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African Journal of Business Management Vol. 5(17), pp. 7575-7578, 4 September, 2011 Available online at http://www.academicjournals.org/AJBM DOI: 10.5897/AJBM11.640 ISSN 1993-8233 ©2011 <strong>Academic</strong> <strong>Journals</strong> Full Length Research Paper The influence of the emotional intelligence on self monitoring Sandhya Rani C. 1 *, R. G. Priyadharshini 2 and T. Kannadasan 3 1 Sri Niketan Trust (SNT) Global Academy of Management Studies and Technology, Coimbatore – 641 105, Tamil Nadu, India. 2 Amrita School of Business, Ettimadai, Coimbatore, Tamil Nadu, India. 3 Center for Research, Anna University of Technology, Coimbatore, Tamil Nadu, India. Accepted 21 June, 2011 Self monitoring is an ability to consciously observe and regulate one’s own behaviour. Incorporating self monitoring in today’s research and practice is beginning to yield a better understanding of how organizational processes are substantially affected by individual issues of how they are seen by others. Especially in service industries, the effect of outcome of interactions of the employees with the clients is an inevitable part of portraying their identity. Most of the actions in the service industry having a legal importance, it is highly essential that controlled image presentation should not cause any deceptions. Hence, it is essential that the employees should know how they present themselves and be able to use self monitoring in the best way possible by them. There are two approaches to the measurement of emotional intelligence: as a mental ability or as a personality trait. Emotional intelligence is the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions effectively in ourselves and others. The findings of this study confirm that emotional intelligence is related to self monitoring behaviour. This understanding can contribute to practitioners in the areas of recruitment and in assessing the training needs of healthcare professionals. Key words: Self monitoring, emotional intelligence, healthcare industry. INTRODUCTION As in the stage play, our actors in real life, the managers, need to be well versed in the art of stage acting and also be good critics of their peers too. In other words, the managers need to skillfully manage the impression they create on others in a wide range of situations ranging from such simple ones as meeting a colleague in the lobby to more complex and delicate ones like dealing with a troubled customer. This phenomenon of willfully managing impressions is referred to as impression management. It is the process through which individuals attempt to influence the impressions others form of them. Skill in this process - both to manage one’s impressions *Corresponding author. E-mail: sandhyacyriac@gmail.com. Tel: 0091 9791680593. and identifying the impression management techniques of others - has become more significant to employees in current organizational settings. Strategic attempts by people to control images projected in real or imagined social interactions have become to be known as impression management or self monitoring (SM) (Snyder, 1979). Individuals high in self monitoring are used to monitor self presentations. They seem inconsistent in their responses across relevant situations, modifying behaviour as a function of who is present, what situation requires and what the results of such behaviour may be. High self monitors thus adhere to a hedonistic principle: they isolate pertinent social cues and mold their behaviour so as to maximize their personals gains (Danheiser and Graziano, 1982). It is not surprising that when the tables are turned, that is, when high self monitors are perceivers: they are skilled in detecting the
7576 Afr. J. Bus. Manage. impression management tactics by others. This paper attempts to understand how emotional intelligence affects the self monitoring behaviour of healthcare professionals Meaning of self monitoring Self monitoring is an ability to consciously observe and regulate behaviour (Snyder, 1974). This ability to control self presentational behaviour varies considerably among individuals (known as high self monitors) with some able to change their attitudes and behaviours according to the environment they find themselves in. Others who are less attentive to situational cues and who behave more consistently, with their actual feelings and beliefs, are known as low self monitors (Montigliani and Giacalone, 1999). Factor affecting self monitoring A variety of environmental, actor, and audience characteristics serve as stimuli that shape actor and audience definitions of the situation (Schlenker, 1980). The environmental factors could be the work place itself, organizational culture, the work itself, etc. and the actor characteristics could be gender, age, race, personality traits, etc (Gardner and Martinko, 1988). One of the two approaches to emotional intelligence (EI) views emotional intelligence as a personality trait. This research intends to investigate the effects of personality factors like emotional intelligence on self monitoring on organizational settings. Meaning of emotional intelligence From the time human beings have been conscious, we have been trying to reckon how to feel better and to get along with each other. The words of wisdom on these topics have been documented over time. The disciplines of philosophy (such as that supported by Aristotle, Sir Thomas More and William James), religion, science, fiction, and nonfiction are examples of humanity's continued efforts to improve upon civilization. Thus, the fundamental societal drive regarding the knowledge of the intelligence of our emotions can be traced back