphasis on the role
of emotions in the workplace. For example, Ashforth and Humphrey (1993) suggest that
emotions are an inextricable aspect of organisational life and that employees' emotional
experiences should be given more attention. Many organisational behaviourists have
responded to the growing importance of emotional intelligence by attempting to uncover
characteristics that influence employees' performance at work (Goleman, 1998; Salovey and
Mayor, 1990; Weinberger, 2002). Work on emotional labour and emotion management has
revealed how simple, relatively low-cost adjustments in organisational context or managerial
behaviour can influence employees' emotional reactions and, as a result, their performance

30 | P a g e
(Hochscild, 1983; Huy, 1999). Managers may help employees perform better by knowing
how emotions affect their ideas and actions.

Chapter 2: Data Analysis and Findings

Benefits Of Emotional Intelligence in The Workplace

Having a culture that is not emotionally intelligent can actually have a negative impact on
productivity, performance, and absenteeism, to name a few. These negative impacts
eventually lead to a breakdown in culture and ultimately have an effect on the bottom line.
Some benefits of emotional intelligence at the workplace include:
Better teamwork
Employees with higher emotional intelligence naturally work better as a team for several
reasons. People who are more emotionally intelligent are better at communicating than
others. They are open to sharing their ideas and listening to other people’s ideas as well.
Similarly, they are less likely to take complete control since they can also think of others.
Emotionally intelligent employees value their co-worker’s input and ideas and are more
likely to trust them as well. When they have to work in a team, they are considerate,
thoughtful, and respectful, which is ideal for any employer.
Better workplace environment

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A workforce that is made up of emotionally intelligent employees helps reduce stress and
boost morale in the workplace. The company culture also tends to be much stronger when the
office is full of staff who respect and get along with one another. What’s more, the office
becomes an area where people enjoy what they do as well as enjoy the company of the people
they work with.
Easier adjustments
Companies should never stay stagnant. A company is more likely to experience change when
their employees are focusing on ways to improve both themselves and the company. Even
though employees usually know that changes within an organization are what is best for the
company, that doesn’t mean everyone will be open to it.
Employees with higher emotional intelligence, however, find it easier to adjust and tend to
embrace the change and grow with the company. This personality trait also tends to be
contagious, thereby having a positive effect on other employees.
Greater self-awareness
People who are emotionally intelligent know their strengths and weaknesses. They can take
feedback and use it to grow and improve as a person. Managers are used to dealing with
people who become defensive when they receive constructive feedback, which can lead to
frustration and get in the way of productivity. Other times, employees have a hard time
understanding their limitations.
People with high emotional intelligence are self-aware and therefore know what they are
capable of achieving in a certain amount of time while others tend to over-promise and
under-deliver.
Greater self-control
Emotionally intelligent people know how to handle difficult situations. Whether it is dealing
with a superior who doesn’t like the quality of your work or a client who is unhappy, there
are bound to be situations at work that are not easy to deal with. In these situations, it’s
important to stay calm and avoid an emotional outburst.
People with high emotional intelligence know that acting irrationally or negatively will only
cause the situation to escalate. They can practice restraint and display their emotions in a
controlled manner only when it is called for.

IMPROVING EI AT WORKPLACE

Implications for the Future: EI and Higher Education Given the value of the personal and
organizational effectiveness of EI-based capabilities, there is a clear need to integrate that
valuation into our organizations’ functions. Organizations need to hire for emotional
intelligence along with whatever other technical skills or business expertise they are seeking.
When it comes to promotions and succession planning, EI should be a major criterion,

32 | P a g e
particularly. To the extent that a position demands leadership, an EI-based Theory of
Performance. EI should be a priority when selecting and grooming high-potential individuals.
EI should also be a primary priority in training and development. However, because EI
competencies include both emotional and cognitive abilities, modalities of learning that are
effective for academic subjects or technical skills are not always effective for helping people
build emotional competence (Goleman, 1998b). As a result, the Consortium for Research on
Emotional Intelligence in Organizations has compiled empirical results on the most effective
way of learning for emotional competences and developed guidelines for their growth.
The relevance for education is clear: we should be helping young people master these
qualities as fundamental life skills, given our new understanding of the critical role emotional
competence plays in individual, group, and organisational success. There is currently a
plethora of school-based EI programmes available, including social and emotional learning
programmes (SEL). The Collaborative for Social and Emotional Learning has vetted the best
models, and acts as a clearinghouse for these programs. But as of this writing, when it comes
to preparing young people in the essential emotional intelligence skills that matter most for
their success in the workplace, for piloting their careers, and for leadership, we face a serious
gap. The SEL programs cover the early school years but not higher education. Only a
scattered handful of pioneering SEL courses exist at the college or professional level. And yet
the data showing the crucial role EI skills play in career success make a compelling case for
revisioning higher education in order to give these capabilities their place in a well-rounded
curriculum. Given that employers themselves are looking for EI capacities in those they hire,
colleges and professional schools that offered appropriate SEL training would benefit both
their graduates and the organizations they work for. The most forward-thinking educators
will, I hope, recognize the importance of emotional intelligence in higher education, not just
for the students, not just for the students’ employers, but for the vitality of an economy—and
society—as a whole. As Erasmus, the great humanist writer, tells us, “The best hope of a
nation lies in the proper education of its youth.”

