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Emotional Intelligence and Work Attitude

Emotional Intelligence and Work Attitude

There are certain important behavioral attitudes, behavior, and outcomes that are essential for evaluating whether one can be viewed as an effective manager and leader.  Emotional Intelligence is related to following work attitude and work behaviors:

1.   Job Satisfaction:

Individuals with high emotional intelligence experience continuous positive moods and feelings that generate higher levels of satisfaction and well being

2.   Organizational Commitment:

Emotionally intelligent individuals are optimistic, a trait that enables them to focus on the resolution rather than the reasoning. Thus Emotional Intelligence is expected to augment a higher level of commitment to the Organization.

3.   Work-family conflict:

A high emotional intelligence would help the managers balance family interference with work. In fact, they may be more capable of preventing work-family conflict from the beginning because they have emotional insight as to how these emotions should be managed and the ability to improve the decision-making process

4.   Job Performances:

There is a positive effect of Emotional Intelligence on the success of the individual at work. Various studies it has been showing how the aspects of Emotional Intelligence - appraisal and expression of emotion, use of emotion to enhance cognitive processing and decision-making knowledge about emotions, and managment of emotions - contribute to effective leadership.

Emotional Intelligence & effective leadership

Five Aspects of Emotional Intelligence (EI) Required for successful Leadership:  EI is widely known to be a key element of successful leadership. The ability and capacity to be perceptively in tune with yourself & your emotions, in addition having strong situational alertness, can be a dominant tool for leading a team and group. The act of knowing, understanding, & responding to emotions, overcoming stress at the moment, & being aware of how your words and actions influence others, is described as Emotional Intelligence (EI). EI for leadership can consist of these 5 elements:
  • self-awareness,
  • self-management,
  • empathy,
  • relationship management,
  • effective communication.
You can learn to be emotionally independent & gain the attributes that allow you to have emotional intelligence (EI) by connecting to core emotions, accepting them, & being aware of how they affect your decisions & actions. Being able to relate behaviors and challenges of EI to workplace performance is an immense benefits in building an exceptional and unique team. One of the most common elements that lead to retention issues is lack of communication channel that create disengagement and doubt.
A leader lacking in Emotional Intelligence (EI) is not able to effectively gauge the needs, wants, & expectations of those they lead. Leaders or Commander who react to their emotions without filtering them can create distrust amongst their staff & can seriously jeopardize their working relationships. Reacting with erratic emotions can be harmful to the overall culture, attitudes, & positive feelings toward the company & the mission. Good leaders must be self-aware & understand how their verbal and nonverbal communication can affect the team and its members.
To help understand the Emotional Intelligence (EI) competencies required for effective leadership, these five attributes need to adhere to Emotionally Intelligent leader:

1.   Self-Assessment:

This can be defined as having the capacity to recognize one's own emotions, weaknesses, strengths, values, and understanding their implication on others people. Without reflection, we can't truly realize who we are, why we make certain decisions, what we are good at, & where we fall short. With the aim of reach your greatest potential, you must be self-confident in who you are, understanding the good with the bad. Those that have a strong perception of who they are & what they want to work on can upgrade themselves on a regular-basis.

2.   Self-regulation:

Self-regulation also known as discipline. Self-regulation involves controlling or redirecting our disruptive emotions & adapting to change circumstances with the aim of keep the team moving in a right direction. Commanders and Leaders can't afford to lose their tamper. Being cool and calm is contagious, as is panic. When you take on a leadership role and character, you can no longer yield to panic when things get stressful and difficult. When you stay calm & positive, you can think & communicate more clearly with your team.

3.   Empathy & Compassion:

Empathy is the ability to put yourself in someone else's shoes & understand how they may feel or react to a certain situation. When one has empathy, the ability to feel compassion is open. The emotion that we feel in response to suffering motivates a desire to help. The more we can associate to others, the more better we will become at understanding what motivates and trouble them.

4.   Relationship Management:

You can't make deep connections with others if you are diverted. Many of us have families, other obligations, & a crazy to-do list, but building & maintaining healthy and productive relationships is necessary to one's ability to gain higher Emotional Intelligence (EI). You must have the ability to communicate effectively and properly manage relationships in order to move a team of people in the desired direction.

