Emotional Intelligence And Team Performance Psychology Essay

ablaze Intelligence And Team Performance Psychology EssayClaims about the positive influence of perceptional experience (EI) on compute convention surgical operation atomic number 18 very numerous, both in commercial and scientific literature. In this faecesvass, EI was assessed employ the Wong and Law horny Intelligence Scale (WLEIS). report examined the family human relationship between excited countersign and exercise of 15 aggroup ups selected from telecom make-ups of Islamabad/ Rawalpindi. A single questionnaire was workoutd to gather data from the teams, to each one consisting of 5-15 members. open and triune regression was applied to investigate the relationships between emotional intelligence activity as a whole and team mathematical operation and then between EIs dimensions which includes egotism sense assessment, Other Emotion Appraisal, Use of Emotion and Regulation of Emotion and teams act. Results represent a positive relationship among em otional intelligence and its dimensions and get alongance of teams. The limitations which holds for the study includes issue of superstar-shot study, limited sample size and non generalisability. The study leave be beneficial for future look forers and organizations.Keywords Emotional Intelligence appraisal and expression of emotion team exertionINTRODUCTIONIn recent years, emotions in the body of break, and especially emotional intelligence, have become an amazingly hot topic in steering. The topic of explore is Impact of Emotional Intelligence on teams performance. Employees go through different emotions which are most likely to affect the style they behave at their workplaces. It is historic for the team leaders as hygienic as members to understand, act on and manage the emotions of otherwise members to have a healthy environment at workplace and to increase the performance of the team as a whole.Background of the StudyThe concept of emotional intelligence (EI) was f irst proposed by Mayer and Salovey (1990) which was then popularized by Goleman in his book Emotional Intelligence Why It Can Matter More Than IQ. Since then, this area has got much attention in the field of leadership, Human Resource centering and Organizational Behavior. Researchers have be EI as a distinct psychological acquirement that back tooth be consistently gauged.Mayer and Saloveys ideas on EI came up from the work of kind Intelligence by Thorndike (1920) and Gardners (1983) concept of intra personalised and interpersonal intelligence. In 1927, Thorndike classified Intelligence into three types Abstract Intelligence which is think to verbal concepts, Concrete Intelligence which is tie in to shapes and matter and thirdly Social Intelligence now termed as Emotional Intelligence. It shows that it is non a naked as a jaybird concept.Salovey and Mayer (1990) defined emotional intelligence as the sub station of friendly intelligence that involves the ability to monitor ones birth and others feelings and emotions, to discriminate among them and to use this information to guide ones thinking and actions (p. 189). Their model includes features of intelligence, adjustability and encouragement.Mayer and Salovey (1997) stated quadruple skills of EI which includes emotional awareness of take in and others, emotional management of own and others, emotional understanding i.e. recognizes the emotional series and cycle, and emotional facilitation i.e. creating emotions. To measure EI, MSCEIT (Mayer, Salovey, and Caruso Emotional Intelligence Test, 2002) was developed on the basis of these four elements.Goleman (1998) stated that EI play a major post in improving performance at work as well(p) as achievements in personal life. He claimed that approximately 90 % of the performance between mellowed and average individuals at senior leader positions was due to EI features rather than cognitive ones (Cichy, Kim and Cha, 2009).Researchers define teams misce llaneously. Ayoko and Callan (2009) defined teams as groups composed of autonomous individuals who are wholly identify as team, having a shared liability and are to lagher responsible for the accomplishment of tasks identified by the organization. Ayoko and Callan argue that the leaders who adopt emotional and transformational leadership behavior probably generate positive team results.As now, there are galore(postnominal) instruments or ways to measure EI, it is age to move forward and increase our knowledge regarding the relationship between EI and performance (Jordan, Ashkanasy, Hartel, Hooper, 2002). The counseling of this research is to investigate the relationship among the emotional intelligence of team members on their overall performance as a team.Significance of the StudyThis study leave prove to be a source of understanding the benefits of using emotional intelligence in context of realizing team performance. This research will prove to be an important tool for mana gers and employees which will as a result awaken the motif for emotional training of employees.Problem StatementWhat is the impact of emotional intelligence on team performance?Research ObjectivesTo