Student

ID: d z3418599 Course Code:d MGMT1001

The constant pursuit for new theories in identifying and developing successful management approaches has led to the emergence of emotional intelligence. The association of emotional intelligence with managerial abilities has been studied and recognised since the late Twentieth Century. Emotional intelligence is recognised as the capability of perceiving, integrating and understanding the impact and influence of emotions within ones self as well as others. Managers are expected to demonstrate proficiency in areas of communication, conflict resolution, decision-making and regulation, all of which are associated with emotional intelligence. It is therefore crucial that managers exhibit a high standard of emotional competence to achieve maximum performance and satisfaction in the workplace. In highly volatile and fluctuating environments, emotional control and expression are essential in the establishment of proficient business leaders. The ability to utilise emotions to facilitate everyday activities is important in providing a professional yet comfortable workspace. According to Zeidner, Matthews and Roberts (2004 pp. 387), managers with high emotional intelligence were able to generate excitement, enthusiasm and optimism in the work environment. This positivity acts as a precursor in generating a vibrant and secure atmosphere for all individuals. George (2000) further reinforces the significance of emotional stimulation in contributing to effective management in organisations through the generation of positive emotions amongst individuals. This optimism acts as a source of motivation and encouragement for employees in coping with the stressful demands of work. The ability to maintain emotional composure through difficult situations also contributes strongly to confidence in navigating the social complexities of the workplace. This leadership quality promotes trust and appreciation of the manager among the employees. The control of emotions is also found by Zineldin and Hytter (2012) to play an important role in work attitudes and productivity. Zineldin and Hytter (2012) further state that negative emotions such as depression, anger, jealousy and stress suppressed the well-being and full potential of working individuals. Managers are hence obligated to contribute a positive outlook and ensure the wellness of employees, only possible by displaying emotional intelligence. The ability to employ emotions appropriately is a fundamental attribute of a skilled manager. Superior social and communication skills are paramount in this highly competitive division where managers are required to supervise and guide employees. Without the ability to perceive emotion, mangers are regarded as socially inept and unable to retain a high standard

Student ID: d z3418599 Course Code:d MGMT1001

of coordination. Greater social emotional understanding is predominantly achieved through the development of high quality interpersonal relationships. The detection and deciphering of emotion is particularly important in situations where employees may require additional support through difficult periods of time. Through personal experience and the appreciation of similar emotions and situations, strong relations are forgeable. Empathy is considered as an extremely effective emotion in developing respectful relationships between managers and subordinates. Empathic individuals are not only adept at gauging the emotions of others but they also tend to share in those emotions, experiencing them vicariously (Scott Colquitt, Paddock & Judge, 2010, p. 127). Scott, Colquitt, Paddock and Judge (2010) also noted that such constructive responses were likely to intensify the positive feelings among employees. This implies that those who are adept in sharing emotions are able to forge stronger connections, especially by assisting in failure and celebrating together in success. It also suggests that individuals who are unable to display empathy are unable to identify with and struggle in communicating with others. The outcome of this successful communication is both the acquirement of satisfied employees and loyal, returning customers. Emotional intelligence is a vital component in developing effective communication skills to manage successfully in the workplace. The attainment of exceptional managing skills requires the manager to maintain good mental health. Often overlooked but extremely important, the manager must first be satisfied and psychologically positive before being of assistance to others. Destructive emotions such as stress may leave individuals incredibly vulnerable to anxiety and depression and feelings of isolation. Scott, Colquitt, Paddock and Judge (2010) recognises stress as directly linked to poor performance and the distribution of negative moods within the workplace. The development of emotional intelligence in managing emotions is particularly helpful in vanquishing this stress and negativity. It is also essential in forming firm and solid workplace relationships incorporating teamwork and cooperation. The achievement of a healthy mind further produces an individual who is capable of a greater depth of thinking and creativity. Mental well-being is an essential component of managing business operations, especially in standardising and improving the general ambience of the workplace. Furthermore, it is noticed that firms and organisations are increasingly observed to be appointing managers with higher levels of emotional intelligence by involving emotional

Student ID: d z3418599 Course Code:d MGMT1001

intelligence tests in the selection process. This preference is based on the proposition that individuals with high emotional intelligence are particularly adept at managing emotions and designing projects that involve infusing products with feelings as well as aesthetics (Zeidner et al. 2004, p. 386). This multifaceted skill set is especially advantageous to businesses in constructing effective yet distinctive business decisions and a manager capable of meeting targets and delivering expectations. This ability to regulate emotions is also indicative of an individual competent in striving for performance and administrating discipline. According to Atwater, Brett and Charles (2007), managers used discipline associated with negative emotions to correct and improve the behaviour of employees. This insinuates that negative emotional responses may also be beneficial in the managers role of maintaining a competent, productive and successful workplace environment. These attributes are critical in making a manager who is able to drive leadership performance and work in demanding and volatile environments, typical of the business industry. The constant pressures of demanding workplaces require managers to exhibit competent levels of emotional intelligence. This ability to perceive, understand, exhibit and regulate emotions allows managers to maintain a healthy state of mind and exert high quality leadership skills. Furthermore, enhanced judgments and effective communication with both customers and employees must be demonstrated. In order to achieve success in the workplace, it is imperative for managers to be adaptive to changing circumstances and meet emotional intelligence expectations.

Student ID: d z3418599 Course Code:d MGMT1001

References Atwater, L.E., Brett, J.F. & Charles, A.C. (2007), The Delivery of Workplace Discipline:: Lessons Learned, Organizational dynamics, 36(4), pp. 392-403. George, J.M. (2000), Emotions and Leadership: The Role of Emotional Intelligence, Human Relations, 53(8), pp. 10271055. Scott, B., Colquitt, J.A., Paddock, E.L. & Judge, T.A. (2010), A daily investigation of the role of manager empathy on employee well-being, Organizational behavior and human decision processes, 113(2), pp. 127-140. Zeidner, M., Matthews, G. & Roberts, R.D. (2004), Emotional Intelligence in the Workplace: A Critical Review, Applied Psychology, 53(3), pp. 371399. Zineldin, M. & Hytter, A. (2012), Leaders negative emotions and leadership styles influencing subordinates well-being, The International Journal of Human Resource Management, 23(4), pp. 748-758.