EMOTIONAL INTELLIGENCE IN ORGANIZATIONAL BEHAVIOR

Abstract

ABSTRACT. In this paper I am particularly interested in exploring the emotional aspect as an essential constituent of leadership capability, the possible effect of emotions on work outcomes and on functioning in public organizations, and the function that emotions have in organizational settings. The theory that I shall seek to elaborate here puts considerable emphasis on positive associations between emotional intelligence and functioning outcomes, the handling of emotions in public spheres, and the direct consequences of emotional intelligence on public workforce results. The results of the current study converge with prior research on the function of emotional intelligence to indirectly impact competitive benefit, management as emotional intelligence, and the character and outcomes of emotional intelligence.JEL Codes: L2; 019; D23Keywords: emotional intelligence; public organization; performance outcome1. IntroductionFor public administration, powerful logic, a relevant level of rationality, and brilliant minds should regulate schemes and judgments. Emotions in management and the handling of emotions have an outstanding function in the results of public administration workforce. Public administration is not explicit about its view toward emotions and feelings (the latter are an effective managerial instrument). The public concern is powerfully influenced by the feelings and emotions (Tucmeanu, 2014) of public administration workforce. Nonrational, emotional elements are extremely effective in the process of public activity (Popescu, 2014) and in generating results and efficiency in public agencies. Emotional intelligence involves the capacity to accomplish faithful analysis about emotions and the capacity to employ feelings, emotions, and emotional knowledge to augment thought, incorporating particular expertise and suggesting that this distinctive expertise may also be considered as constituting a unified, general emotional intelligence. (Vigoda-Gadot and Meisler, 2010) The notions of emotional intelligence and organizational learning can be operationalized more successfully via participation in decision-making (PDM). More significant degrees of emotional intelligence lead considerably to higher performance results (Dan, 2014) and inter-group links. Persons with higher degrees of emotional intelligence tend to function in thoughtful and socially flexible manners. PDM furnishes the fabric (Peters and Besley, 2014) to allow emotionally intelligent persons to be instrumental in organizational learning. People who comprehend their own emotions can more properly recognize their reactions, whereas the intellectual utilization of emotions signifies individuals' cognitive judgments are more intense. (Scott-Ladd and Chan, 2004)2. The Function that Emotions Have in Organizational SettingsIntelligence entails the capacity to comprehend information, whereas emotion is a unified reaction to the environment. Emotional intelligence is composed of the particular abilities of different stakeholders to perceive feelings and emotions in their proximate work setting, but also incorporates other capacities that can construct persons with stronger emotional intelligence. The latter is a mediator of the politics-work results/performance connection to the extent that emotional engagement and absenteeism are covered. Emotionally intelligent public handling may comprehend and problem-solve cases that are significant for massive communities of individuals and for policy topics under the supervision, administration, or supervision of governments. (Vigoda-Gadot and Meisler, 2010) Emotionally intelligent individuals are more self-aware concerning their strong points and weaknesses, providing benefits to organizations aiming to acquire competitive advantage via flexibility, swift reaction and change innovation. Emotional intelligence furnishes precious benefits to organizations undergoing constant change. The learning organization constitutes active advancement and arrangement of learning activities. …