investigate the relationship between emotional intelligence that is the dependent variable and team performance, the free-living variable.To identify the dimensions of emotional intelligence and their magnitude on the performance of teams.To measure the emotional intelligence level of the team members and its overall impact on their team performance.LITERATURE REVIEWImportance of teamsWith the passage of time focus of organizations is shifting from individual job to team based work wholes. Teams are s incite to be necessary for organizational stiffness. To extract maximum performance from team it requires the selection of people with suitable and adequate skills and knowledge who can understand and cater to team needs These required skills must include the EI skill set because EI acco unts for eighty percent of success of an individual (Goleman, 1995).For a large part of work do in the organizations, teams are responsible for carrying it out. Nowadays both employee or employer is a part of a team. Apart from teams being dominant in different kind of settings, they are of hypothetical importance to the scholars. Teams have been study from many viewpoints i.e. analyzing the team members working in a team from a psychological view, the processes within the team, and the background in which the team is formed. With Anconas idea of boundary management activities, relations of teams with the outback(a) parties have likewise been studied in which activities across the team boundary which include representing the team to outside parties, defending the team from outside pressures, and obtaining information and providing it to the team (Ancona, 1990).Importance of EI in workplacesBefore the importance of EI was realized in organizations IQ was supposed to be sufficien t for good merciful performance. Workers were thusly advised to put away their emotions at their homes in the lead coming to work. But it is unrealistic to suppose that emotions can be left home or set aside when you arrive at work. Some people may assume, for a variety of reasons, that emotional neutrality is an ideal, but it is usually not good for an organization for it can hinder people to move into management roles. As, emotional intelligence is critical to high performance, a person who knows how to stay locomoted under stress, motivate others, manage complex interpersonal relationships, inspire others and build teams who are recognized specialists on a product or service are likely to hold back will get better results (Goleman, 2005)The significance of emotions in work settings has been well-known. Emotional intelligence is a multi-dimensional concept that links emotion and cognition to improve human interactions. It has been colligate to improved workplace behaviour an d specifically team behaviour and team performance. (Jordan, Peter, Lawrence, Sandra, 2009).Dimensions of Emotional IntelligenceEmotional intelligence comprises four abilities, Appraisal and grimace of Emotion (own and others), Use of Emotions and Emotional Management (own and others) (Wong and Law, 2002).Appraisal and expression of emotionThe first factor of EI is the ability to properly determine and express ones own emotions as well as to be sympathetic, appraise and express emotions of others. Every individuals ability varies in precisely identifying, appraising and expressing his own emotions as well as the emotions see by others. Some people are attentive of their feelings they experience and can express their emotions whereas, just about people cannot express their feelings and emotions or they are unaware of their emotions (Zhou, George, 2003). there is a positive relationship between job performance and team members having high EI because they are passing proficient at appraising and regulating their own emotions which results in a higher level of faith in themselves and have power over them which lead them to make realistic actions resulting in high performance and little supervisory interference. But where team members have low EI, they are slight proficient at appraising and regulating their emotions, so they have to get assistance from their managers in helping them to better manage and control their emotions which lead to teamwork, coordination, creativity and adaptability (Sy, Tram, OHara, 2006).Use of emotionsThe second factor includes the ability of the individual to use emotions to tutelage the cognitive processes. Emotions and cognitions are highly interconnected and EI allows people with the ability to use emotions to aid the effective cognitive processing of information. Emotions can be used to show on important matters like selecting among competing and similar options, increase the flexibility of information processing, and engag e in certain kinds of information processing (Mayer, 1986 Salovey Mayer, 1989-1990). Therefore, individuals vary not simply in awareness, appraisal and expression of emotions but also in their ability to use emotions in collaboration with their cognitive processes to enhance effective functioning. For adjusting in changing situations, emotions play an important role in the effective development of information for the