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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS<br />

Introduction<br />

Emotional Intelligence is the ability <strong>of</strong> govern<strong>in</strong>g not only our emotions, but the emotions<br />

<strong>of</strong> others as well as the emotions <strong>of</strong> a group <strong>of</strong> different people. EI has been considered to<br />

contribute extensive range <strong>of</strong> work outcomes associated with appraisal, management, as<br />

well as use <strong>of</strong> emotions <strong>in</strong> one‘s own self and others too. Over the past decade, emotional<br />

<strong>in</strong>telligence or EI get popularity <strong>in</strong> both academic and accepted media (e.g., Cooper &<br />

Sawaf, 1996; Davies, Stankov & Roberts, 1998; Goleman, 1995, 1998; Mayer, 1999).<br />

For practical as well as scientific rationales, further concern about emotional <strong>in</strong>telligence<br />

as a base to make decisions calls for sufficient substantiation that such development has<br />

worth to pursue.<br />

In order to fill the gap between actual facts and theoretical <strong>in</strong>ferences about importance <strong>of</strong><br />

EI <strong>in</strong> workplace environment, this paper is assess<strong>in</strong>g the impact <strong>of</strong> emotional <strong>in</strong>telligence<br />

on job satisfaction, job performance and team effectiveness <strong>in</strong> workplace environment.<br />

We have focused on emotional <strong>in</strong>telligent facets and either they are useful <strong>in</strong> mak<strong>in</strong>g<br />

predictions or not?<br />

Recently different papers have exam<strong>in</strong>ed how EI is mak<strong>in</strong>g contribution to job<br />

performance and <strong>in</strong> understand<strong>in</strong>g <strong>of</strong> workplace behavior. George (2000) has presented<br />

foundations for EI performance and its relationship <strong>in</strong> leadership too. Ashkanasy and<br />

Daus (2002) has presented several mechanisms and l<strong>in</strong>ked EI to job performance.<br />

Similarly ve<strong>in</strong>, Tett and Meyer‘s (1993) did meta-analysis that shows job satisfaction<br />

levels have been strongly associated with withdrawal cognitions that may have <strong>in</strong>ferences<br />

for productivity and efficiency <strong>in</strong> organizations and we have gauged direct relationship<br />

between job satisfaction and emotional <strong>in</strong>telligence. We have gauged the relationship<br />

with team effectiveness as well, s<strong>in</strong>ce level <strong>of</strong> emotional <strong>in</strong>telligence <strong>of</strong> team leaders as<br />

well as <strong>in</strong>dividual members promotes and fosters effectiveness <strong>of</strong> team.<br />

COPY RIGHT © 2011 Institute <strong>of</strong> <strong>Interdiscipl<strong>in</strong>ary</strong> Bus<strong>in</strong>ess <strong>Research</strong><br />

JANUARY 2011<br />

VOL 2, NO 9<br />

546

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