WHAT IS THE NEED FOR EMOTIONAL

INTELLIGENCE AT WORK?

TERM PAPER

JULY 28, 2015

JUSTUS GEORGE PGDM (A) P15131

ABSTRACT

This paper critically reviews conceptualizations and realistic proof in

support of emotional intelligence (EI) and its claimed role within the activity

setting. Thought is given to the supposed standing of EI in activity and career

assessment (which specific stress on personnel selection and placement), job

performance, and satisfaction. Overall, this review demonstrates that recent

analysis has created necessary strides towards understanding the utility of EI

within the workplace. However, the quantitative relation of overemphasis to hard

proof is high, with over-reliance within the literature on professional opinion,

story. The review concludes by offering a variety of sensible pointers for the event

and implementation of EI measures at interval activity settings. The review

contains the importance and dimensions of Emotional Intelligence and various

Journals relating to the Emotional Intelligence of a person.

EI is claimed to have an effect on a sizeable array of behaviours, as well as

employee commitment, teamwork, development of talent, innovation, quality of

service, and client loyalty in keeping with Cooper, analysis attests that person

with high degrees of emotional intelligence expertise a lot of careers. Success,

make stronger personal relationships, lead a lot of effects, and enjoy higher health

than those with low equivalent.

CHAPTER I

INTRODUCTION

1.1 EMOTIONAL INTELLIGENCE

Emotional intelligence (EI) may be a comparatively new and growing space

of natural process research, having caught the vision of the overall public, the

industrial world, and also the scientific community. The construct resonates with

a current look emphasizing the importance of self-awareness and intellect,

redressing a perceived imbalance between mind and feeling within the life of the

collective Western mind. Emotional intelligence additionally connects with many

latest areas of scientific discipline, together with the neuroscience of feeling, self-

regulation theory, subject areas of metacognition, and the hunt for human

psychological feature talents on the far side “traditional” education intelligence.

Emotional Intelligence (EQ) has been was outlined by Mayer and Salovey in

1997 as the ability to understand emotions, to assess and make emotions, to help

thought, and to reflectively regulate emotions to push emotional and intellectual

growth. In simple words, Emotional Intelligence means intelligent use of

emotions: you make your emotions work for you by making them to guide you

in a way that would certainly help you to enhance your results.

1.2 NEED FOR EMOTIONAL INTELLIGENCE

Intelligence Quotient (IQ) is a familiar term for all of us but today few

managers at work place knows the importance of understanding about the term

Emotional Intelligence, which is commonly known as Emotional Quotient (EQ).

Emotional Intelligence (EQ) is an ordered arrangement of personal management

and social skills which allows an individual to prosper at his/her workplace and

in his/her general life. The lack of emotional intelligence undermines both an

individual’s and a company’s growth and success, and conversely how the use of

emotional intelligence leads to productive outcomes at both individual’s and

organizational levels. When employees use their emotional intelligence, they help

in building an emotionally intelligent organization, one in which every individual

takes the responsibility for increasing their own emotional intelligence, for using

it in their relations with other co-workers and also using it for the betterment of

the organization they work.

1.3 ASPECTS OF EMOTIONAL INTELLIGENCE

Emotional Intelligence is a key component of effective work environment

in any organisation. The ability to perceptively tune yourself and your emotions

to the overall common goal of an organization requires the need for Emotional

Intelligence. This act of using, understanding, responding, managing your

emotions and being aware of how your words and actions affect others is

described as Emotional Intelligence. Being relating various behaviours and

Emotional competency at the workplace can help in creating a vibrant workplace

and an exceptionally working team. Thus, Emotional Intelligence can be

categorised into five attributes: self-awareness, self-management, empathy,

relationship management, and effective communication.

Fig.1 Attributes of Emotional Intelligence

The above Figure.1 illustrates about the five attributes of emotional intelligence

of any individual at a workplace.

1.3.1 Self-Assessment: Self-Assessment can be defined as having the skill to

recognize one’s own emotions, strengths, weakness, values and drivers and

understanding their impact on other fellow members.

Reflection is an ability to truly understand who you are, why we make certain

decisions, what we are good at, and were we fall short. Knowing yourself is the

first step which helps you to have a thorough understanding about who you are

and what you need to work on, which directly helps you to improve yourself on

Emotional Intelligence

Self -Awareness

Self-Management

EmpathyRelationship Management

Effective Management

a regular basis. In order to reach the maximum of any individual’s potential,

he/she must have a clear picture about the good with the bad.

