EMOTIONAL

INTELLIGENCEORGANIZATIONAL

BEHAVIOUR

Presented To :

DR. TEJINDER PAL SINGH

Presented By :

KOMAL SAHI

What Are Emotions and Moods?

AffectA broad range of emotions that people

experience

Emotions

Intense feelings that are

directed at someone or

something

Emotions Defined

Psychological, behavioral,

and physiological episodes

experienced towards an

object, person, or event

that create a state of

readiness.

Most emotions occur

without our awareness

Moods – lower intensity

emotions without any

specific target source

Aspects of Emotions

Biology of Emotions

Originate in brain’s limbic system

Intensity of Emotions

Personality and Job requirements

Frequency and Duration of Emotions

How often emotions are exhibited

How long emotions are displayed

Functions of Emotions

Critical for rational thinking

Motivate people

Sources of Emotions and Moods

Personality

Day and Time of the Week

Weather

Illusory correlation

Stress

Social Activities

Sleep

Exercise

Age

Gender

Why Emotions Were Ignored in OB?

The “myth of rationality”

Emotions of any kind are disruptive to

organizations.

Original OB focus was solely on the

effects of strong negative emotions that

interfered with individual and

organizational efficiency.

TYPES OF

EMOTIONS

OB Applications of Emotions and Moods

Emotions and Selection

Emotions affect employee effectiveness.

Decision Making

Emotions are an important part of the decision-making process in organizations.

Creativity

Positive mood increases creativity.

Motivation

Emotional commitment to work and high motivation are strongly linked

Leadership

Emotions are important to acceptance of messages from organizational leaders.

Interpersonal Conflict

Conflict in the workplace and individual emotions are strongly intertwined.

Negotiation

Emotions can impair negotiations.

Customer Services

Emotions affect service quality delivered to customers which, in turn, affects customer relationships.

Job Attitudes

Can carry over to home

Deviant Workplace Behaviors

Negative emotions lead to employee deviance (actions that violate norms and threaten the organization).

INTELLIGENCE DEFINED

• The ability to learn or understand or to

deal with new or trying situations : the

skilled use of reason

• The cognitive abilities of an individual to

learn from experience, to reason well,

and to cope effectively with the

demands of daily living.

IQ vs. EQ

IQ AND EQ

IQ defines how smart you are,

EQ defines how well you use what smarts you have.

IQ gets you hired, while EQ gets you promoted.

Intelligence Core Components End-StatesLogical-

mathematical

Linguistic

Musical

Spatial

Sensitivity to, and capacity to discern, logical

or numerical patterns; ability to handle long

chains of reasoning.

Sensitivity to the sounds, rhythms, and

meanings of words; sensitivity to the

different functions of language.

Abilities to produce and appreciate rhythm,

pitch, and timbre; appreciation of the forms

of musical expressiveness.

Capacities to perceive the visual-spatial

world accurately and to perform

transformations on ones initial perceptions.

Scientist

Mathematician

Poet

Journalist

Violinist

Composer

Sculptor

Navigator

Gardner’s Seven Intelligences

Gardner’s Seven Intelligences

Intelligence Core Components End-States

Bodily-

Kinesthetic

Interpersonal

Intrapersonal

Abilities to control ones body

movements and to handle objects

skillfully.

Capacities to discern and respond

appropriately to the moods,

temperaments, motivations, and desires

of other people.

Access to ones own feelings and the

ability to discriminate among them and

draw upon them to guide behavior;

knowledge of one’s own strengths,

weaknesses, desires, and intelligences.

Dancer

Athlete

Therapist

Salesman

Person with

detailed

accurate self-

knowledge

Emotional Intelligence

Emotional Intelligence is

• The Ability of an individual to

deal successfully with

other people

• To manage one’s self

• Motivate other people

• Understand one's own feelings &

• Appropriately respond to the

everyday environment

NEED

Important deciding factor for

RELATIONSHIP MANAGEMENT resulting in

motivation, retention , self management &

managing others.

Bosses and leaders, in particular, need high EQ because they represent the organization to the public, they interact with the highest number of people within and outside the organization and they set the tone for employee morale.

Why Emotional Intelligence is necessary

Help to manage effective relationship.

Help them being focussed and stayon track by remembering purpose &vision.

The 5 Biggest Reasons why new hires

fail

Coachability 26%

Emotional Intelligence 23%

Motivation 17%

Temperament 15%

Technical Competence 11%

- Leadership IQ

Mayer-Salovey Model

MSCEIT

Performance or ability measure

Bar-On Model

EQ-I

Self-report measure

Goleman Model

ECI - Self Report Measure

360 measure

MEASUREMENT OF EI

(A) Mayer-Salovey-Caruso Model (MSCEIT)

Scales

Identify emotions in faces

Using Emotions to Facilitate Thought: use

emotions to solve problems

Understanding Emotions: figure out what

makes people “tick”

Managing Emotions: make optimal decisions

IDENTIFY FACILITATE UNDERSTAND MANAGE

EXPERIENTIAL STRATEGIC

Mayer, Salovey, Caruso Emotional Intelligence Test

FACES

PICTURES

SENSATIONS

FACILITATE

CHANGES

BLENDS EMOT. RELAT.

