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Recent years have seen a transformation in what scholars believe leads to success in the organizational setting. Organizational behaviorists have changed focus and are placing more emphasis on the way that people think and feel within organizations. Something called “emotional intelligence” is the major topic of interest nowadays as the sole importance of rational intelligence “IQ” is not as widely accepted. Emotional intelligence is merely a set of competencies that allow us to perceive, understand, and regulate emotions in ourselves and in others.

The idea of emotional intelligence or sometimes regarded to as ‘EI”, is important in today’s society where interactions within the workplace are ever more important. All of the articles that follow address key issues regarding the relevance of EI in today’s organizations. According to many literatures, for example like that of Prati, Douglas, Ferris, Ammeter, and Buckley (2003), it is the emotional aspect which is the crucial benefactor to successful leadership and performance within organizations of today.

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This article along with others like Svyantek (2002), agree that intelligence needs to include more than just rational ability and that EI is definitely an important trait possessed by successful organizations. The article by Macaleer and Shannon (2002) also backs this fact that IQ cannot be considered the only important factor within an organizations management and operation. This article actually states that approximately 80 percent of an individual’s success is due to EI and only 20 percent is IQ.

This statistic helps solidify that their really is a relationship between higher levels of EI and positive behaviors and attitudes within organizations Svyantek (2002). All three of these articles attest that the presence of “social effectiveness traits” Prati et. Al (2003) are crucial in successful managers, and the basis of these traits are covered by the definition of emotional intelligence. As jobs today are adopting team processes to finish tasks, successfully communicate, and maintain cohesive and supportive atmospheres, emotional intelligence is that much more relevant.

These articles support the notion that increased awareness of EI, makes the workplace more efficient in terms of these constructs. Two of the three articles share common views about features of successful leadership being dependent upon EI. Prati et. Al (2003) and Macaleer and Shannon (2002) both believe that managers with higher emotional intelligence’s will outperform those with lower EI. They both draw upon information from emotional intelligence literature from Goleman, within their articles. According to these articles those leaders that have high emotional intelligence can recognize and control their own personal emotions and behaviors.

This empowers them with self awareness and self-leadership which they can then pass on to other individuals and groups within the organization. Both articles address Goleman’s proclamation that, “there’s no fixed formula for great leadership… Still, we find that effective leaders typically demonstrate strengths in at least one competence from one of the four fundamental areas of emotional intelligence” [self-awareness, self-management, social-awareness, relationship management]. Prati et. Al (2003) go further than the other articles in their analysis of emotional intelligence, and the presence of it in good leaders.

These analysts identified how leaders possessing Goleman’s traits in addition to other aspects discussed by George as in Prati et. Al (2003) are more likely to produce emotionally intelligent teams. By this they mean that leaders are better equipped to form strong emotional relationships within the teams, and consequently they are better able to demonstrate effective performance. If an emotionally intelligent team leader can instill his qualities unto his team members then as a result the members within these teams will also be better equipped to improve team quality for the collective good of the group.

Even though there is a lot of information that supports the views of Prati et. Al (2003) and the other articles, there is undoubtedly opposition to the effectiveness and relevance of EI in the organizational setting. The last article by Antonakis (2003) directly disagrees with the views of Prati et. Al (2003). Antonakis (2003) disagrees on some major points which Prati et. Al (2003) and the other articles make. His most important refutation of Prati et. Al is that there is not enough empirical evidence to distinguish EI from general intelligence and personality.

In a reply to Antonakis (2003) Prati et. Al published a response to Antonakis’s article. In this they admit that there is relatively little empirical data on EI considering it is a relatively new field, however, they assert that although the research may be limited it is still worthwhile and serves as an important basis for their claims. Antonakis (2003) focuses very strictly on one aspect of the research done by Prati et. Al, however Prati et. Al did take a broad perspective of EI when they wrote their article.

They encompasses many different features of emotional intelligence and Antonakis’s article although he restates it in different words seems to still have relevance to the definition’s and constructs of EI identified by Prati et. Al. Further research will help to clarify both sides of this argument however, for the time being Emotional Intelligence is definitely a promising tool, which can be used in the management of organizational settings. Emotional intelligence could be a key means to improving many organizational behaviors. Prati et.

Al discusses many aspects, which may be improved with the use or implementation of emotional intelligence. From their article, one can gather that EI can affect the smallest link of an organization up to the entire chain. All areas of the organization, from an individual employee, to a project team, or even the organization as a whole can be positively affected by emotional intelligence. By instilling emotional intelligence into an organization management could very well proceed toward the achievement of better organizational performance by enhancing organizational member interactions, contributions, and organizational member welfare.

All of these constructs are more likely to be attained with Emotional intelligence; the smarts of the future. Even though there is not an overwhelming amount of research as to the effectiveness of emotional intelligence within the organizational environment, these articles identify a promising future in helping management to become more productive and efficient. From these promising findings it would be worthwhile for organizations to engage in some type of EI training.

Organizations can assist employees in developing emotional competencies by providing appropriate training so as its members improve their grasp on emotions, both their own and others’. Guidelines are available to help empower individuals within organizations to grow with the changing times. With the ever more global economy, it is and will be even more necessary for individuals and organizations as a whole to be better able to deal with these pressures. We need to understand other peoples’ signals and be able to productively react to these signals.

In an attempt to accomplish this, organizations and individuals need to attempt to develop their emotional intelligence skills, through coaching, practice and plenty of feedback. Reference: Antonakis. J. (2003). Why “Emotional Intelligence” does not predict leadership effectiveness. The International Journal of Organizational Analysis, 11(4). 353-359. Macaleer, W. D. , & Shannon, J. B. (2002) Emotional intelligence: How does it affect leadership? Employment Relations Today, 29. 9 Prati, L. M. , Douglas, C. , Ferris, G. F. , Ammeter, A. P. , & Buckley. M. R.(2003)

The role of emotional intelligence in team leadership: Reply to the critique by Antonakis. The international Journal of Organizational Analysis, 11. 363-369 Prati, L. M. , Douglas, C. , Ferris, G. F. , Ammeter, A. P. , & Buckley. M. R. (2003) Emotional intelligence, leadership effectiveness, and team outcomes. The International Journal of Organizational Analysis, 11. 21-40 Svyantek, D. J. , & Rahim, M. A. (2002) Links between emotional intelligence and behavior in organizations: Findings from empirical studies. The International Journal of Organizational Analysis, 10. 299-301

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