1.3.2 Self-regulation: Self-regulation or Self-control is a competency that

underlines the disciplinary level of every individual. This helps in controlling or

managing one’s disruptive emotions and adapting to changing circumstances in

order to keep the team moving in a positive direction.

Keeping calm is a situation which makes an individual contagious as well as

panic. So, if a person takes up a leadership role in an organisation or at the work

place he/she should be fully conscious about resisting not to be panic at any point

of time. If a Leader loses his cool nature it will affect his team drastically. The

responsibility lies on that person to no longer get panic when things get stressful.

When an individual stays clam and positive, it enables him to think and

communicate more clearly with his/her team.

1.3.3 Empathy and Compassion: Empathy is the ability to accurately assess the

other person or the group and respond accordingly. The first step towards skilful

social behaviour is social knowledge or awareness. Without empathy, a person

will have difficulty in sustaining relationships.

There can be no empathy without self-awareness of ones emotions, however we

must relate that situations of that they are going through on a personal level.

1.3.4 Relationship Management: Unless and until you be aware of the various

distractions that are affecting you, you cannot make any deep connections with

others. As many of us have a lot of responsibilities and obligations binding upon

us we tend not to care for relations and we avoid them, but building and

maintaining relationships can help a person to gain higher emotional intelligence.

The ability to effectively communicate and properly manage relationships can

help an individual and a team to move towards achieving desired objectives.

1.3.5 Effective Communication: Communication is the basis for relationship

and any form of communication, let it be verbal or nonverbal communication

contributes in managing relationship. Effective communication plays an

inevitable role in developing one’s emotional intelligence. Since, Communication

has a major importance in Emotional Intelligence, there are certain skills required

to be a good communicator. They are self-disclosure skills, assertiveness,

dynamic listening, criticism, and team communication. All these skills together

bestows an individual to turn into a good communicator.

All these attributes of Emotional Intelligence contributes to an individual

to improve his/her thinking capacity and in maintaining relationships at work

place. Emotional intelligence acts as a powerful tool for creating and improving

healthy and productive working environment and hence enhancing the

organizational culture.

1.4 THE MSCEIT

The MSCEIT (Mayer-Salovey-Caruso Emotional Intelligence Test) is an

ability based intelligence test designed to measure the four levels of the EI Model

formed by Mayor and Salovey. The Development of MSCEIT was from an

intelligence-testing situations which came up from the emerging scientific

understanding of the emotions and the various functions and the specific measure

which was implemented first was used a measurement intended to assess the

emotional intelligence, which was Multifactor Emotional Intelligence Sacle

(MEIS). MSCEIT takes just 30-45 minutes to complete and it consists of 141

items. The results of MSCEIT gives us 15 main scores i.e., Total EI score, four

branch scores, two area score and eight task scores. Additionally, there are three

more Supplemental scores which was considered for testing Emotional

Intelligence.

Four Branches of MSCEIT Scale are:

1.4.1 Perceiving Emotions: The ability in perceiving nonverbal reception and

expression of various emotions. The capacity of accurately perceiving emotions

on others behalf gives a clear starting point for understanding emotions and other

stimuli.

1.4.2 Facilitating Thought: The ability of generating, using and feeling emotions

as a medium of healthy communication can increase the capacity of the emotions

of an individual to enter into and guide the cognitive thinking by promoting

him/her. Having a sound emotional input can help in direct thinking of important

matters.

1.4.3 Understanding Emotions: The ability in understanding emotional

intelligence and knowing how to combine emotions and progress through

relationships transitions, and by understanding what each emotion indicates and

their actions associated with them can help an individual to build in stronger

relations.

1.4.4 Managing Emotions: Managing of Emotions is the final one which is an

ability to be open to feelings, as to promote personal understanding and growth

by modulating them. A person should understand emotions to promote one’s own

and other’s personal and social goals.

Emotional Intelligence, is a topic which has increased place of research

these days. MSCEIT was a tool used to test Emotional Intelligence of an

individual. By testing EI, it enables a person to understand the weaker points

where he/she has to improve.

CHAPTER II

LITERATURE REVIEW

ARTICLE 1-The Role of Emotional Intelligence in

Organization Development

It’s an article written by Sangeeta Yadav which was published in “The IUP

Journal of Knowledge Management, Vol. XII, No.4, 2014”.