5.   Effective Communication:

 In the teams, you have to do three things flawlessly to be an effective operator and team member:
  • Move,
  • shoot,
  • communicate.
Communication is of the utmost importance. Studies show that effective communication is 7% the words we say and 93% tone and body language. Misunderstandings and lack of communication are usually the basis of problems between most people. Failing to communicate effectively in a workplace leads to frustration, bitterness, and confusion among employees. Effective communication can eliminate obstacles and encourage stronger workplace relationships. When employees know their role within a company and understand how they benefit the overall direction and vision, there is a sense of value and accomplishment. Good communication results in alignment and a shared sense of purpose.
Emotional Intelligence is a powerful tool critical for exceeding goals, improving critical work relationships, and creating a healthy, productive workplace and organizational culture. "Emotional Intelligence" has been endorsed by private businesses, institutions, and organizations in regard to questions of leadership, teamwork, and customer service for almost two decades.  However, with the dawn of the New Public Management approach in Public Administration, emphasizing key terms such as:
  • "employee empowerment,"
  • "customer-focused," "networking
  • collaboration,"
EI has also become an important and integral part of the administrative processes, emphasizing the notion that bureaucracy and emotionality are two mutually dependent concepts. According to Max Weber (18641920), impersonality and dehumanization as the 'special virtues' of bureaucracy which show that bureaucracy work on the model where EI is alien to bureaucracy or Worker's emotional issues, such as boredom, disaffection, or frustration not factor in bureaucracy functioning. Bureaucracy work on the principle of maximum output and efficiency.  But lately, this notion has changed, and now managerial processes might be improved by looking at the emotional content in relational work rather than focusing solely on rationality, and science has come more and more to the forefront. Emotional Intelligence term became widely popularized in 1995. As mainstream media picked up the catchy expression of "emotional intelligence," it became also known to the masses. For example, Time Magazine ran a cover story in October 1995 asking on its front page, "WHAT'S YOUR EQ?" in big capital letters. But emotional intelligence may be the best predictor of success in life, redefining what it means to be smart". This way, people became aware that not the level of cognitive Intelligence alone paves the way to success.  The four cornerstones of emotional Intelligence are the concepts of self-awareness, self-management, social awareness, and relationship management. The levels of emotional Intelligence differ among individuals; however, overall, they tend to become higher with age. In contrast to cognitive Intelligence, which stays relatively stable throughout an individual's lifetime, emotional Intelligence can be improved as a result of learning and engaging in new skills.

The importance of emotional Intelligence in bureaucracies

1.   Leadership and teamwork improvement
At the center of successful leadership is the "ability to influence a group toward the achievement of goals." Since emotions are intrinsic to the human condition, they doubtlessly arise whenever a group of people works together. Hence it is essential that leaders know how to deal with circumstances that include emotions. For example, ensuring that co-workers feel appreciated and understood helps to enhance their devotion and enthusiasm for work, which positively affects their job performance. Similarly, good leaders should recognize when negative emotions arise (e.g., dissatisfaction and frustration) and should be able to address them adequately so that they do not endanger job performance and the success of a project. Overall, improving emotional intelligence should be a constant process of reflecting and learning, which indicates that not only the selection of leaders with already good "people skills" is favorable, but also the development and improvement of emotional skills over the course of time are essential.
Three key concepts to directly further managerial emotional Intelligence:


Managers who provide co-workers with in-depth responses about their social skills sharpen their own awareness of emotional intelligence, too.


Expecting managers to display socially appropriate manners in front of their co-workers also increases self-awareness.


Finding a mentor, preferably from outside the Organization, for reflection and discussion of complicated "people's issues" is also a beneficial tool for increasing Emotional Intelligence. Additional supportive measures are training, selection and promotion, and code of conduct (e.g., installing organizational social norms).
The ways to improve emotional Intelligence might certainly vary throughout different administrative agencies; it is evident that technical proficiency alone is insufficient in assessing managerial competencies; success or failure often depends on the softer [emotional Intelligence] related skills'. Even public agencies that are not commonly associated with emotionality in regard to their line of work have discovered the importance of emotional intelligence within leadership.

