Emotional intelligence at work: links to conflict and innovation

Abstract

Purpose -This paper aims at exploring, for the first time in the Arab World, the role of emotional intelligence (EI) in affecting work outcomes. Design/methodology/approach -A self-administered questionnaire was used to survey 500 employees from 19 organizations in the United Arab Emirates. The findings are discussed in the paper along with some recommendations for managers and researchers. Findings -The results revealed significant differences between employees' perceptions of emotional intelligence, conflict and readiness to create and innovate.Research limitations/implications -The sample represented only financial and service sectors. The implications of the findings for researchers together with some future guidelines are discussed in the paper. Practical implications -The paper provides practitioners with some advice about understanding and managing climate and conflict. Originality/value -The paper is the first study in the Middle Eastern context that explores the link between the multifaceted concepts of EI, satisfaction and performance.

The influence of network effects on SME performance

“…Following the emotional intelligence theory, individuals' intelligence quotient (IQ) alone cannot explain the variation in their job performance, and thus the effects of other factors such as emotional intelligence should be also considered (Jamali et al, 2008;Suliman and Al-Shaikh, 2007). Although no consensus exists on the definition of emotional intelligence, scholars agree that it is a strong predictor of performance both at the individual and organizational levels (Koman and Wolff, 2008).…”

Emotional Intelligence: The Most Potent Factor of Job Performance Among Executives

“…The finding is according to (Dulewicz et al, 2003) that found managers' emotional intelligence correlated positively with quality of work life and morale, also (Brackett et al, 2004) concluded that low scores on EI were associated with poor quality peer relations. (Suliman & Al-Shaikh, 2007) revealed that employees with higher levels of EI were found to report higher levels of readiness to create and innovate. Results also favor the same and this finding was also supported by (Tischler et al, 2002) he examined the linking emotional intelligence, spirituality and work place performance and displayed a positive relationship between emotional intelligence and work place success and also by (Cooper & Sawaf, 1997;Megerian & Sosik, 1996;Wright and Staw, 1999).…”

Emotional Intelligence and Employees’ Innovator Role: The Moderating Effect of Service Types

“…Several studies have shown that EI is related to innovation and creativity (Stough & De Guara, 2003;Suliman & Al-Shaikh, 2006). Employees with high EI will engage in high innovator role but employees with low EI will perform low innovator role.…”

“…Those having high EI abilities tend to be innovative and creative (Suliman & Al-Shaikh, 2006). Emotionally intelligent employees are able to identify their true feelings, understand the causes and consequences of the feelings, and manage as well as use the feelings to find creative solutions for the existing problems.…”

“…Defined as a set of abilities to perceive accurately, appraise, and express emotion; the ability to access and/or generate feelings when they facilitate thought; the ability to understand emotion and emotional knowledge; and the ability to regulate emotions to promote emotional and intellectual growth (Mayer & Salovey, 1997), EI has been shown to be related to innovation and creativity (Stough & De Guara, 2003;Suliman & Al-Shaikh, 2006). Employees with high EI tend to be innovative since they are able to identify, understand, manage and use negative or positive feelings by finding associations among available elements to find novel and creative solution to the problem at hand.…”