individuals who are high on EI. On the contrary, individuals with low EI cannot effectively use their emotions to aid cognitive processes and may find it difficult to coordinate among how they feel and what are they doing (Zhou, George, 2003).Regulation of emotionsThe fourth element of EI is about the rule of emotions of the people. People not simply understand the emotions of others but also make an effort to manage these emotions. Some individuals are much competent in managing emotional management process for themselves as well as for other, as compared to other people. For example, if there occurs any breach in quality, it may raise up a negative emotional reception when the manager tries to determine the reason of the problem i.e. anger. Though the manager, instead of being obsessed with blaming others and seeking revenge, he should manage his anger to effectively solve the problem. It is significantly important for leaders to manage the emotions of others. Emotional reactions provide a useful insight of where inte reprieve should be focused, whereas unmanaged emotions can hinder the effective information processing. So to avoid this unduly hindrance, EI allows managers to not only use emotions but also to manage them effectively (Zhou, George, 2003).The management of emotion enables an individual to join or unjoin himself from an emotion in a condition situation depending on its utility at that given time. This is apparent in the individuals ability to have control on his prompt reactions and postpone his judgment and then to communi cate them in a measured and careful manner. The suggestion to think and then act, caution to count to 10 before replying and listening practice like pause, breathe and relax then respond are all efforts for managing emotions by conveying your feelings and emotions in a proper way when communicating. Even small children are often taught to count to 10 before getting mad or to smile for Grandpa. Delaying instantaneous responses clearly indicates it is as emotional management ability.Link of EI with team performanceVarious models of team development note that to resolve differences between team members, it is important for teams to develop and progress. Emotional intelligence, when linked with group performance, helps in constructing useful group interactions and aids individuals to deal with and resolve emotional issues to facilitate high performance. In recent research, it was found that team performance is positively and significantly influenced if team is able to recognize emotions of teammates. (Stough, Saklofske, Parker, 2009)Until now, research has paid attention to emotional intelligence as an individual difference, or sothing similar to intellectual intelligence and associated with personal ability. The notion of emotional intelligence, however, is wider in scope and application than its intellectual intelligence. Studies show that trained teams consisting of members with high emotional intelligence perform as well on measures of team performance as the trained teams consisting of members with low levels of emotional intelligence. Many researchers have anticipated that proper training could be provided to develop the emotionally intelligent team to craft it beyond just a collection of emotionally intelligent individuals but which jointly demonstrate the positive characteristics of emotional intelligence (Daus and Ashkanasy, 1993).Though there are many claims regarding the positive impact of EI on job performance, but the studies examining the relationsh ip between EI and individual level performance show that the comprehendd potential benefits of using EI in the workplace may be absent.A small number of studies have examined the relationships between EI and performance at group level. (Quoidbach, Hansenne, 2009). Jordan and Troth (2004) have found a link between EI and performance on a purely cognitive task at group level, although this relationship did not appear at individual level.A number of researchers have hypothesized that job performance is influence by employees ability to use emotions to facilitate performance, one of the four defining dimensions of EI. Employees could employ both positive as well as negative emotions to their benefit to improve performance. For example, positive emotions, such as unrest or enthusiasm, could motivate employees to provide better customer service, complete their work assignments, or contribute to the organization. Conversely, negative emotions, such as anxiety, could aid employees ability to focus on their work tasks. (Sy, Tram, OHara, 2006)Relationship of high EI individuals with better performanceThe employees having high emotional intelligence are more skilled to regulate their own as well as manage others emotions to promote positive interactions which would lead to higher performance through organizational citizenship behavior. Latest research has revealed that managers having high EI exhibit crap optimistic work attitudes and unselfish behaviors which resultantly lead to employees higher satisfaction and performance at job (Sy, Tram, OHara, 2006)The high El individual, most centrally, can better perceive