Academic journal article International Journal of Business and Management Science

Enhancing Ethics at Workplace through Emotional Intelligence: An Exploratory Study on Business Organizations in India

Academic journal article International Journal of Business and Management Science

Enhancing Ethics at Workplace through Emotional Intelligence: An Exploratory Study on Business Organizations in India

Article excerpt

INTRODUCTION

India's reputation has swung from that of a land of great opportunity to that of a country with an uncertain future. At the beginning of the 21st century, the image of the country as the largest democracy and the emerging global power is at its peak. Today there are very few developing countries that are as well placed as India to take advantage of the phenomenal developments that have occurred in technology, international trade, capital movement and the deployment of skilled manpower (Jalan, 2005). In addition to this, it is the only country in the world that has so much of diversity in its culture. Being a relationship oriented economy and having a collectivist approach, there is a major focus on emotional dependence and interpretation of emotions as an intellectual exercise rather than an emotive response (Singh, 2003).

Business organizations in India today face a new set of human resource challenges in the form of managing one's emotions, handling conflicts, developing teamwork, influencing leadership, managing motivation, interpersonal sensitivity, skills at negotiation and personal or internal qualities like empathy, initiative, adaptability, confidence and optimism. These features have become more crucial than academic competence, technical expertise and professional education and have reduced their importance. As a result of these challenges there is a shift from traditional intelligence or cognitive intelligence measured by Intelligence Quotient (IQ) to Emotional Intelligence measured by Emotional Quotient (EQ).

"Emotional intelligence" has become a major topic of interest in scientific circles as well as in the lay public since the publication of a bestseller by the same name in 1995 (Goleman). Despite this heightened level of interest in this new idea over the past decade, scholars have been studying this construct for the greater part of the twentieth century; and the historical roots of this wider area can actually be traced back to the nineteenth century.

Encyclopedia of Applied Psychology (Spielberger, 2004) recently suggested that there are currently three major conceptual models: (a) the Salovey-Mayer model (Mayer and Salovey, 1997) which defines this construct as the ability to perceive, understand, manage and use emotions to facilitate thinking, measured by an ability-based measure (Mayer, Salovey and Caruso, 2002); (b) the Goleman model (1998) which views this construct as a wide array of competencies and skills that drive managerial performance, measured by multi-rater assessment (Boyatzis, Goleman and HayGroup, 2001); and (c) the Bar-On model (1997, 2000) which describes a cross-section of interrelated emotional and social competencies, skills and facilitators that impact intelligent behavior, measured by self-report within a potentially expandable multi-model approach including interview and multi-rater assessment (Bar-On and Handley, 2003a, 2003b).

Over the last few years there has been significant and sustained growth in interest in the area of Emotional Intelligence (EI). Emotional Intelligence plays a significant role in contributing to a positive organizational climate for services which creates an internal environment in which empathy, open communication and customer consciousness proliferates among employees and as a consequence employee commitment increases which further leads to a successful accomplishment of organizational goals with increased productivity and profits (Bardzil and Slaski, 2003). Increased level of E.I. helps to diminish the likelihood of negative behavior patterns that may inhibit a positive climate of service, such as, stress, low morale, and poor mental health (Slaski and Cartwright, 2002). It is likely that positive reinforcement of an emotionally intelligent environment will enable development of a service-oriented climate, which is more conducive to both employee and customer satisfaction. A positive and significant relationship between emotional intelligence and organizational leadership among the executives of a software company in India was identifies by Singh (2007) which also suggested that EI of professionals contribute high variance to the total variance of leadership effectiveness. …

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