Leadership Functions
When understanding
emotional intelligence at the
workplace, it is vital to
understand,

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the leadership functions
(Cherniss, C., & Goleman,
n.d.).
Coercive – This leadership
function is regarded to be
largely negative. It is normally
made use of in an emergency
situation to initiate an
improvement or when there
are problems
with the employees. The main
objective of this function is to
initiate immediate obedience
and deference and to have
emotional self-control. When

34 | P a g e
any kinds of situations or
conditions
take place within the working
environment that depict
disorder or confusion, then
these are
solved by the leaders by being
coercive in their actions in
order to maintain discipline.
The
stimulation to achieve the
initiative and emotional self-
control are stated to be the
competencies of this
leadership function

35 | P a g e
When understanding
emotional intelligence at the
workplace, it is vital to
understand,
the leadership functions
(Cherniss, C., & Goleman,
n.d.).
Coercive – This leadership
function is regarded to be
largely negative. It is normally
made use of in an emergency
situation to initiate an
improvement or when there
are problems

36 | P a g e
with the employees. The main
objective of this function is to
initiate immediate obedience
and deference and to have
emotional self-control. When
any kinds of situations or
conditions
take place within the working
environment that depict
disorder or confusion, then
these are
solved by the leaders by being
coercive in their actions in
order to maintain discipline.
The

37 | P a g e
stimulation to achieve the
initiative and emotional self-
control are stated to be the
competencies of this
leadership func
How to promote EI in leaders at the workplace

Organisations need emotionally intelligent leaders who know how to facilitate positive behaviours:

Start at the top

Leaders set the tone for organisational culture and communication. They can implement proactive
resilience initiatives that aid well-being and engagement, resulting in an increase in productivity and
of wellbeing factors by up to 40%, according to the 2018 Global Resistance Study.
They can also role model acknowledgement and acceptance of emotions through talking
about their feelings and demonstrating that having and exhibiting feelings is normal. It’s
important to model the behavioural responses that you want to see in others. Role modelling
is important, as employees will typically mirror the behavioural standards which are set by
their leaders. This may include having broader conversations which show an acceptance of
emotions and showing compassion. Encouraging people to open-up could lead to them
receiving needed support or help.

Support Constructive Conversation

It might be quite good to create an opportunity for these chats and to clear the air. Leaders
can benefit from constructive discussion training or coaching to help them have these
conversations and deal with unpleasant emotions. Active listening, de-escalation, and
working toward compromise are all included in the programme.
Improve Self-Regulation
Leaders must show the ability to control or redirect impulsive actions and feelings that
might negatively impact a highly-charged or difficult situation. Try to remain uninvolved in
office politics or conflict and avoid impulsive decisions.
Learn About Emotional Intelligence

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The best method to improve self-awareness, self-regulation, self-motivation, and empathy is
to practise them every day in the workplace. This fosters an environment that encourages
and empowers employees.
Focus On Mental Health and Wellbeing
Leaders must establish a climate were talking about mental health concerns is normalised,
with mental health topics receiving major media coverage.

Employees can open up about their own experiences and ask for help by sharing their own
techniques for enhancing mental health and wellness. For all team members, this provides a
psychologically safe workplace and a pleasant culture.

Ways to improve EQ

1.Understand the importance of emotional intelligence in all aspects of your

life.

Being intellectually capable is important in life, but being emotionally intelligent can be
considered even more so, as there are many benefits associated with high emotional
intelligence.

Having high emotional intelligence can help you to lead a happier life because it is easier to
talk with and understand others, acting rationally and calmly in difficult situations becomes
second nature and it can also lead to better relationships and job opportunities

There are four core elements to emotional intelligence that help you lead a balanced life.