emotions, use them in thought, understand their meanings, and manage emotions better than others. Solving emotional problems likely requires less cognitive effort for this individual. The person also tends to be evenhandedly higher in verbal, social, and their intelligence particularly if the individual scored higher in the understanding emotions portion of El. The individual tends to be more open and agreeable than others. The high El person is drawn to occupations involving social interactions such as teaching and counseling more so than to occupations involving clerical or administrative tasks. The high El individual, relative to others, is less apt to engage in problem behaviors and avoids self-destructive, negative behaviors such as smoking, excessive drinking, drug abuse, or violent episodes with others. The high El person is more likely to have possessions of sentimental attachment around the home and to have more positive social interactions, particularly if the individual scored highly on emotional management. Such individuals may also be more adept at describing motivational goals, aims, and missions (Mayer, Salovey, Caruso, 2004).Weiss and Cropanzano (1996) claim that emotional elements have a undestroyable impact on team performance though are not instantly evident. Pate, Watson and Johnson (1998) have revealed that decisi ons made by the whole group are a better predictor of performance than the decisions made by the best decision-maker in the group. In majority of teams, the role of leadership is revolved so it is predicted that teams with EI will perform well. (Jordan, Ashkanasy, Hartel, Hooper, 2002)Due to an increased use of teams in organizations since past several years, it has resulted in a productive research literature on what makes teams effective. This question has recognized versatile important aspects. It has been found through studies that team performance is affected by several factors like communication, team climate, shared mental models, leadership and size. Yet other studies showed a relationship between team performance and individual factors which includes skills, knowledge and abilities of team members, age and tenure of team member, his openness to variety and equilibrium of his role preferences (Pirola-Merlo, Hartel, Mann, Hirst, 2002).Components of Team PerformanceDependabil ity among team members have an influence on how well teams can rely on one another as well as on the organization. It is determined greatly by the extent of how much information is being shared and level of openness among teams, and among organization and team. It also includes body of teams in terms of them doing what they say they will do, they remain stick to their commitments to each other and to the organization.Information SharingThe basis of trust among team members lies in effective sharing of important information. Teams cannot perform effectively unless they dont have proper information. When the organization keeps the information secret from the team members that may be useful for them, the members may lose confidence in the organization. Nor organizations can trust on teams that are secretive and are not open.Clear DirectionA clear statement is ask to point teams to go in the direction in which the organization wants to go. It is important to become clear about the vi sion and then communicate the vision to the teams. The organization, by setting a clear direction, set the boundaries within which the teams work.AimlessnessWithout having clear goals and an apparent direction, teams are likely to become unstable. Their actions are inefficient because they are not aimed. They keep on shifting to other thing after starting on one thing. Although they move in a same general direction but without any accuracy due to absence of clear goals.AlienationThe teams which are not involved in decision making of the organization are more likely to deny it, they may consider the path on which they are moving as not of their own, and they may hold themselves less accountable for the results. Teams may engage in disruption to declare their opposition from the direction inn which they are moving.Operational PlanningThe organization has to create processes to accomplish work once their goals are set, and overall plan has to be set up to fit plans of individual units. In the planning process, they need to plan for teams giving them the pellucidness and structure and flexibility to gain benefit from unexpected opportunities and deal with unpredicted events.CommunicationsTeams have to communicate with each other as well as to the organization to stay aligned. So, a medium and practices through which communications can flow freely must be built up. Team based organizations need to create effective modes of communication, to identify the information requirements of all parts of organization, and examine levels of communication and noise level.InnovationThe benchmark of high performing organizations is that they outperform what is already known and down earlier. They are innovative, work with their own fashion, and generate new products and services. Innovative organizations believe in challenging