Culturally tuned emotional intelligence: an effective change management tool?

Herkenhoff, Linda

doi:10.1002/jsc.666

Cited by 21 publications

(7 citation statements)

References 7 publications

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“…Emotional intelligence of the employee was found to be positively related to employee attitude towards change as well as to facilitate the change process (Vakola and Nikolaou, 2005;Chrusciel, 2006). As per Herkenhoff (2004), another common area of change within organizations involves seeking higher levels of employee initiative and innovation. Creative people not just adapt easily to change but are also more likely to lead it.…”

Section: Antecedents Of Readiness For Change Individual Factor: Intelmentioning

confidence: 99%

Antecedents of Employee Readiness for Change : Mediating Effect of Commitment to Change

Soumyaja¹,

Kamlanabhan²,

Bhattacharyya³

2015

MSES

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The study attempted to look at the influence of individual factors (creative behavior and practical intelligence), process factors (participation in decision making and quality of communication) and context factors (trust in management and history of change) on employee readiness for change to transformational changes. Commitment to change and its three dimensions-affective, continuance and normative were hypothesized to act as a mediator in the present study. The data was collected through a survey using self-reported questionnaire and by judgment sampling. The data was collected from large sized organizations in manufacturing and IT sector, which were undergoing transformational changes and the total sample size for the study was 305. To understand the mediation effect of commitment to change dimensions, mediated regression analysis was carried out. Among the three dimensions of commitment to change, affective commitment to change alone was found to have a partial mediation effect. Thus, focusing on the employees' emotional attachment to the change could be one way for increasing employees' readiness for change. The study also provides insight into the construct commitment to change in the Indian context.

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Section: Antecedents Of Readiness For Change Individual Factor: Intelmentioning

confidence: 99%

Antecedents of Employee Readiness for Change : Mediating Effect of Commitment to Change

Soumyaja¹,

Kamlanabhan²,

Bhattacharyya³

2015

MSES

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“…The strongest research stream supporting the applicability of EI in organizations is that of leadership, where high correlations have been found between EI and performance (Cavallo & Brienza, 2008; Chrusciel, 2006; Daus & Ashkanasy, 2005; L. Gardner & Stough, 2002; Goleman; 1998a; Goleman, Boyatzis, & McKee, 2002; Herkenhoff, 2004; Kerr et al, 2006; Sy & Cote, 2004). Studies using EI tools have found relationships with an individual's ability to handle stress (Bachman, Stein, Campbell, & Sitarenios, 2000; Chrusciel, 2006; Humphrey, Curran, Morris, & Woods, 2006; Lusch & Serpkeuci, 1990; Seligman, 1990), create sales growth or recruit effectively (Bar‐On, 2004; Cherniss & Adler, 2008; Goleman, 1998a; Luskin, Aberman, & DeLorenzo, 2008; Pilling & Eroglu, 1994; Spencer, McClelland, & Kelner, 1997; Spencer & Spencer, 1993), reduce turnover in their teams or themselves (Daus & Ashkanasy, 2005; Leslie & Van Velsor, 1996; McClelland, 1999; Stephens, 2007; Tucker, Sojka, Barone, & McCarthy, 2000), and build effective or productive relationships at work (Book, 2000; Caruso & Wolfe, 2002; Goleman, 1998b, 2001), among others.…”

Section: Emotional Intelligencementioning

confidence: 99%

Investigating the Impact of Project Managers’ Emotional Intelligence on Their Interpersonal Competence

Davis

2011

Project Management Journal

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This article summarizes recent research that examined the impact of project managers' emotional intelligence (EI) on observations of interpersonal competence. The goal was to determine whether EI assessment scores show significant relationships with the interpersonal competency ratings project managers receive. Assessments based on the ability model (Mayer, Salovey, & Caruso, 2002) and mixed model (Bar‐On, 2000) of EI were utilized. Results indicate meaningful relationships with both models and the domains of conflict management and problem solving. The mixed model outperformed the ability model, demonstrating a consistent relationship to all interpersonal domains. Expanded use of the mixed model appears warranted.

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“…In that regard, and as a complement to the knowledge boundary-spanning effects of EI, culture has tremendous influence on emotional process: "Culture…. Influences the selection of an action or behavior as a response to the event" (Herkenhoff, 2004). Danaeefard et al (2012) carried out research on emotional intelligence and organizational culture and state that principally, it is expected that the creation of emotional intelligence paves the way for the development of organizational culture in an organization.…”

Section: Emotional Intelligence and Job Performance Of Employees In An Organizationmentioning

confidence: 99%

Organizational Culture And Emotional Intelligence As Predictors Of Job Performance Among Library Personnel In Academic Libraries In Edo State, Nigeria

Igbinovia¹,

Popoola²

2016

Journal of Information Science Theory and Practice

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This study was designed to investigate organizational culture and emotional intelligence as predictors of job performance among library personnel in Edo state, Nigeria. The survey research design was employed for the study with a population size of 181 library personnel in the 15 academic libraries under study, and due to the manageable population size, total enumeration was adopted as the sampling technique. The questionnaire was used to elicit data from the respondents. Of the 181 copies of the questionnaire administered, 163 copies were retrieved and found valid for analysis constituting a 90% response rate. Four research questions and four null hypotheses (tested at 0.05 level of significance) were formulated to guide the study. The tool used to analyze the research question was descriptive statistics (percentage, mean, and standard deviation) and inferential statistics (correlation and multiple regression) for testing the hypotheses. The findings of the study revealed that there is a high level of job performance, good organizational culture, and high level of emotional intelligence among the personnel. Organizational culture and emotional intelligence jointly and significantly predict job performance of personnel. There is significant positive correlation between organizational culture and job performance. The linear combination of emotional intelligence and organizational culture predict job performance of library personnel in the academic libraries under study. The research concludes that there is a need for high job performance in libraries which is predicted by the organizational culture of the library and the level of emotional intelligence of the library personnel.

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Culturally tuned emotional intelligence: an effective change management tool?

Cited by 21 publications

References 7 publications

Antecedents of Employee Readiness for Change : Mediating Effect of Commitment to Change

Antecedents of Employee Readiness for Change : Mediating Effect of Commitment to Change

Investigating the Impact of Project Managers’ Emotional Intelligence on Their Interpersonal Competence

Organizational Culture And Emotional Intelligence As Predictors Of Job Performance Among Library Personnel In Academic Libraries In Edo State, Nigeria

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