As the title of the article specifies, it gives an overview of the role of

emotional intelligence which is essential for an organisational development. In

the fast moving corporate world, the employees working in an organisation must

adapt themselves and their ways in bringing change in the organization. As

Management leadership has learnt about evaluating the performance of the

employees on the basis of SMART system. The first step in understanding and

creating of ideal self is by achieving emotional competence. Emotional

Intelligence plays an important role in decision making. In 2001, Goleman

conducted a research and found out that emotionally competent individual

handles less perceived stress than those who are emotionally incompetent. People

have entirely dissimilar abilities, once it involves managing emotions a bit like

they call for totally different talents in language, logic, mathematics, music, etc.

The flexibility to use one’s emotions in an extremely positive and constructive

method in relationship with others is emotional intelligence. To appraise folks

and to work out the capabilities of an individual, leadership today is banking on

emotional intelligence.

Emotions have not been a haul at geographic point, the proper ones

augment productivity and workplace harmony, however, it takes Emotional

Quotient (EQ) to dig a way to manage them. We, thus, infer that there is a superior

who is efficient and maintain smart relations, however, ought to be showing

emotion intelligent and believe and take into account the perspectives of his/her

subordinates choosing new ideas. Thus, just when you are self-conscious you'll

manage yourself higher. In turn, given that you'll handle yourself, you can handle

relationships well and desire to attain personal and skilled goals. The importance

of emotional intelligence hinges on the link between sentiment, character and

moral instincts. 3 attributes, i.e., technical skills, IQ or emotional intelligence,

which are important for a pacemaker.

Counselling sessions are often taken at regular intervals wherever the

superior has to provide information concerning areas during which the

subordinate has to improve. It is advised that the management may conduct

development programs in psychological aspects so that superiors can have a

better understanding about subordinates. To understand the job-related

behaviours, these aspects are often included within the performance appraisal

techniques. Thus, it is important for the management to consider the beliefs of

employees and their problems.

ARTICLE 2- Emotional Intelligence and Organisational Performance:

A Framework

An article from “Global Business and Management Research: An

International Journal, Vol. 7, No. 2 (2015)” written by Susan Chin Tee Suan, R.N.

Anantharaman, David Tong Yoon Kin.

An individual could be influenced by the organizational surroundings. As

claimed by Zeidner et al, the degree of “Emotional Intelligence” in an individual

is sensitive to the environment or its surroundings. The relationship between the

level of Emotional Intelligence and organizational performance could be positive

or negative. The performance of the organization might be quantified within a

pair of ways, financial and non-financial.

For the purposes of their study, the “Genos Emotional Intelligence”

construct have been used to know the extent of “Emotional Intelligence”. Based

on the multiple regression analysis, it had been found that 6% of the variations to

organisational performance (Financial) are due to Market Growth (this is the

individual company’s growth rate), Growth Rate (Industry growth rate),

Government Expenditure in the trade, Age Group, Employment Length,

Company Size, marital status, Management Level, Education Level, Emotional

Intelligence, Organisational Citizenship Behaviour and Job Satisfaction.

Organizations are concerned over their performance, be it financial or non-

financial.

As for the financial side, the priority is basically for survival functions.

And in order for organization to survive during this very competitive

environment, many jump to any model or formula to boost on their performance.

The aim of their paper look into the environmental aspects that may have an effect

on the performance of the organization. it absolutely was found that Market

Growth for the organization, rate for the business, Emotions Direct Cognition,

Age Group, Employment Length, Job Satisfaction, Emotional Management,

Company Size, equity, marital status, Management Level, Education

Level and Government expenditure on the business influences the performance

of the organization. The study agrees with Porter (1998) and Zeidner et al (2004)

that there are many factors that have an effect on the performance of the

organization. A number of these factors are beyond the management of the

organization. By moving into depth additional variables and problems may be

mentioned and determined. Also, if the study is conducted over an amount of

time, additional comparisons are often made. The result of their study would offer

an in depth knowledge contribution.

ARTICLE 3- Uncomfortable Ethical Decisions:

The Role of Negative Emotions and Emotional

Intelligence in Ethical Decision-Making

An article from “Journal of Managerial Issues, Vol. XXTV Number 3 Fall

2012” by Sukumarakurup Krishnakumar and Doug Rymph.

Understanding ethical decision-making and is what makes for decisions

that are more or less ethical has been a problem drawback. Even back in biblical

times, the wise King pondered, however he would possibly "do justice." Doing

justice, or the correct issue, is not any less salient within the current millennium.