a long way. Emotional intelligence is the ability to monitor one's own and others' feelings and emotions, to discriminate among them, and to use that information to guide one's thinking and actions. (Mayer et al., 1990) In one of the earliest conceptualizations, Gardner (1983) viewed emotional intelligence as consisting of adaptive skills, whereby an emotionally intelligent person has a deep awareness of his or her emotions and the ability to label and draw upon those emotions as a resource to guide behaviour. Emotional intelligence as a personality trait There are basically two approaches to the measurement of emotional intelligence: as a mental ability or as a personality trait. Mayer, Salovey and Caruso were instrumental in initiating current interest in the concept by their work in the beginning of the 1990's (Mayer et al., 1990). They devised tasks in which people were instructed to judge, among other things, the emotional content expressed in art or music. Emotional intelligence as a personality trait is measured by personality test items of a fairly traditional kind, and is close to many other questionnaire methods for measuring various traits. The best-known example has been devised by Bar-On (Bar-On, 2000; Bar-On et al., 2000). Schutte et al. (1998) developed a framework to explain emotional intelligence based on the model of EI developed by Mayer et al. (1990). Petrides and Furnham (2000) claim the self report emotional intelligence test (SREIT) has a clear four factor structure comprising ‘self management of emotions’, ‘self aware-ness of emotions, ‘social skills and ‘social competence’. Objective of the study This paper seeks to understand the effect of emotional intelligence as a personality trait over self monitoring behaviour in healthcare professionals. Research hypothesis The research hypothesis formed is as follows: H1: There is no significant relationship between emotional intelligence and self Monitoring In 1999, Abraham raised the question whether emotionally intelligent employees engage in organizationally functional behaviour from a genuine desire to promote organizational goals or whether they are social chameleons capable of organizationally dysfunctional behaviour. In her work on developing a conceptual framework of emotional intelligence, Abraham directed that the future researchers should examine the motives underlying impression management by clearly distinguishing between positive organization-promoting and negative self-serving motives. It was indicated that the self monitoring aspect of the impression management could be a motive for emotionally intelligent people. Self monitoring is a form of impression management in its ability to control expressive behaviour to match the expression and self-presentation of others in social
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African Journal of Business Managem
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Editors Prof. Wilfred Isioma Ukpere
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Electronic submission of manuscript
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Fees and Charges: Authors are requi
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Table of Contents: Volume 5 Number
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7166 Afr. J. Bus. Manage. the high
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7168 Afr. J. Bus. Manage. Cargo mov
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7170 Afr. J. Bus. Manage. has produ
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7172 Afr. J. Bus. Manage. resources
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7174 Afr. J. Bus. Manage. celebrate
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7176 Afr. J. Bus. Manage. effective
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7178 Afr. J. Bus. Manage. interacti
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7180 Afr. J. Bus. Manage. firstly,
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7182 Afr. J. Bus. Manage. TQM pract
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7184 Afr. J. Bus. Manage. with lowe
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7186 Afr. J. Bus. Manage. in a diff
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7190 Afr. J. Bus. Manage. Decision
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7192 Afr. J. Bus. Manage. restructu
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7194 Afr. J. Bus. Manage. Performan
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7196 Afr. J. Bus. Manage. firm perf
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African Journal Of Business Managem
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7200 Afr. J. Bus. Manage. to establ
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7202 Afr. J. Bus. Manage. marketing
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7204 Afr. J. Bus. Manage. initial a
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7206 Afr. J. Bus. Manage. from the
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7208 Afr. J. Bus. Manage. Phillips
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7210 Afr. J. Bus. Manage. of the sa
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7212 Afr. J. Bus. Manage. ′ w k m
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7214 Afr. J. Bus. Manage. procedure
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7218 Afr. J. Bus. Manage. Figure 2.
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7220 Afr. J. Bus. Manage. stimulate
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7222 Afr. J. Bus. Manage. these com
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7228 Afr. J. Bus. Manage. Table 2.
