Management Assignment: Human Intelligence Essay

Traditionally organisations retain strong upon the countersign of respective(prenominal)s and held the point of view that goodly people in terms of IQ succeeded more. However, these ideas are continually challenged by the idea of unres ariseed acquaintance being key indicators of servement performance (cited in Khosravi, Manafi, Hojabri, Aghapour and Gheshmi, 2011, pg 3). unrestrained intelligence is ones ability to perceive and regulate other peoples emotions (cited in Sadri, 2012, pg 536).In impersonate society, delirious intelligence of management is essential to prescribed communications in projecting ideas, increasing take to be of team ups through and through creating common team look upons and thence increasing the antic satisfactions of individuals in workplaces from corporations to sales. steamy intelligence is consequently directly cogitate to the overall performance of a company and also the efficiency of individual employees. It can also be said that randy intelligence is much more important whence pure intelligence in shaping leadership success (cited in Sadri, 2012, pg 537).Managers use communication as a method to transfer meaning to others for the ultimate purpose of achieving their goals and objectives. The ability to buy the farm expeditiously depends upon the buss capability to empathise with his or her peers, that is, the managers level of ablaze intelligence. Golemans get a line asserts the notions of emotionally intelligent individuals are more successful at communicating their ideas, goals and intentions (cited in Zeidner, Matthews, Roberts, 2004, pg 386).Similarly, Wasielewski studies suggests emotionally intelligent individuals are able to excite and enthuse or make others feel cautious and wary (cited in George, 2000, pg 7). This sort of behavior go out consequently motivate or demotivate individuals in the workplace. Thus emotional intelligence is crucial as it al get-gos managers to communicate efficaciou sly and therefore achieve his or her goals by influencing the mood and emotion of his or her team.Bar On further asserts that managers are also able to use communication to encounter a positive result in environmentally demanding work situations (cited in Zeidner, Matthews, Roberts, 2004, pg 374). Managers willing only be able to do this if they understand their employees personal feelings, hence emotional intelligence is the tool that lets managers communicate effectually in any sort of situation. Regardless of whether the situation is difficult or not, emotional intelligence will always be significant because it allows the manager to communicate effectively with his or her employees (cited in George, 2000, pg 8).A way out of managers who communicate with high emotional intelligence creates value adding member interaction, which in turn enlarges team productivity. imperious emotions of certain individuals such as managers can influence team member mentality and is high potent ial to increase group cohesion through relationship building, this is also known as positive emotional contagion (cited in Ashanasy and Daus, 2002, pg 79). However oppositely, negative emotions of an individual can decrease the efficiency of other team members since negative attitudes can infect co-workers and is hard to reverse (cited in Ashanasy and Daus, 2002, pg 79).Consequently due to these polar outcomes the motive for emotionally intelligent managers is crucial to the operation of a team to complete tasks efficiently. More importantly, high emotional intelligence can impact a leaders and teams ability to construct team goals and objectives (cited in Ashanasy and Daus, 2002 pg 81). This is asseverate by Rosete and Ciarrochi study in which concluded that high emotional intelligent leaders performed more efficiently and was not affected by cognitive ability (cited in Sadri, 2012, pg 538). Apart from leadership extremely emotional intelligent team members also increased team e fficiency.A Study by Jordan and Troths concluded this through their experiment where they concluded high emotional intelligent team members performed more exceptional then low emotional intelligent teams (cited in Sadri, 2012, pg 538). Thus leadership through high emotional intelligent individuals increases the value of a team, however high emotional intelligent team members also contribute to positive team interaction. Another aspect of high emotional intelligent leaders is improved job satisfaction and hence increased performance.Emotionally intelligent leaders are able to influence shared beliefs of groups, allowing them to shape ones abilities and skills to communicate and co-ordinate with each other (cited in Z angstrometakis and Moustakis, 2011, pg 84 ). These shared beliefs allow groups to have high job satisfactions due to improved performance due to positive emotional norms created by the manager (cited in Zampetakis and Moustakis, 2011, pg 84). Henceforth, an increase in g roup job satisfaction will allow individual satisfaction growth, this will in turn increase overall efficiency.In the studies of Ashkanasy and Daus, we can also view the importance of emotionally related job satisfaction. The study contains scenarios, which stress how negative satisfaction partly due to leadership problems can have adverse affects upon other team members. Research has also exemplified the need for emotionally intelligent managers to heighten positive emotions with employees particularly in the sales industry to increase customer rentention (cited in Ashkanasy and Daus, 2002, pg 77). Hence, job satisfaction is highly correlated with the emotional intelligence of managers. line of products satisfaction is clearly an important factor in the workplace as it is able to increase efficiency. As organisations and businesses seek to increase efficiency, the use of emotionally intelligent individuals will be employed to redefine groups and individuals in the workplace. Over time as stronger evidence builds upon that high emotional intelligent individuals make better leaders, companies will undergo a transition to recruit or train emotionally intelligent individuals. As companies continually gain knowledge in this field, competitive strategies will be formed to better firm performance.As they embrace these types of changes, competitive advantages particularly in the sales industry will experience large competitive advantages. Communication from highly emotionally intelligent allows more positively regulated team ambitions and hence allow greater team collaboration, which increases inter-personal relationships. Team collaboration is highly effective in producing superior job satisfactions and consequently job efficiency. Hence, emotional intelligence is essential for leaders to manage successfully in workplaces. References Sadri, G. , (2012).Emotional intelligence and leadership development, Public Personnel Management, Vol. 41 No. 3, pp. 535-548 contro l Viewed 10 April 2013 <http//web. ebscohost. com. wwwproxy0. library. unsw. edu. au/ehost/detail? vi d=3&sid=7e41ae83-e0b2-455b-ac25-1568e4f33f6f%40sessionmgr110&hid=112&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3ddb=buh&AN=79656429> Khosravi, R. D. , Manafi, M. , Hojabri, R. , Aghapour, A. H. , Gheshmi. R. , (2011). The relationship between emotional intelligence and effective delegation. International diary of Business and Social Science, Vol. 2 No. 19, pp. 223-235 Date Viewed 10 April 2013 lthttp//search. proquest. com. wwwproxy0. library. unsw. edu. au/abiglobal/docview/904526890/13D5FC8D9CD73AEC7F5/1? accountid=12763> Zeidner, M. , Matthews, G. & Roberts, R. D. , (2004). Emotional Intelligence in the Workplace A Critical Review. Applied Psychology, 53(3), pp. 371399. Dated Views 10 April 2013 <http//onlinelibrary. wiley. com. wwwproxy0. library. unsw. edu. au/inside/10. 1111/j. 1464-0597. 2004. 00176. x/abstractjsessionid=BC2DC14C7B9282FD9361B666E034A2C9. d02t 02> George, J. M. , (2000). Emotions and Leadership The Role of Emotional Intelligence. Human Relations, 53(8), pp. 10271055.Date viewed 10 April 2013 <http//search. proquest. com. wwwproxy0. library. unsw. edu. au/docview/231437575/fulltextPDF? accountid=12763> Ashkanasy, N. M. & Daus, C. S. , (2002). Emotion in the workplace The new challenge for managers. The Academy of Management Executive, 16(1), pp. 7686. Date viewed 10 April 2013 <http//www. jstor. org. wwwproxy0. library. unsw. edu. au/stable/4165815> Zampetakis, L. A. & Moustakis, V. , (2011). Managers Trait Emotional Intelligence and Group Outcomes The Case of Group Job Satisfaction. SmallGroupResearch, Vol. 42 No. 1, pp. 77-102 Date Viewed 10 April 2013