The issues handling justices, emotions, and moral selections parallels are the

central theme of this paper - which theme is emotions are pervasive in moral

decision-making and the way a private works through those emotions powerfully

affects- for higher or worse - their moral selections.

The above-mentioned historical, and practitioner-based views

are supported by each theoretical and inquiry in ethical decision making

(EDM). Researchers have long acknowledged the importance of many factors

that infiuence EDM. These factors include ethical intensity, stages of individual

development, and therefore the stage of decision-making. Even so, there still

seems to be a big void associated with understanding the role of emotions. Several

researchers have acknowledged this gap. This is often to not say that there is no

analysis associated with emotions. Most of the analysis associated with emotions

thus far has checked out ethical emotions (e.g., guilt, shame).

This study aims to fill that void by examining the precise emotions of unhappiness

and anger. Ethical dilemmas often involve different people, more often than not

even important others (e.g., close friends, co-workers, etc.). Emotions will impact

EDM once others are involved in a situation as a result of the presence of others

may influence social norms or social templates. As Haidt notes, social templates

of acceptable behaviours may trigger tough reactions and subsequently result in

fast and intuitive decision-making in people. This risk has been explored by many

researchers UN agency signifies that the social accord is being fashioned by

people within the decision-maker's environment. Because there are so many

totally different discrete and negatively balanced emotions and a whole study of

all those emotions might be well on the far side the space and time constraints of

this paper, two emotions that are known to have strong effects on the decision-

maker are selected: sadness and anger. The management branch of EI modifies

the emotions in a very manner which will be useful to attain productive outcomes.

High-EI people, consequently, might scale back the results of sadness and anger

on their decision-making. Disappointment and anger aren't solely removed as

hindrances, however additionally want to enhance moral choices. Therefore, El-

management could end in higher moral choices, particularly once when an

additional negative emotions accompany moral choices. On the contrary, the role

of EI is diminished once if individuals don't have these negative emotions to

handle. However, in ideal circumstances, the individuals are expected to

overcome those emotional influences and build the most moral choices. For this

to take place, however, the people ought to be ready to effectively reason with

the induced emotions, resist their influence, and afterward make a call, but

showing emotions as tough as it should be. The power, that permit individuals to

deal with emotions effectively, has been referred to as emotional intelligence.

EDM will frequently be showing emotion charged attributable to a

minimum of two reasons. First, EDM falls under the "grey area" of decision

making. The employee’s area unit typically undecided concerning that call is

healthier or worse. Second, their selections, whereas additional moral, may even

have negative consequences of the alternative people or on themselves.

ARTICLE 4- Emotional Capability, Emotional

Intelligence, And Radical Change

An article from “Academy of Management Review 1999. Vol. 24. No.2,

325-345” by Quy Nguyen Huy.

The origin of the word emotion is from a Latin word ‘movere’, verb which

means ‘to move’, suggesting that feeling triggers an impulse to act. Feeling is as

much as it reflects an inborn character associated with psychological and

psychodynamic processes, as well as social structures. Thus, constant

physiological arousal is allotted to completely different emotional labels, like

"joy" or "fury," depending on the cognitive analysis of the socially embedded

situation. Quy Nguyen concentrates mainly on the social-interactional aspects of

feeling. The interactive model argues that social factors enter not simply before

and once however interactively throughout the experience of feeling. During this

interactive perspective, "social factors enter into the terribly formulation of

emotions, through codification, management, and expression".

From recent neurological analysis on feeling and feelings and from the

works of sure psychologists and sociologists, it seems that there is a rising

agreement on the subsequent ideas. Feeling is crucial to wise, "rational" choice

within the social domain. It permits humans to face uncertainty and to line long

goals; it permits alternative among incommensurable alternatives, like values, to

ascertain a desirable future, to hurry up decision making, and to form the leap of

religion into the unknowable. Emotions gives the bridge between rational and no

rational processes. They reflect the individual's sense of self-relevance of a

perceived scenario and facilitate social adaptation and individual amendment.

Organizational feelings are distinct from personal feelings to the extent that

company workers are needed to show some emotions to suppress others. The

previous are specific emotions deemed necessary for effective collective action.

