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The ’ responsibilities of managers are focused on organizational effectiveness that is measurable and may be approached rationally. However, there is an essential part of managers’ responsibility, which is associated with rationality but is not a part of it, namely emotional intelligence. Considering the shift of paradigms from highly-hierarchical vertical relationships in the company to open and horizontal corporate culture, emotional intelligence that defines managers’ ability to communicate with the employees appears to be especially important. Therefore, emotional intelligence allows improving organizational performance via cultivation of the emotional competence.

Emotional intelligence is the set of skills that help in dealing with the staff members at the workplace, which means that it should be cultivated. Moreover, emotional intelligence may be estimated as the ability to recognize personal as well as other people’s emotions, to address them appropriately and to use emotional information in order to guide behavior and thinking (Srivastava, 2013, p. 97). Consequently, emotional intelligence may be developed as a skill that affects managers’ decision-making at the workplace. In particular, emotional intelligence of leaders determines leadership effectiveness in inspiring teams to accomplish organizational goals. Although the extent to which the leaders determine the behavior of employees remains unknown, it has been found that leadership has a direct influence on the effectiveness of HR functions in helping to increase the emotional intelligence of the organizational workforce (Srivastava, 2013, p. 8). Thus, high level of emotional intelligence allows identifying talents, delegating the roles and tasks appropriately as well as managing the conflicts successfully. Therefore, there are the key functions that conceptualize the mechanism of synthesis of emotional intelligence and leadership.

Despite the complex character of emotional intelligence and variations of the models that address it, its features may be divided into perception, understanding and management of emotions. The managers would be able to gain sufficient knowledge of their staff members’ desires, attitudes, interests and goals via accurate social perception. When managers are aware of the non-verbalized intentions, aspirations and needs of their employees, they will be able to establish the objectives that would be accepted and effectively accomplished by the team. By understanding emotions of others, leaders may improve group performance because they would recognize the drives of human behavior at the deepest levels. Finally, management of emotions enables shifting of the reactions and perceptions of the employees to particular actions in order to achieve goals of the organization. Kannaiah and Shanthi (2015) confirmed that good leaders are not born, they are made; moreover, facilitating the teamwork among the co-workers requires the high level of emotional intelligence (p. 151). Due to the increasing stress of competition, being disconnected from personal emotions does not promote the performance and value of companies, whereas emotional awareness helps to fully understand one’s own motivations and needs as well as to communicate with others effectively. Another major issue is the reduction of stress at the workplace via appropriate management that is associated with greater competitiveness and growing customer demands.

Emotional competencies of managers involve adjustment of favorable psychological environment that would make accomplishment of daily tasks productive and enjoyable. The research by Kannaiah and Shanthi (2015) revealed that respondents are average in their emotional competencies; hence, it is recommended that the training of the emotional intelligence improvement should be conducted (p. 153). Management should prepare recreational facilities so that the level of stress among employees could be reduced. Emotional maturity should be considered when hiring people, whereas emotional intelligence must be developed among the existing workforce. In addition, emotional competence training programs should be implemented for both managers and staff members as a means of emotional intelligence promotion. To ensure high-quality performance and stable service of the organization, emotional stability of workers should be monitored since it demonstrates psychical and mental health of its personnel.

Apart from mental and physical health, emotional stability implies empathy as the core emotional intelligence skill. Within the discussion of emotional intelligence, Bateman, Snell and Konopaske (2016) emphasized empathy as a trait, which leaders usually lack (p. 20). As soon as managers are promoted and gain power, they might become blind with regard to their own mistakes and weaknesses meanwhile being too critical towards errors of others. Therefore, empathy should be cultivated as a way of keeping contact with workers and personal advancement. Though authoritative and aggressive leadership may be helpful in getting high positions, empathy is essential to develop as a person and maintain steady organizational growth at the same time. Spirituality at the workplace contributes to enjoyable and effective relationships between the employers and the employees as well as positively influences performance outcomes of staff members because it increases commitment to work. If people become more competent in their own emotions and those of others, their decisions would be more complex and communication would be more fruitful.

It may be concluded that emotional intelligence enhances organizational effectiveness via cultivation of emotional competence. It involves performance of employees, emotional awareness of managers and competitive advantage of the corporation. Thus, this paper provided the definition, significance and techniques to improve emotional intelligence and emphasized the role of emotions in organizational performance. Success of the establishment consists of emotional competence, emotional awareness and emotional management that allow leaders and HRs to execute their responsibilities effectively. Appropriate emotional intelligence levels would harmonize the psychological environment of the company and reduce stress among the workforce. Emotional maturity should be considered during recruitment; however, the existing employees should undergo trainings in emotional competence. Empathy is an essential component of emotional intelligence, which should be cultivated by contemporary leaders.

References

Bateman, T., Snell, S., & Konopaske, R. (2016). Management: Leading & collaborating in a competitive world. New York, NY: McGraw Hill Education.

Kannaiah, D., & Shanthi, R. (2015). A study on emotional intelligence at work place. European Journal of Business and Management, 7(24), 147-154.

Srivastava, K. (2013). Emotional intelligence and organizational effectiveness. Industrial Psychiatry Journal, 22(2), 97-99.