Considerations of emotional intelligence (EI) in dealing with change decision management
Abstract
Purpose
The purpose of this paper is to show that the use of Emotional Intelligence (EI) is proposed as a means to assess how an organization can improve staff performance and productivity (emphasis on leadership), and develop a more effective Human Resources strategy to deal with organizational change.
Design/methodology/approach
Through the examination of contemporary research and following a definition review of EI, the service sector benefits, use as a metric, and influence on an organization's human resources strategy (recruitment and training) are presented as justification for EI being a positive influence on the change transformation management strategy.
Findings
Research suggests that EI may be a predictor of success, not unlike IQ, in cognitive‐based performance. By incorporating considerations of EI into the organization's change management philosophy, not only does the individual employee have opportunity to improve, but the enterprise gains as well.
Research limitations/implications
EI is offered as a metric to measure the success not only of the organization, but also of the individual employee. Caution is recommended to consider the return‐on‐investment in using this metric based on the appropriate and expected utilization.
Originality/value
This article addresses how EI can be viewed as a positive influence for improving staff ability to manage the organization's business as well as provide some insight of progress assessment during times of major uncertainty caused by significant change. In this way an organization can facilitate change in a positive climate and influence the culture to be more adaptive and agile. The end result can be an organization that does demonstrate sensitivity even during significant change transformations.
Keywords
Citation
Chrusciel, D. (2006), "Considerations of emotional intelligence (EI) in dealing with change decision management", Management Decision, Vol. 44 No. 5, pp. 644-657. https://doi.org/10.1108/00251740610668897
Publisher
:Emerald Group Publishing Limited
Copyright © 2006, Emerald Group Publishing Limited