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7234 Afr. J. Bus. Manage. CRM resea
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7238 Afr. J. Bus. Manage. The one a
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7242 Afr. J. Bus. Manage. and Norto
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7250 Afr. J. Bus. Manage. DEFINING
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7256 Afr. J. Bus. Manage. critical
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7260 Afr. J. Bus. Manage. external
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7262 Afr. J. Bus. Manage. represent
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7270 Afr. J. Bus. Manage. business
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7274 Afr. J. Bus. Manage. Satisfact
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7276 Afr. J. Bus. Manage. Score of
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7282 Afr. J. Bus. Manage. Satisfact
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7292 Afr. J. Bus. Manage. determine
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7298 Afr. J. Bus. Manage. Procedure
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7308 Afr. J. Bus. Manage. required
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7310 Afr. J. Bus. Manage. This obse
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7318 Afr. J. Bus. Manage. expectati
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7320 Afr. J. Bus. Manage. Compensat
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7324 Afr. J. Bus. Manage. Psychol.,
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7326 Afr. J. Bus. Manage. the resea
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7328 Afr. J. Bus. Manage. Z( T, whe
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7330 Afr. J. Bus. Manage. (10) and
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7332 Afr. J. Bus. Manage. during wh
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7334 Afr. J. Bus. Manage. optimal v
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7336 Afr. J. Bus. Manage. satisfact
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7340 Afr. J. Bus. Manage. female re
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7344 Afr. J. Bus. Manage. Populatio
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7352 Afr. J. Bus. Manage. ln S = ln
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7356 Afr. J. Bus. Manage. but some
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7358 Afr. J. Bus. Manage. investiga
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7360 Afr. J. Bus. Manage. when conf
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7362 Afr. J. Bus. Manage. PCs in a
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7364 Afr. J. Bus. Manage. supported
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7366 Afr. J. Bus. Manage. Psychol.,
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7368 Afr. J. Bus. Manage. social pr
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Table 2. Companies and countries co
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to CSR clearly and reliably. The st
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consumers to participate with the t
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A Liao 7379 Figure 1. Example of ev
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Table 3. Summary statistics of the
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Table 5. Utilities for subject 1 Li
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REFERENCES Anderson JC, Narus JA (1
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7386 Afr. J. Bus. Manage. aggregate
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7388 Afr. J. Bus. Manage. Analysis
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(Bass and Avolio, 1994). Leaders fo
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the employees. When employees are e
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Table 1. Means, standard deviation
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negativity in the organization. Tra
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of psychological ownership. Thus te
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Meyer JP, Becker TE, Vandenberghe C
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goods industry in the future. LITER
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F + 2 0. 110 * F + Table 3. Factor
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APPENDIX Data for evaluation on the
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anks. Camanho and Dyson (2005) enha
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Step A-4: Correlation analysis Star
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Table 1. Original raw data of input
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Table 5. Scenario table. Wang and W
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Delmas M, Toka Y (2005). Deregulati
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Technology managers need to attract
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λ is the parameter for risk aversi
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specified ranges of return, for eac
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Carlsson C, Fulle´r R, Majlender P
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Stock Exchange, (Rao, 2010) in Nati
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etween size and unsystematic risk i
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The research schema Figure 1 indica
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Table 3. Result of Freidman rank te
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Table 8. The result of Spearman cor
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significant differences between the
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leadership. The process of manageri
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indices of quality of life work. On
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Figure 2. The values of standardize
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Table 4. The values of coaching ind
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Table 1. Contrast between hedonic a
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in consumers’ shopping behavior.