 Self-awareness. This is the ability to recognize your own emotions for what they are
and to understand their origins. It is also about knowing your strengths and
limitations and self-esteem.

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 Self-management. This is the ability to delay gratification, balance your needs with
those of others, take initiative and to pull back on impulsivity. It is also about being
able to cope with change and to stay committed.

 Social awareness. This is about being attuned to other people's emotions and
concerns, as well as being able to notice and adapt to social cues. It is also about
being able to see the power dynamics at play within any group or organizational
context.

 Relationship management. This is about the ability to get along well with others,
manage conflict, inspire and influence people and to communicate clearly.

2. Learn to recognize stress triggers and how to deal with them

Life is filled with difficult situations from relationship breakdowns to job loss. In
between, there are myriad stress triggers that can make any daily issue seem much
more challenging than it probably is and the more stressed we are, the more
vulnerable we are to not coping with life's many stressors.

A very important part of improving your emotional intelligence is about being able to
spot stress triggers and recognize them for what they are and to bring yourself back to
feeling calm and relaxed.

3. Be open-minded, intellectually curious and agreeable. Openness and being

agreeable go hand-in-hand when it comes to emotional intelligence. Be open to new
ideas - a narrow mind is generally an indication of a lower EQ.

To develop a more open mind, seek to understand and reflect upon the emotions and
ideas of others. Be open to their ideas and opinions so that you are in a position to
consider all possibilities in a positive manner. Remember that you can't always be
right, and by opening your mind and considering new possibilities your mind will be

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 able to both expand and be more accepting when you discover that your take on
reality isn't as accurate as you once thought.

When your mind is open through understanding and internal reflection, it becomes
easier to deal with conflicts in a calm and self-assured manner. You will find yourself
socially aware and new possibilities will be open to you.

While changing your mindset can be difficult if you're stuck on seeing everything in
your life in terms of absolutes, opening up a bit can lead to new insights and less
personal angst.

To strengthen this element of your EQ, consider-

 Listening to debates on television or the radio; in doing so, always consider both sides
of the argument, as well as realizing that there are nuances and subtleties that require
closer inspection. It is often in the shades of Gray that answers can be found.

 If you feel that you have a cluttered mind, write down your thoughts and ideas,
critique these thoughts, and think about why you may have these opinions. Moving
thoughts from your mind and onto paper takes them from the abstract to the concrete
and allows you to play around with them in front of you and to see them more clearly
than simply being mentally chased by them.

 To clear an overwhelmed mind, do something soothing such as going toa deserted

beach or for a walk. Taking a break from anything you're doing can help you to cope
with stressing situations, unfolding change or repetitive daily routines.

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 When you hear something that you disagree with, before deciding you hate the idea,
consider it. When someone does not react emotionally the same way you would,
consider why this is.

 To improve your ability to be agreeable, increase your trust in others. This doesn't
mean be naive or gullible but it does require you to be prepared to see the best in
people and to not assume the worst.

4. Be outgoing and empathetic.

Those who have the ability to understand others and direct interest toward external
properties (i.e., being focused on what is outside of the self) instead of being focused
on oneself (self-absorbed) have the qualities of extroversion and empathy. To break it
down, being selfless is known as extroversion (note that this is not the same as being
an extrovert) and understanding others is known as empathy.

Extroversion and empathy grow concurrently when teamed together you have an
understanding, selfless person. A selfish, self-centred person generally lacks empathy,
and a person who lacks empathy generally directs a lot more interest to them, seeing
life through the eyes of their own needs and wants only.

By strengthening this element of emotional intelligence, your communication abilities

will increase, allowing you to experience stronger and more satisfying relationships.
The ability to communicate clearly also helps you to manage relationships and
manage conflict better and increases your capability to influence others effectively.
To build upon the traits of extroversion and empathy, consider doing the following

 To improve empathy, put yourself in the shoes of others. Select someone who is
experiencing hardship (for example an asylum seeker or a friend who is in a spot of
trouble) and think about how you would feel if you were put in their situation.

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 Actively imagine how it must be to go through the experiences they're having and
what might alleviate some of their hardship in terms of support and care.

 Practice empathy on friends and peers

 When seeing someone going through something emotionally ask you. "How would I
react in the same situation?" "Do these people deserve to suffer such hardships?"
"Should I feel sorry for this person?" "Are they being treated fairly?" and "Would I
like to be treated that way?"