Sure representative emotions have to be compelled to be shown to sustain the

image of the organization. For example, bankers have to be compelled to show

reserve and discretion, and that they should inspire trust and assurance. Feeling

will be used effectively as an instrument of social influence in an exceedingly

form of structure, roles, particularly in front-line service functions. For instance,

completely different feeling rules will be prescribed for pleasure ground

entertainers or funeral home staff. Organizations impose sure specific emotional

habits within the choice and retention of their members. These structure emotions

belong to the performance of specific purposes and will not be confused with

individual emotions. Thus, organization members will either share constant

authentic feeling or be needed to show or act out a "legitimate" feeling in response

to sure structure events, like the extra time of the company's founding father,

which can trigger a radical modification within the philosophy of the firm. These

feeling, rules and displaying or playing out of emotions all will be included below

emotional behaviours. Organizations are sources of shared opinions that also are

enacted in terms of visible emotion attending behaviours. These behaviours

become structure routines that enact cultural norms associated with feelings

concerning modification.

ARTICLE 5- Impact of Emotional Intelligence and

Emotional Labour on Organizational

Outcomes in Service Organizations: A Conceptual Model

An article from “South Asian Journal of Management, Vol. 21. No.4”

written by Neerpal Rathi.

Emotions generally, emotional intelligence and emotional labour in

particular have occupied an important place in today’s organizations, particularly

in service organizations. Although the association of emotional intelligence with

organizational issues, specifically employee job performance and customer

satisfaction has been investigated by many researchers, the underlying

mechanisms through that emotional intelligence influences organizational

outcomes haven't been investigated yet. This paper tries to share with this void

within the service management literature. This paper presents a guide to these

remains conceptual model of the result of emotional intelligence in organizational

issues, namely job performance and customer satisfaction in service

organizations, with emotional labour because the mediating variable. The

planned model assumes that emotional intelligence affects job performance of

employees and client satisfaction with service quality through its influence on the

emotional labour strategy used by employees in service meetings with customers.

Service organizations usually have shown rules that dictate that emotion

that an employee should express and that they should inhibit in their interaction

with customers. It's been determined that employees’ who show of positive

emotions produces several positive outcomes for organizations. Consequently,

service employees are needed to often regulate their emotions and convey

emotions as suggested by the organization. So as to satisfy structure show needs,

employees interact either in surface acting or deep acting, the 2 most commonly

used emotional labour strategies. Whereas partaking in surface acting, people

simply fake emotions without actually experiencing or feeling the emotions.

Imitation of the specified emotions in surface acting is achieved through a

cautious presentation of varied verbal and non-verbal clues, like facial

expression, gestures, and voice tone. In deep acting, on the polar hand, people

attempt to really feel or experience the emotions that they need to prove. Show

of emotions in surface acting is believed to be fake or inauthentic, whereas show

of emotions by employees while engaging in deep acting is carried into account

additional authentic or real. Nevertheless, all workers don't seem to be equally

adaptable managing their emotions well. It has been found that individuals with

high level of emotional intelligence are highly capable of effectively handling

their emotions than people with low Emotional Intelligence. Emotional

intelligence refers to associate degree of individual’s ability to understand his or

her own and different people’s emotions, to differentiate between various

emotions and name them properly, and to use emotional information to address

one’s thinking and behaviour.

Further, analysis indicates that actors with high emotional intelligence are

more likely to have interaction indeed acting (i.e., they express additional

authentic emotions) in service transactions than workers with low emotional

intelligence, that ultimately may influence their job performance and guest

satisfaction with service quality. Hence, seeing the importance of emotional

intelligence in organizations, it may be argued that service organizations should

target hiring showing emotion intelligent employees with high service

orientation, and who possess effective feeling management skills. Also, structure

leaders ought to aim development of those skills among employees. However,

attention on developing one, whereas going different wouldn't be terribly

effective. If each emotional intelligence and emotional labour are thought-about

and developed along, then it should result in increased employee performance

and, subsequently, to structure success.

CHAPTER III

CONCLUSION AND RECOMMENDATIONS

3.1 CONCLUSION

An individual is converting into a lot of awareness, he/she is managing

their responses and are acting from being reactive to being proactive. In the trendy

organization leadership isn't confidently to those with management titles.

Everyone holds a capability to produce leadership somewhere. A key

aspect of leadership is delegated by being capable to make relationships, foster

collaboration, communicate and influence others. This requires that you simply

are balanced, that the positive aspects are increased and also the negative aspects

are recognized and predicted. It needs him/her to be receptive of the concepts of

others, to not feel vulnerable by the sight of others. It needs them to feel

sufficiently assured in their own skills, thus to steer once and once to step

backwards and allow others to steer. These are the items which tend to help as

they build long-term, property, relationships that, in turn, give the resources to

realize outcomes. Being showing emotionally aware isn't straightforward. One

has to be compelled to act upon it constantly. Our brains tend to lead into ‘fight

or flight’ mode terribly simply, inflicting us to react before we've got time to say.