the status quo and they have the structure that supports new projects. Teams in these organizations are less liable to remain on past success.Connecting V aluesWhere teams have the freedom to act and the resources to be productive, they will tend to grease ones palms into the organizations enterprise when one other condition applies that the organizations work taps a deeply held value or set of values. This connection to what is most important or meaningful to teams and their members creates a sense of mission and an esprit de corps that bonds teams together and to the organization as a whole.THEORETICAL FRAMEWORKThis research study has following variablesEmotional Intelligence Independent variableTeam Performance Dependent variableOther Emotional AppraisalUse of EmotionRegulation of Emotion stimulated INTELLIGENCETEAM PERFORMANCESelf-Emotional AppraisalIndependent variable star Dependent VariableThe study shows a positive relationship between emotional intelligence and team performance. Based on the researches of many researchers like (e.g. Qquoidbach Hansenne, 2009 Jordan, Ashkanasy, Hrtel Hooper 2002), the research shows that te am performance is dependent upon emotional intelligence. The employees having high levels of emotional intelligence will perform better in teams which will increase the overall performance of the teams.HypothesesThe aim of this study is to prove the relation between emotional intelligence and team performance. Therefore, hypothesis related with four dimensions of emotional intelligence are developed as follows assumption1 Emotional Intelligence has a significantly positive relationship with team performance.Hypothesis 2 Self emotion Appraisal (SOE) has a significant positive relationship with team performance.Hypothesis 3 Other Emotion Appraisal (OEA) has a significant positive relationship with team performance.Hypothesis 4 Using of Emotion (UE) has a significant positive relationship with team performance.Hypothesis 5 Regulation of Emotion (RE) has a significant positive relationship with team performance.CHAPTER 4RESEARCH METHODOLOGYThe study was relational for exploring relation ship among Emotional Intelligence (EI), Self Emotion Appraisal (SEA), Other Emotion Appraisal (OEA), Using Emotions (UE) and Regulation of Emotions (RE). These variables are tested.Purpose of the StudyHypothesis testing was done in order to test the relationship between variables which were emotional intelligence, SEA, OEA, UE, RE and team performance.Type of InvestigationA causal study was conducted to explore the connectedness among EI, its dimensions and team performance.Extent of Researcher InterferenceThe data was collected with minimum interference by the researcher from different organizations.Study SettingsData was collected in noncontrived settings.Unit of AnalysisThe unit of analysis for this study is teams as the research questions are focused on impact of emotional intelligence of teams on their performance. measure HorizonThe data was gathered just once from different telecom companies therefore the study was one-shot study.Sampling DesignThe sample was chosen by using convenience sampling where the data was collected from the employees of telecom companies who were easily available to provide it.SampleThe targeted population for this research is the telecom sector of Pakistan. The sample conducting this research was selected from the organizations located in Islamabad/Rawalpindi. Total number of teams among which questionnaires were distributed was 35 teams out of only 29 teams returned back the filled questionnaires. Those 15 work teams comprised of 5-15 members. The respondents working in a team currently were included. 72% of the participants in teams were male and 28% were female.InstrumentPrimary data was gathered through questionnaires. The questionnaire consisted of 32 items (see Appendix). All the items related to emotional intelligence as well as team performance were measured on a 7-point likert scale (7 = potently Agree to 1 = Strongly Disagree). The reliability test was applied to the questionnaire which showed 0.934 cron bach alpha .It consisted of dickens parts. First part consists of 16 items used to measure the emotional intelligence of the members of the team. Second part also consists of 16 items which were used to measure the performance of team.MeasuresEmotional IntelligenceEmotional Intelligence was assessed using Wong and Law Emotional Intelligence Scale (WLEIS) (2002). This scale consists of 16 items. The WLEIS was designed as a short measure of EI for use in organizational research. It comprises of 16 items, responded to on a 7-point Likert scale and measuring four dimensions Self-Emotion Appraisal, Emotion Appraisal of Others, Use of Emotion, and Regulation of Emotion. Wong and Law (2002) report good internal consistency reliabilities for their measure. In terms of validity, they present data showing that scores on the WLEIS are related to job performance and job satisfaction.Team PerformanceThe performance of team was measured by 16 items, adopted from Senior, B. (1996). This was measured on a 7- point likert scale.RESULTS AND FINDINGSData was