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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS<br />

Empathy: Ability <strong>of</strong> be<strong>in</strong>g aware <strong>of</strong> others' feel<strong>in</strong>gs; understand<strong>in</strong>g <strong>of</strong> others‘ emotions<br />

by l<strong>in</strong>k<strong>in</strong>g them to one's personal experiences. Empathy has been considered as an<br />

important part <strong>of</strong> emotional <strong>in</strong>telligence s<strong>in</strong>ce; it not only helps <strong>in</strong> understand<strong>in</strong>g <strong>of</strong><br />

others' feel<strong>in</strong>gs but <strong>of</strong> one's own. Moreover, it facilitates dynamic social relationships on<br />

the job tasks, particularly where colleagues have more <strong>in</strong>terdependency and reliance on<br />

mutual assistance.<br />

Self Awareness: Those <strong>in</strong>dividual who are emotionally <strong>in</strong>telligent are well aware <strong>of</strong> the<br />

manner they behave and regard<strong>in</strong>g labels, which are placed on them. Self aware<br />

<strong>in</strong>dividuals understand their role that has been assigned to them and they perform their<br />

roles with<strong>in</strong> the established norms (Averill, 1980). Moreover, self aware <strong>in</strong>dividuals set<br />

their priorities and if <strong>in</strong>dividual ma<strong>in</strong>ta<strong>in</strong> self awareness while <strong>in</strong>teract<strong>in</strong>g <strong>in</strong> a team, and<br />

then there are more chances to address important issues. Such <strong>in</strong>dividuals have ability to<br />

guide <strong>in</strong>teractions <strong>in</strong> order to accomplish goals. (Miller & Leary, 1992)<br />

A system to gather people <strong>in</strong> a company or organization or <strong>in</strong> any <strong>in</strong>stitution <strong>in</strong> order to<br />

work collectively and effectively is considered as team effectiveness. Group <strong>of</strong> people<br />

who work together <strong>in</strong> a team can achieve comparatively much more than if members <strong>of</strong><br />

team have to work separately.<br />

Emotional <strong>in</strong>telligence has been related to enhanced workplace behavior and particularly<br />

team behavior and performance <strong>of</strong> team. (Jordan, Peter, Lawrence & Sandra, 2009).<br />

Recently, research has found that team performance has been surely and significantly<br />

<strong>in</strong>fluenced <strong>in</strong> case when team has ability <strong>of</strong> recogniz<strong>in</strong>g emotions <strong>of</strong> colleagues work<strong>in</strong>g<br />

<strong>in</strong> team (Stough, Sakl<strong>of</strong>ske & Parker, 2009).<br />

In theory association between abilities <strong>of</strong> emotional <strong>in</strong>telligence and effectiveness <strong>of</strong><br />

team has been established that has recognized many behaviors thought to strengthen<br />

processes <strong>of</strong> team. Emotional <strong>in</strong>telligence might be anticipated to support <strong>in</strong>dividuals<br />

with<strong>in</strong> their teams. Awareness <strong>of</strong> emotions <strong>of</strong> team member assists <strong>in</strong>dividuals <strong>in</strong><br />

understand<strong>in</strong>g needs <strong>of</strong> each other‘s and it develops bond<strong>in</strong>g <strong>in</strong> the team. Consequently,<br />

close <strong>in</strong>terpersonal relationships lead towards build<strong>in</strong>g trust, resolv<strong>in</strong>g conflicts and<br />

promot<strong>in</strong>g cooperation. Those team members who are better <strong>in</strong> manag<strong>in</strong>g and controll<strong>in</strong>g<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 />

549

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