By being alert to those trigger points that time to an attainable negative reaction.

This paper has looked into the meaning of Emotional Intelligence, the

dimensions of it and to test the Emotional Intelligence. Various articles from

different journals were used to plunk for the topic. Systematic, valid analysis

studies, based along the guidelines advised, can inform if, when, and the way an

additional clearly defined EI will be effectively utilized in activity settings.

3.2 RECOMMENDATIONS

It takes a large range of skills to succeed and whereas vision and recent

artistic ideas area unit important, increasing analysis shows the importance of

emotional intelligence (EI) as a very important ingredient for effective leadership.

The good news is that everybody will increase their EI, in spite of their level.

There are some areas where an individual can improve his Emotional

Intelligence.

3.2.1 Increase Self-Awareness

Great leaders build themselves and private improvement, a lifelong project.

They notice those who can sharpen out the truth concerning, however they are

available across to others and areas they might improve. They ask for

organizations who can hold them or rent a lecturer that may provide them honest

feedback. Leaders acknowledge and reconcile for that square measure a piece

current and are forever trying to enhance. They read their shortcomings as

opportunities for improvement, then pass this awareness and opportunity to others

junior to themselves.

3.2.2 Develop Listening Skills

In the field of the communications family, listening skills have always been

the poor cousins, not receiving the eye and respect due. Smart leaders, however,

have always been conscious of the importance of listening. They recognize that

we tend to all have a strong desire to be detected. From developing smart listening

skills, we tend to not solely receive additional crucial info, picking up are ready

to connect with others through memorizing meanings and messages behind the

spoken word.

3.2.3 Show a Genuine Interest in the People you lead

A showing emotion intelligent leader not only learns names of everybody

who works in their company however finds out the maximum amount concerning

his or her workers as possible. He or she finds out what's vital to them, their

families, hobbies, and special interests. Showing an interest within the personal

lives of workers delivers the sensation they're valued as individuals, rather than

cogs in a machine.

3.2.4 Develop the Ability to Manage your Emotions

While managing emotions within the workplace is a crucial ability for

everybody to own, it's crucial for leaders as they set the tone within the

workplace. Rather than reacting with their emotions, Leaders with high EI are

ready to process information and respond once they have considered the situation.

They are ready to obtain the underlying feelings behind the words spoken. This

is often a vital ability for a leader who desires to develop shut operating

relationships with and loyalty from workers.

3.2.5 Develop a Strong Sense of Appreciation

One manner of developing feeling is to stay a feeling book and each morning

before you are doing the rest, write down ten things you are grateful for. This

helps to stay up a positive angle and motivation throughout the daytime. Another

good way is to volunteer and pay time serving to those less favourable. Self-

conscious leaders forever consider, however they would like to be treated at one

time managing those coverages for them. They offer of their time and resources

liberally to assist staff who is troubled similarly as contributing to their residential

district.

REFERENCES

1. Emotional Intelligence-Helpguide.org,

www.helpguide.org/articles/emotional.../emotional-intelligence-eq.html

2. Wikipedia.org.Emotional Intelligence, https://en.wikipedia.org/wiki/Emotional_intelligence.

3. EBSCO, search.ebscohost.com

4. Sangeeta Yadav, The Role of Emotional Intelligence in Organization

Development, The IUP Journal of Knowledge Management, Vol. XII,

No.4, (2014).

5. Susan Chin Tee Suan, R.N. Anantharaman and David Tong Yoon Kin,

Emotional Intelligence and Organisational Performance: A Framework,

Global Business and Management Research: An International Journal,

Vol. 7, No. 2, (2015).

6. Sukumarakurup Krishnakumar and Doug Rymph, Uncomfortable Ethical

Decisions: The Role of Negative Emotions and Emotional Intelligence in

Ethical Decision-Making, Journal of Managerial Issues, Vol. XXTV

Number 3 Fall (2012).

7. Quy Nguyen Huy, Emotional Capability, Emotional Intelligence, And

Radical Change, Academy of Management Review 1999. Vol. 24. No.2,

325-345.

8. Neerpal Rathi, Impact of Emotional Intelligence and Emotional Labour

on Organizational Outcomes in Service Organizations: A Conceptual

Model, South Asian Journal of Management, Vol. 21. No.4.