Improvement of customer service

A great deal of public-service jobs is characterized by inter-personal contact, which can be face to face or voice to voice. In the ideal case, the interaction between customer andpublic servant should produce the desired result for both sides:
  • from the customer's point of view, his/her objective of the exchange has been fulfilled;
  • As per agency's point of view, the customer was satisfactorily avail the service, establishing the productivity & effectiveness of the respective public-service agency. Thus to do their task well, employees must be able to manage interactions with their customers positively. However, to engage successfully in emotional labor, adequate levels of emotional Intelligence are an absolute prerequisite. Counter clerks, public school teachers, Caseworkers, public health nurses, receptionists etc., are required to feeling emotions in others, while simultaneously, they need to manage their own feelings and emotions. Besides, they must use this knowledge wisely to coordinate their further actions to reach the intended goal with their client. Each and every stage of the interaction must display high levels of Emotional Intelligence (EI) on the part of the public servant. Otherwise, customer satisfaction is likely to suffer, & the perception of the government service is likely to be viewed as negative.

Women's role with regard to emotional intelligence and emotional labor:

Women are, on average, more inclined than men to instantly sense other person's emotions, and women are most likely to be expected to engage in emotional labor in an organization. Still, this does not necessarily mean that women's emotional Intelligence is naturally higher than that of men. However, female employees in public organizations are "expected and required to engage in emotional work to a greater deal than men.  What it means is that a social construct exists that views certain behaviors, such as caring and nurturing, as inherent to women. Consequently, emotional labor that requires Caritas is seen as 'natural labor' for women. However, engaging on a regular basis in emotional labor most likely enhances emotional Intelligence since it is a skill that prospers on experience. Investigating the link between gender, emotional labor, and performance, it was found that organizations with more female public servants at the street level are characterized by superior organizational performance, including overall productivity, employee turnover, and customer satisfaction. However, women's positive contribution to organizational performance is certainly not reflected in monetary compensation. In regard to leadership, at the top level of leadership, the great majority of workers are male. Almost two-thirds of the top-level workers are male, while most public workers in the lowest ranks are female. Studies investigating successful leaders in the private sector (e.g., banking executives, CEOs of international companies) showed that "gender differences that are prominent in the general population are all but absent among the most successful leaders.

Some reservations about emotional Intelligence:

  • Important drawback of emotional Intelligence is that it is not an exact science and, therefore, hard to measure.
  • EI is also facing criticism such as bias, prejudice, and manipulation.
  • Another point of criticism is that the assessment and development of emotional intelligence skills is a time and cost-intensive endeavor, wasting money that could be used otherwise.
  • "assigning a numerical yardstick to a person's character as well as his intellect," fearing that this will invite misuse. It doe not make sense to take an average of emotional skills, as, for example, some people can deal with anger but not with fear, and others might be unable to enjoy pleasure; hence every emotion has to be seen in its own right.
  • Moreover, critics contend that emotional Intelligence, as cognitive Intelligence, is a morally neutral concept both can be used to accomplish good or evil deeds. Someone with a great understanding of his/her co-worker's feelings could use it to inspire them or to take

The future of emotional Intelligence in bureaucracies

EI is a concept that is very likely to stay or become even more important in the future governmental workplace. "expecting good people skills from all managers has been proven difficult, even though this is being increasingly emphasized. In times when fewer and fewer people cultivate close friendships, spending more and more time in front of the TV or computer, the existence of adequate emotional intelligence skills cannot be assumed.  At the same time, ignoring the lack of emotional intelligence skills might be even more pronounced within the younger generation. Now 21st century Generation, for which the use of informational technology has become a way of life, often regards face-to-face communication as obsolete or undesirable. However, e-mailing and texting cannot convey emotions in the same way as face-to-face interaction since the tone of voice and body language cannot be conveyed. This might lead to misinterpretations and misunderstandings, which in turn can hurt job performance and customer service relations. Since governmental processes very much depend on the approval of the public, and citizen satisfaction has become a desired goal of Administration, emotional intelligence skills should be seen as an essential tool to support this endeavor, particularly in times when "understaffed public services must meet the same customer expectations as business establishments."