Emotional intelligence and organizational learning in work teams

Abstract

Purpose -The purpose of this paper is to explore the relation between emotional intelligence (EI), team learning and team psychological safety, using a context sensitive approach. Design/methodology/approach -Using an internet survey-research design, employees embedded inside work teams were asked to respond to an anonymous survey battery. Careful attention was paid to the collection of data from members of ad hoc teams currently engaged in projects within their respective organizations. Findings -Post analysis, evidence suggested EI was significantly and positively related with team psychological safety and team learning. Likewise, team psychological safety was significantly associated with team learning. Q-Sorting technique was used to establish discriminant validity between the three scales. Bootstrapping revealed that team psychological safety mediated the relation between EI and team learning.Research limitations/implications -The paper's results extend current theoretical bounds of organization learning theory and focus on actionable leverage points for management development. Moreover, by connecting previously disparate literature in both management and human resource development, new frameworks are encouraged as consideration points. Practical implications -The paper's findings could serve as the basis for new focal points in management development and perhaps shed new light on the role of emotions in work, as well as the role psychological climate plays as a specific leverage point for managers. Originality/value -This is the first paper to explore the relationship between EI and team learning amongst individual members of real world ad hoc organizational teams. Findings indicate a positive association and further delineate the process in which EI affects team learning.

Exploring the mediating of transformational leadership. Emotional intelligence on civil servants performance

“…Thus, the first hypothesis (H2) in this study is accepted. This result is in line with the opinion (Ghosh et al, 2012) that emotional intelligence is an important factor in determining achievement in work. Emotional intelligence makes one's performance better than those without emotional intelligence.…”

“…In his research, employees or employees who have low emotional intelligence are less able to cope with the pressures in their work. The latest findings suggest that emotional intelligence makes a person's performance better than those without emotional intelligence (Ghosh et al, 2012). Based on the statements and empirical evidence, the hypothesis in this study is: H3: Emotional intelligence is positively related to civil servants performance H4: Transformational leadership mediates the relationship between emotional intelligence and civil servants performance…”

“…In his research, employees or employees who have low emotional intelligence are less able to cope with the pressures in their work. The latest findings suggest that emotional intelligence makes a person's performance better than those without emotional intelligence (Ghosh et al, 2012).…”

Informal Team Learning: A Case Study in Knowledge-Intensive Settings

“…High levels of emotional intelligence enable individuals to be aware and manage their emotions when interacting with others. It also influences psychological safety in teams (Ghosh et al, 2010).…”

Enabling team learning in healthcare

“…Where team learning is undertaken to solve complex problems, the cycle of activities is likely to have strong similarities with action research processes. Team learning is held to be likely to be particularly useful when new challenges occur -a common feature in complex work environments -or when there is a need to develop new approaches to old challenges (Edmondson, Bohmer, and Pisano 2001;Ghosh, Shuck, and Petrosko 2012). It is therefore This paper focuses on factors facilitating team learning in 35 clinical therapy teams in the National Health Service (NHS) in England.…”