By doing this you will begin to understand others and develop empathy.

6. Be conscientious and prepared to deliberate

Rational thinking and actions are abundant aspects of emotional intelligence. While
you can understand a situation well and have a clear idea of it, if you can't take
rational actions toward it then what use would an analytical understanding of the
situation be?

Conscientiousness is the act of analysing a situation and deliberation is the act of

responding accordingly in a rational manner. In other words, it is the act of seeing a
situation, analysing it, then acting upon it in a positive manner.

Many a person can "see" what's wrong but they stop there and don't move on to the
positive action as follow-through. Through the process of rational thinking and acting
upon the deliberation, you will find yourself making better decisions and your ability
to survive hardships will increase drastically. Paired with an open mind, you will find
yourself taking the best possible route out of any sticky situation.

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 Ways to improve this element of your EQ include

 When something occurs, analyse it. Sometimes it isn't a bad thing to over analyse,
critique articles and get right down to the bone, provided you don't suffer the
"paralysis by analysis" problem. Get to the nub, then be prepared to act upon what
you've discovered.

 Put yourself in a hypothetical situation and consider how you would react in certain
situations. Challenge yourself to a gradation of easy to very difficult situations so that
your thinking process has to work hard. Deliberating about difficult situations before
they happen to you helps to train your mind in responsible reactions.

 Be goal-oriented. Being conscientious is about being focused on achievement and

taking the necessary steps to get there. One of the best things you can do is to form
goals and write them down so that they begin to direct your deliberation. It's hard to
go somewhere if you don't have the map and your life is no different.

 Before making a decision, make sure you have taken into account all possibilities.
Being prudent requires restraint on impulsivity and delaying your response until you
have all the facts before you and have weighed your decision with care.

 When making a decision, do not decide according to your mood. For example, if you
are angry at the time of a decision, it would be a very bad idea to make an important
decision. Make decisions when you are relaxed and have a clear head.

6. Be attentive and self-aware- know thyself.

To be attentive is to pay attention to oneself and your surroundings in a positive

manner. Knowing who you are comes in big here. If you don't know who you are how
can you expect to know others? Worse still is expecting others to define you, to
remove your autonomy and sense of life purpose by delineating your pathway for you.

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Finding yourself is an enlightening journey and it can take time - indeed, a lifetime but it is
the awareness that you continue to grow, change and learn more about yourself that keeps
you on an even keel. Be aware of whom you are and you will begin to be much more aware
of others and their dreams, hopes, limitations and strengths. Also, being aware of your
surroundings is important you must be able to open your mind and analyse the outside world.

Once you know yourself you can begin to recognize your own emotions and how they affect
your thoughts and behaviour, which is self-awareness. Being self-aware allows you to
manage yourself in an effective manner, being able to control your emotions and behaviours
in a healthy way. And like a domino falling over, once you have yourself down-packed, you
should then be able to recognize the emotions and behaviours of others with clarity, which
can lead to better health and personal happiness.

To improve this element of EQ, consider these tips.

 Ask yourself questions like, "Why do I act like that?" "Why do I have certain
beliefs?" "Why do I find it so confronting to have my beliefs challenged?"

 Recognize your strengths and weaknesses and build upon the strengths while working
out how to either supplement or work around your limitations.

 Develop morals and evaluate them. This is best done through broad reading. learning
and listening to a wide group of people, including those who really challenge your
own view of the world. Don't simply adopt what your parents, teachers, workmates or
anyone else believes; your morals must be carefully constructed from your broad
learning and openness to the world.

 Allow space for personal growth. An intellectually curious person will always be
interested in self-improvement through learning, discovering and reinventing as
needed throughout life. Nothing is static and the person who learns to go with the ebb
and flow will lead a much more fulfilled life than the one who resists change.

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7.Practice communication skills.

Having good communication skills results in a better EQ. A high level of communication
skills makes it is easier to send across and receive messages that are clear, to-the-point and
respectful of both your own boundaries and those of others.

It is important to not only build on your verbal communication, but also to take note of your
body language. You can learn a lot about a person and their emotions by studying their body
language and equally, you are always sending certain messages through your body depending
on how you control it (or omit to control it)

Pay attention to

 Comfort zones, Comfort zones vary between person-to-person. Study how close
people stand to you and how comfortable they are with physical contact Respect their
comfort zones to decrease their discomfort in turn you will win them over for being so
understanding and clued in to their preferences.

 Watch for sincerity. When someone smiles, is it a real smile? You can tell a lot about
a person from their smile. Read How to smile with the eyes for details about a
genuine smile.

