Emotional Intelligence and Solution Formation

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Table of Contents

Introduction
Main Theses
Conclusion
References

Introduction

Modern psychology is convinced that various emotional states of a person contribute to the formation of solutions, including those related to the work of an organisation in the field of diversity. Emotional intelligence (EI) can have substantial key benefits for any organisation. A manager possessing developed emotional intelligence not only reasonably operates their emotions and solves the problems connected with them but also continually develops emotionally.

He or she knows well that difficult emotions cannot be ignored or suppressed; otherwise, they can cause severe problems with psychological health in the future. Combined with the right corporate policy, EI contributes to making the right decisions related to diversity. The purpose of this paper is to provide a literature review of available research on the topic of human EI and its relationship to decision-making concerning staff diversity.

Main Theses

As such, intellect is a rather complicated and comprehensive system without a complete encyclopaedic definition. However, researchers are convinced that intelligence is a composite structure, and one of its most essential parts is EI. As a rule, EI is understood as the subject’s ability to effectively understand the emotional sphere of human life: to understand emotions and the psychological background of relationships and to use their emotions to solve problems related to relationships and motivation (Dasborough, 2019). Through Dasborough’s theoretical research into the role of EI in shaping solutions, it is clear that low EI is realised through more vibrant emotions.

Thus, an emotional response to action will be less expressive in people with more advanced EI. Developed emotional intelligence allows an employee to feel more comfortable in the workplace, and thus to show more productivity. Trust and cooperation, on which the diversity policy is based, are impossible without the right collective spirit.

As the analysis of literature shows, the final product of EI is decision-making based on reflection and comprehension of emotions, which is a differentiated assessment of events that have a personal meaning (Salehi & Mohammadi, 2017). In their analytical work, Salehi and Mohammadi found a rather high correlation between the EI of managers and the style of making critical managerial decisions (2017). The researchers stated that highly developed EI directly affects the correctness and quality of the actions performed.

In developing the theme of the relationship between leadership style of management, decision making, and EI, one cannot help but mention the work that has made a significant contribution to the development of the problems of the corporate leadership style choice. Analysis of Li, Gupta, Loon, and Casimir (2016) shows the significant contribution of the manager’s EI level to the company’s management style. Li et al. conclude that the most justified in terms of EI is a leadership style based on initial support to employees and subsequent pressure (2016). Pressure can be a request, instruction or punishment from an employee (Li et al., 2016).

It can be concluded that managers with a higher level of EI prefer the Before style because they are more aware of possible negative consequences from their subordinates. To create a diverse and engaged working group, a good manager must consider the level of emotional intelligence of his employees.

Moreover, there is experimental evidence regarding the relationship between EI, self-efficacy, and team cohesion. It is important to note that an individual’s self-efficacy is understood as his or her own belief in the effectiveness of his or her actions and the expectation of success from their realisation. Research conducted by Black, Kim, Rhee, Wang, and Sakchutchawan (2019) shows that EI, together with self-efficacy, determines team cohesion. Moreover, high levels of EI have a direct impact on self-efficacy and increases its diversity and engagement.

Conclusion

Furthermore, issues raised in research papers on EI also reveal interesting links between a person’s EI level and their attachment to the brand. In particular, Vredeveld (2018) defines the high level of influence of EI on brand attachment. Vredeveld argues that consumers with a higher level of EI are most inclined to form associative rows between brand and events, people and experience (2018). Vredeveld’s theoretical work sheds light on how brands can be incorporated into consumers’ lives.

References

Black, J., Kim, K., Rhee, S., Wang, K., & Sakchutchawan, S. (2019). Self-efficacy and emotional intelligence: Influencing team cohesion to enhance team performance. Team Performance Management: An International Journal, 25(1/2), 100-119.

Dasborough, M. T. (2019). Emotional intelligence as a moderator of emotional responses to leadership. Emotions and Leadership, Research on Emotion in Organizations, 15(1), 69-88.

Li, Z., Gupta, B., Loon, M., & Casimir, G. (2016). Combinative aspects of leadership style and emotional intelligence. Leadership & Organization Development Journal, 37(1), 107-125.

Salehi, M., & Mohammadi, N. (2017). The relationship between emotional intelligence, thinking style, and the quality of investors’ decisions using the log-linear method. Qualitative Research in Financial Markets, 9(4), 325-336.

Vredeveld, A. J. (2018). Emotional intelligence, external emotional connections and brand attachment. Journal of Product & Brand Management, 27(5), 545-556.

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Emotional Intelligence and Solution Formation

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