The workforce has to be tech-savvy, entrepreneurial, independent, creative, self-motivated, and have a range of other skills for organizations to be successful in the business climate of the 21st century. The rapid speed of globalization and digital transformation leave companies no choice but to ensure their employees meet the modern requirements needed to function efficiently within the organization. Yet one quality seems to be overlooked: emotional intelligence (EI or EQ). Although it might be one of the most critical characteristics an employee, particularly a leader, can have, the concept of EI has only recently gathered enough attention from human resource experts and recruiters.
To further examine the notion of emotional intelligence and its implications, it is crucial to discuss the historical background behind the theoretical beginnings of such a concept. There are two primary kinds of understanding of emotional intelligence: one founded on the idea of emotional ability proposed by Salovey and Mayer, and the other one based on the notion of mixed ability proposed by Goleman (Wen et al., 2019). Salovey and Mayer were the first to introduce the term “emotional intelligence,” which they defined as “the ability of individuals to monitor their own emotions and others, and the ability of emotion recognition and to use emotional information to guide thinking and behavior” (Wen et al., 2019, p. 121). Since 1990, which was when Salovey and Mayer coined the term, the theory has been revised. For instance, Goleman suggested that EI was a mix between personality and ability (Wen et al., 2019). Goleman was the one who not only contributed to the notion of multiple types of intelligence existing but popularized the idea of EI to the public. In this study, a simplified definition of emotional intelligence will be utilized. EI is the ability to recognize and understand the emotional complexities of oneself and others.
Emotional knowledge and intelligence are complex concepts, yet it is crucial to recognize the basic notions surrounding them to move the discussion further along. The understanding of emotional intelligence can be operational by using four main aspects: “self-emotional appraisal, others’ emotional appraisal, regulation of emotion, and use of emotions” (Wen et al., 2019, p. 121). Papoutsi and Drigas (2019) add that the competencies associated with emotional intelligence also include self-management and social awareness, both of which are crucial for someone with a high EQ to have. These are the components integral to the discussion of EI and its impact.
The world of academia has long concluded that emotional intelligence has a positive impact on organizations. Dozens of studies and researchers have demonstrated that the staff’s EI is integral to the success of the company. The paper will offer an in-depth overview of empirical evidence regarding the connection between EQ and job performance, turnover rates, and job satisfaction. After all, those with higher levels of emotional intelligence are more likely to engage in the work they are doing more, as proved by the study conducted by Perez-Fuentes and her colleagues in 2018. Other facets of emotional intelligence affects might include anxiety levels, self-efficacy and self-motivation, job commitment, stress management, conflict resolution, and many others. The definitive purpose of this paper is to examine the impact of emotional intelligence on organizations, using the latest academic insights and research data.
References
Papoutsi, C., Drigas, A., & Skianis, C. (2019). Emotional intelligence as an important asset for HR in organizations: Attitudes and working variables. International Journal of Advanced Corporate Learning (iJAC), 12, 21–34. .
Pérez-Fuentes, M., Molero Jurado, M., Gázquez Linares, J. J., & Oropesa Ruiz, N. F. (2018). The Role of emotional intelligence in engagement in nurses. International Journal of Environmental Research and Public Health, 15(9), 1915–1927.
Wen, J., Huang, S., & Hou, P. (2019). Emotional intelligence, emotional labor, perceived organizational support, and job satisfaction: A moderated mediation model. International Journal of Hospitality Management, 81, 120–130.