 Body position. Study body positions to understand others better and to pick up on
social cues that aren't spoken. If a person's body is positioned toward you in a
comfortable way, with open arms and gestures and good eye contact, then they are
happy to be with you.

Some people like to hide themselves by having a closed body position; don't always assume
it's because of you, as many people are simply afraid to reveal their real self to the world and
use body language to stay shut within themselves, believing it to be safer that way.

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You can help such people unfurl through trusting them and showing them that they can trust
you, as well as being genuine and compassionate.

8. Be optimistic

Those who are optimistic tend to live a happy, successful life. When you're optimistic, it's
easier to see the beauty in life and everyday objects. In a way, being optimistic results in an
open mind, making it a crucial element of improving your emotional intelligence.

If you have a negative outlook on everything, how can you expect to be emotionally
intelligent? Negativity encourages us to stay wrapped up in ourselves, focused only on what
can go wrong in our lives rather than building our resilience and shoring ourselves against the
vicissitudes of life.

Optimism results in emotional wellbeing and greater opportunities - people want to be around
the optimistic person and this draws them to you, with all the possibilities that more
connections bring you. Be sure to take some time out to practice optimism by Identifying
your good features and appreciating the.

Chapter 3- Conclusion and

Recommendation

Conclusion
 The youth of our country are driven by emotions, and there is a need to bring about a
balance of emotions in the young minds of India.

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 This study on emotional intelligence at workplace has identified that, if the employee
manages his emotional intelligence, it has a direct impact on his job.

 In Indian company’s people are unable to stay positive in hard times and this adversely
affects their work.

 The employees are unable to perform in stress and this is a major problem. To succeed, one
must be able to effectively manage stress.

 Most individuals cannot set challenging goals for themselves because they want to follow
the conventional ways and not take any risk.

 People also fail to admit their mistakes rather they should step up and take full
responsibility of their doing as this would only increase their credibility.

 Emotional intelligence is related with better performance in management, pulling people at

ease at work, balance between personal and professional life, straight forward behaviour and
confronting problems of employees.

 Most of the companies nowadays are taking those employees who are emotionally
intelligent, so that they can face problems easily and can be an asset to the organization by
enhancing productivity.

 Emotionally intelligent organizations can only be made through effective organizational

strategies, increased self-awareness and self-management, enhanced leadership skills as well
as development programs.

 In the current scenario, the organizations have started giving more importance to the
emotional intelligence than IQ because they require those employees who are emotionally
stable. Hence, for success of any company emotional intelligence plays a vital role.

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 Recommendations
 In earlier times, importance was only given to IQ of an individual whereas emotional
intelligence was not given importance but nowadays the scenario has changed and
organizations have started giving more importance to emotional intelligence than IQ.

Various needs and cultures influence man. Customers used to want physical rewards from
businesses, but now they want something more: emotional fulfilment. Customers expect
organisations to be dependable and empathetic.

 Organizations prefer hiring employees with high emotional intelligence because they have
an emotionally stable frame of mind and hence are able to focus more.

 Organizations must give training to their employees for emotional intelligence because
emotional intelligence can be learnt at any age by any individual.

 Employers should assess employees' emotional intelligence on a regular basis and provide
feedback so that they can deliver better results since good communication between them
leads to higher productivity and performance.

 Emotional intelligence is crucial to success of any organization. It can be developed by

exposure and training.

 Personal competencies of individuals must be developed.

 There must be open sharing of ideas and thoughts in an organization.

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 Employees must be encouraged to work upon their social skills which would lead to their
being accepted by their colleagues thereby smoothening the work and bringing about success
in the organization.

 Management has to encourage its employees to experiment with the system and processes,
thus leading to personal as well as organizational growth.

Bibliography

 The Emotionally Intelligent Workplace by Daniel Goleman

 Primal Leadership: Unleashing the Power of Emotional Intelligence by Goleman

and Richard Boyatzis and Annie McKee

 Emotional Intelligence: Why It Can Matter More Than IQ by Daniel Goleman

WEBSITES:

 https://www.wrike.com/blog/emotional-intelligence-infographic/

 https://bigthink.com/plus/emotional-intelligence-in-the-workplace/

 https://hospitalityinsights.ehl.edu/emotional-intelligence

 https://www.verywellmind.com/utilizing-emotional-intelligence-in-the-workplace-
4164713

 https://positivepsychology.com/emotional-intelligence-theories/

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