EMOT. MAN.

(B) Dr. BarOn and Emotional Intelligence

Dr. Reuven Bar-On began in 1980

factors that were related to success in life

why some people with moderate IQ do

well in life while others with high IQ fail

Distinct from IQ (cognitive intelligence)

components resemble personality factors,

but can change and can be altered

BarOn/EQ-i Factors

Intra-Personal

Emotional Self-Awareness

Assertiveness

Self-Regard

Self-Actualization

Independence

Inter-Personal

Interpersonal Relationship

Empathy

Social Responsibility

Adaptability

Problem Solving

Flexibility

Reality Testing

Stress Management

Stress Tolerance

Impulse Control

General Mood

Optimism

Happiness

Social

Awareness

Self-

management

Perceiving and understanding the

meaning of others’ emotions

Managing our own emotions

Self-awarenessperceiving and understanding the

meaning of your own emotions

Relationship

ManagementManaging other people’s emotions

Lowest

Highest

(C) Goleman Model of Emotional

Intelligence

4-29

Emotional Intelligence

Competencies

Self-awareness Social awareness

Self-managementRelationship

management

Self

(personal competence)

Other

(social competence)

Recognition

of emotions

Regulation

of emotions

4-30

1. Self-awareness

“Knowing what we are feeling in the moment, and

using those preferences to guide our decision making;

having a realistic assessment of our own abilities and a well grounded sense of self confidence.”

Knowing one’s internal states, preferences, resources,

and intuitions

•Emotional awareness

•Accurate self-assessment

•Self-confidence

2. Self-regulation

“Handling our emotions so that they facilitate

rather than interfere with the task at hand; being

conscientious and delaying gratification to pursue

goals; recovering well from emotional distress.”

Managing one’s internal states, impulses and resources

•Self-control

•Trustworthiness

•Conscientiousness

•Adaptability•Innovation

3. Motivation

“Using our deepest preferences to move and guide us

to our goals; to help us take initiative and strive to

improve; and to persevere in the face of setbacks and

frustrations.”

Emotional tendencies that guide or facilitate reaching

goals

•Achievement drive

•Commitment

•Initiative

•Optimism

4. Empathy

“Sensing what people are feeling, being able to take

their perspective, and cultivating rapport and

attunement with a broad diversity of people.”

Awareness of other’s feelings, needs and concerns

•Understanding others•Service orientation

•Leveraging diversity

•Political awareness

5. Social Skills

“Handling emotions in relationships well and

accurately reading social situations and networks;

interacting smoothly; using these skills to persuade and

lead, negotiate and settle disputes, for cooperation

and teamwork.”

Adeptness at inducing desirable responses in others

• Influence

• Communication

• Leadership

• Building bonds• Collaboration and cooperation

Affective Events Theory (AET)

Developing EI in Workplace

Developing EI in the workplace means acknowledging that

emotions are always present, and doing something intelligent

with them.

People derail because of classic emotional failings, not the

lack of technical skills

Applying EI in Business Organization

Human Resource Planning Job Profiling Recruitment, Interviewing & Training Management Development Customer relations &Customer Service Emotional support Leadership

There are the adverse consequences to have low Emotional Intelligence.

These includes-

•Relationship Problems

•Rage in Workplace

•Poor Decision Making Capability

•Failure to advance in career

Improving Emotional Intelligence

Emotional intelligence is a set of competencies

(aptitudes, skills)

Can be learned, especially through coaching

EI increases with age – maturity

Job Satisfaction A person's evaluation of his or her job and work

context

A collection of attitudes about specific facets of the

job

4-42

EVLN: Responses to

Dissatisfaction

Loyalty

Voice

Exit

Neglect

• Leaving the situation

• Quitting, transferring

• Changing the situation

• Problem solving, complaining

• Patiently waiting for the

situation to improve

• Reducing work effort/quality• Increasing absenteeism

Organizational Commitment

Affective commitment

Emotional attachment to, identification with, and

involvement in an organization

Continuance commitment

Calculative attachment – stay because too

costly to quit

4-44

Building (Affective) commitment

Shared

Values• Values congruence

Justice/ Support• Apply humanitarian values

• Support employee wellbeing

EmployeeInvolvement

• Employees feel part of company

• Involvement demonstrates trust

OrganisationalComprehension

• Know firm’s past/present/future

• Open and rapid communication

Trust• Employees trust org leaders

• Job security supports trust

Work Overload and Task Control

Stressors

Work Overload Stressor

Working more hours, more intensely than one can cope

Affected by globalization, consumerism, ideal worker norm

Task Control Stressor

Due to lack control over how and when tasks are performed

Stress increases with responsibility

4-46

Cynicism

Reduced Personal

Accomplishment

Physiological,

psychological,

and behavioral

consequences

Emotional

Exhaustion

Interpersonal and

Role-Related Stressors

Job Burnout Process

4-47

Summary and Implications

Emotions and moods can affect job

performance.

You can’t control the employees’

emotions and moods.

But managers who understand the role of

emotions and moods will significantly

improve their ability to explain and predict

their coworkers’ behavior .