collected from 15 different teams of telecom organizations from Islamabad/Rawalpindi. The data collected was analyzed using SPSS Version 18. The linear regression was form on the data. By running reliability analysis to the data, Cronbachs of import value was found to be 0.934 which shows that our instrument is 93 % reliable.The reliability test was applied on this questionnaire and the results are as follows postpone 1Data were collected from fifteen teams from telecom companies of Islamabad/Rawalpindi. First, the reliability of the questionnaire was checked through Cronbachs Alpha reliability test. Cronbachs Alpha measures how well a set of items measures a single undimensional latent construct. The calculated Cronbachs Alpha was 0.934 for 32 items which is presented in Table 1. This value shows that there was consistency among the items and the questionnaire was reliable.Table 2Table 2 indicates that the mean score of emotional in telligence of the employees was 5.43 which mean that the teams had somewhat high level of correlation. A maximum of 7 shows that some of the respondents had very high levels of emotional intelligence and a minimum of 3 shows that some of the teams members did not possess high level of emotional intelligence.Table 3Table 3 indicates that the overall teams were performing well. A maximum of 7 shows that some teams performance was very good and a minimum of 2 shows that some teams were performing not very well.Table 4Correlation finds the connection between two variables and determines the extent to which values of two variables are proportional to each other. (Carver Nash, 2006). The above table shows that the self emotion appraisal and use of emotion are highly correlated with team performance, whereas other emotion appraisal and regulation of emotion were although positively correlated but having weak relationship with team performance.Table 5As in the above table sig. value is les s than .05 so we have a significant linear regression. (F (1) = 71.715, p Table 6Regression equation can be formed as followsTP=1.915+0.671EIWith 1% change in independent variable, it will cause dependent variable to change by 67 %. From the above table and the formed equation we can conclude that Emotional Intelligence is the significantly influencing variable. It means that Emotional Intelligence plays a significant role in the performance of the team.Table 7 mannequin Summary reports a statistics that measures goodness of fit. R is measuring the simple relation between independent variables and dependent variable. R2 measures the variation of dependent variable by independent variables. It can range from 0 to 1 and indicates the extent to which the line fits the points. The R Square value shows that 65% of the variation in the team performance can be explained by the difference in the value of emotional intelligence.Regression Analysis of Relation between Sub-Dimensions of Emotio nal Intelligence Team Performance (Dependent Variable Team Performance)Table 8The model summary table 11 measures goodness of fit. This table includes the multiple correlation coefficients R, its square R2, and an adjusted version of this coefficient. The multiple correlation coefficient, R = .719, indicates that there was a moderate correlation between dimensions of emotional intelligence and team performance. In terms of variability, observed team performance accounted for the fitted model, this amounts to a proportion of R2 =0.518, or 51.8 %. It means that there was 51.8 % of the variation in team performance (dependent variable) was explained by the dimensions of EI (independent variable). This shows a strong relationship between the two variables (emotional intelligence and team performance). The value of durbin Watson value should range from 1.5-2.5. Our value of Durbin Watson is 1.684 which means there is no issue of multicollinearity.Table 9From ANOVA table, it is evident t hat Sig (p value) = 0.000 which is less than 0.05 so the model fits the data properly. The F-test for the null hypothesis, that the four dimensions of Emotional Intelligence (EI) does not have positive relation with teams performance, or in other words, that R2 is zero. hither the null hypothesis is rejected (F (4) = 25.478, p Table 10The above given coefficients table provides regression coefficients, standard errors of the estimates, t-tests and tolerance and VIF values. The estimated regression coefficients are given under the heading Standardized Coefficients B, these give, for each of the independent variables, the predicted change in the dependent variable when the independent variable is increased by one unit based on a condition that all the other variables in the model will remain constant. For example, here we estimate that teams performance increases by 17 % with a one unit change in team members self emotion appraisal assuming that there is no change in the rest of varia bles. One unit increase in others emotion appraisal brings a 3.8% change in the performance of teams. Similarly, one unit increase in the use of emotion of an employee brings a 41% variation in teams performance. At the end, a unit change in the team me