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et al., 2006; Carpenter, 2008). For
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Table 2. contd Shopping satisfactio
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value in the construct of clothing
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independence, assertiveness, innova
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over those of competitors in order
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Table 2. Demographic profile and ce
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Table 4. Service satisfaction level
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There is a strong significant corre
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Dean AM (2004). Rethinking customer
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as a margin rate of 10% and rest to
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(7) Table 1. Descriptive statistics
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APPENDIX A Table 1. Failure rate te
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Table 1. Results of the multivarian
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Figure 3. Entrepreneurship as a fun
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Furkukawa K, Shafer WE, Lee GM (200
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happen to firms of any and all size
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participants attributed their failu
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Table 1. Descriptive statistics of
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Table 4 Contd. Inconsideration of l
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Table 5 Contd. Manufacturing 2.17 1
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The CLRP is an NP-hard problem, so
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No START Form a new cluster. Select
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Table 1. Computational results of G
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Table 1. Correlation of facets of C
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Figure 1. Theoretical approach adop
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quadrant (III), including product v
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consistently showed negative (posit
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signal. This hypothesis predicts a
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Variables are defined as in the ful
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Table 3. The results of model (2).
Page 378 and 379: around the world. Q. Rev. Econ. Fin
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Page 382 and 383: Table 2. Canonical correlation. 2 C
Page 384 and 385: Table 5. Bilateral analysis and ran
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Page 388 and 389: strategies (Hart, 1995; Tello and Y
Page 390 and 391: Table 1. Reliability and construct
Page 392 and 393: Table 3. Latent variables test. She
Page 394 and 395: Haines R, Street M, Haines D (2008)
Page 396 and 397: owned insurance firm to enter the m
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Page 400 and 401: Figure 1. Structural relationships
Page 402 and 403: Prior to analysis, variables were e
Page 404 and 405: Table 1. Effect decomposition for M
Page 406 and 407: Figure 5. Unstandardized estimates
Page 408 and 409: prospects. In other words, less wor
Page 412 and 413: goal of a SCM process is to create
Page 414 and 415: Sale Lean Supply Chain (LSC) Growth
Page 416 and 417: Upper Saddle River: Pearson Prentic
Page 418 and 419: the green awareness movement by ado
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Page 422 and 423: Table 3. Descriptive statistics and
Page 424 and 425: China. Green leadership could be em
Page 426 and 427: APPENDIX Appendix 1: Measures of ob
Page 430 and 431: Emotional intelligence Self monitor
Page 434 and 435: ship between a people’s perceived
Page 436 and 437: Table 1. Analysis of the reliabilit
Page 438 and 439: Table 4. Results from hypothesis te
Page 440 and 441: Ajzen I, Driver BL (1992). Applicat
Page 442 and 443: mono production economy, and rural
Page 444 and 445: Table 2. Pearson correlation betwee
Page 448 and 449: Table 1. Behavioral Phenomenon that
Page 450 and 451: Table 3. Test period data. Table 4.
Page 452 and 453: Prospect value Figure 3. Expected v
Page 454 and 455: Tversky A, Gilovich T (1989). The H
Page 458 and 459: Table 1. Components of a mentoring
Page 460 and 461: Table 3. Perceptions on the success
Page 462 and 463: Table 5. Characteristics of a mento
Page 464 and 465: terms of sustained development, are
Page 466 and 467: Table 7. Ideal characteristics of m
Page 468 and 469: qualitative analysis of fifteen hou
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Page 474 and 475: of Am. Acad. of Bus., Cambridge. 4(
Page 476 and 477: directors and propose the board ind
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composition is the outcome of a neg
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Table 1. Descriptive statistics. Ti
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Table 3. The determinants of board
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Booth JR, Cornett M, Tehranian H (2
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provides a wider response and swift
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Correlation “Customary Approach
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Table 2. Correlation matrix of EAC
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Table 9. Intra-EAC imports as share
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Martin JC (1999). The European Mone
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participate in the highest degree o
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innovation. A secondary innovation
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Figure 2. The switching ecology of
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Table 1. Revenue growth rate and CA
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variables (Beattie and Jones, 1999a
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Table 3. Explanations of dependent
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Courtis JK (1997). Corporate annual
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treated in the literature, its rela
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company. METHODOLOGY Table 1. Quest
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as an important factor in the manag
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satisfaction may also reduce the ov
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Table 1. Customer expectations on s
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Table 2. Contd. Machirori and Fatok
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and travelling may lead to satisfac
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and professionally developmental pr
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Table 1. Organizational elements mo
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Table 2. Studying the demographical
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education might involve plenty of c
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(Deng et al., 2010). To date, there
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Table 2. Results of hierarchical re
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WOM. The comparison can be seen in
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UPCOMING CONFERENCES International
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