Literature Review of Emotional Intelligence in Managers Essays

Literature Review of Emotional Intelligence in Managers Essays Literature Review of Emotional Intelligence in Managers Essay Literature Review of Emotional Intelligence in Managers Essay The authors of the two journals review and provide valuable information on the work, life and emotional management of managers and leaders and how it is being intertwined with and embedded in the managing processes, implications on the employees? moods and emotions. The keyword in the two papers is emotional intelligence. However, it is arguable that they focused heavily on the aspects of emotional intelligence and leadership, and ignored other psychological forces that influence an individual. The research will be analysed closely by reviewing their arguments and findings. Humphrey et al. , (2008) research agrees on the use of emotional intelligence and emotional labour by leaders, how leaders? emotions influences the moods and emotions of their employees. The paper develops 15 propositions that provide an insight on how leaders perform emotional labour, leading with deep acting and surface acting. They concluded that success is obtained through leading with emotional labour, though sometimes costly especially for those engaged in surface acting. Trainings for leaders and managers on how to express their emotions effectively may help make the workplace more productive and enjoyable for both leaders and followers. Brotheridge and Lee, 2008 research provides an insight on the impact the expressed emotions of managers have on their work units „emotional climate, their employees? motions and the organization? s emotional health and overall success. The authors agree that at the heart of all working relationships are emotions (Burkitt, 1997, 2002; De Rivera and Grinkis, 1995); thus, emotions are the substance of managerial work and argues that leaders need to be knowledgeable on both emotional and social control and expectations that arise from gender roles. They concluded emotions are essential for managerial work and managers are expected to manage their emotions and their e mployees?. These two journals are almost completely similar as the authors review and argue on about the same issue – management with emotions, use of emotional intelligence. Brotheridge and Lee, (2008) argue that emotions and emotional skills are essential for day to day managerial work and leaders should learn to express their emotions more as that will result in more benefits for them instead of conducting business in a non-emotional â€Å"business-like manner†. Brotheridge and Lee, (2008) agree with Humphrey et al. , (2008) that managers must attend to their wn emotions and express them appropriately or experience declines in their personal emotional health. The influence the moods and emotions displayed by managers have on their subordinates? feelings, moods and emotion as well was highly emphasized in the two papers. The authors both agree that to a large extent, for a successful result, managers may need to engage in emotional labour. Managers may have to display a wide var iety of emotions and will require judgement about which emotion to display at a particular time depending on the situation which arises. Brotheridge and Lee, (2008) agrees with Humphrey et al. (2008) argument that managers who engage in deep acting (i. e. attempt to feel the emotions that they are expressing) are more likely to transmit their emotions to their employees than managers who are engaging in surface acting or are not regulating their emotional expression. Humphrey et al. , (2008) and Brotheridge and Lee, (2008) argue that leaders must be emotionally intelligent to be effective. As stated by Humphrey et al. 2008 proposition 10: Leaders high on emotional intelligence will be better at recognizing when situational demands call for performing emotional labour (2008: 161). But again, looking at the concept of leadership and management, the similarities and differences, it can be argued that leadership and management are two different, thus, leadership does not require emotional intelligence and it is best used for management. Arguably, we can say that even though managers and leaders are expected to lead with e motions, different people carry with them different personalities. If not properly trained on how to manage emotions and when to use, a manager may get carried away on when to use his/ her emotions and could be seen as a weakling. The employees working with these managers also have a role to play. A manager can only get a successful result, when he gets around studying and understanding the personalities of the employees under him to avoid a clash of personality. Also, pressure from the higher level management and home affairs can affect managers and leaders and may be displayed in their attitude to work. Humphrey et al. (2008) and Brotheridge and Lee, (2008) agree that managers would require to perform emotional labour. However, it can be argued that emotional labour increases emotional stress and causes emotional exhaustion which could result in reduced levels of employees? job dissatisfaction (Brotheridge and Grandey, 2002). Furthermore, cultures vary in their expectations for regulating and expressing emotions in the workplace (Cooper, Doucet am p; Pratt, 2003). In conclusion, Humphrey et al. , (2008) and Brotheridge and Lee, (2008) arguments were very valid and provided a valuable knowledge. Management and leadership though could be different, but are two complimentary systems of action and both require use of emotional intelligence to operate successfully. Employees? feelings and emotions are influenced through emotional contagion. Managers need to manage their personal emotions so that they are expressing positive emotions and not result in a decline in their emotional health. They must be attentive to their emotional reactions when making decisions, and the effect of their emotions on the quality of these decisions (Kida et al. 2001; Lurie, 2004). I believe gender has no factor in excelling in emotional management. I agree with Humphrey et al. , (2008) instead of telling managers and other leaders not to express their emotions, training on how to express their emotions effectively should be taken into consideration. This may help them use either deep acting or genuine emotional expressions and avoid the harmful psychological effects that accompany surface acting.