Chandola (2008) reported findings from a long-running study involving more than 10,000 British civil servants also suggests stress induced biological changes may play raises the risk of heart diseases by disrupting the body’s internal systems. The team conducted 7 surveys over a 12 period and found chronically stressed workers had a 68% higher risk of developing heart disease.
Suliman & Shaikh (2007) This paper aims at exploring, for the first time in the Arab World, the role of emotional intelligence (EI) in affecting work outcomes. The results revealed significant differences between employees' perceptions of emotional intelligence, conflict and readiness to create and innovate. The paper provides practitioners with some advice about understanding and managing climate and conflict.
Eniola(2007) This study investigated the influence of two interactions – emotional Intelligence Tracing (EIT) and Self-Regulation training (SRT) in remediating aggressive behaviour in adolescence with visual impairment. Fortyeight Visual impaired (ranging form total blind to partially sighted) participated in the study. The interaction effects revealed that participants treated with the two interactions EIT and SRT showed significant improvement in their aggressive behaviour pattern than their counterparts in the control group. These findings were discussed andimplications for counselling psychologists, special educators, educational administrators, parents, policy makers, andthe government were stressed.
Young & Dulewicz (2007) This paper aims to present some findings from a wider study into effective command, leadership and management in the British Royal Navy (RN). Its aim is to increase understanding of two types of self-awareness, emotional and congruent, and their relationship to job performance and personality. The results demonstrate that self-evaluation of own performance (from LDQ) was significantly correlated with appraised (actual) performance. Hierarchical regression showed that both d scales explain significant variance in appraised performance, especially the d2 measure which accounted for 47 per cent. The findings establish the first empirical relationship between congruent/public (self-evaluation) and emotional/private (self-consciousness) self-awareness and performance.
Wilsonet al. (2007) This research aims to investigate the efficacy of family involvement in shift work training targeting both physiological and social coping strategies. The inclusion of social coping strategies combined with family involvement significantly reduced work-family conflict. Open response categories on the survey suggest that these reductions were due to the facilitation of a joint problem solving approach by family members. In contrast, employee focused training on physiological coping alone appears to increase family conflicts.
King & Gardner 2006) The aim of the study was to test the relationship of emotional intelligence (EI) to the appraisal, coping and outcomes of workplace demands Emotional intelligence was found to comprise three factors: emotional self management (ESM), the ability to understand others' emotions (UOE) and the use of emotions in decision making.
Martin, Jones & Callan (2006) The purpose of this paper is to confirm predictions that employee reports of psychological climate, appraisals of change and levels of adjustment during a change program would be more positive for employees in higher status groups (operationalized as hierarchical level in the organization and occupational role– The results of study one revealed that upper level staff reported more positive attitudes during change, across a range of indicators. The results of study two showed that non-clinical staff reported more negative attitudes during change than other occupational groups. In addition, managers appraised change as more stressful than non-managers, but felt more in control of the situation.
Nikolaou & Tsaousis (2005) The purpose of the present study is to explore the relationship between emotional intelligence and sources of occupational stress and outcomes on a sample of professionals in mental health institutions. A total of 212 participants were administered the Emotional Intelligence Questionnaire as well as the Organizational Stress Screening Tool (ASSET), a new organizational screening tool, which measures workplace stress. The results were in the expected direction showing a negative correlation between emotional intelligence and stress at work, indicating that high scorers in overall EI suffered less stress related to occupational environment. A positive correlation was also found between emotional intelligence and organizational commitment, which according to the ASSET model is considered as a consequence of stress, suggesting a new role for EI as a determinant of employee loyalty to organizations. Finally, the relationship between EI, job stress, and various demographic variables such as gender, age, and education was investigated and results are discussed in the light of the organizational framework
Posig & Kickul (2004) A model integrating work-role expectations of employees, work-family conflict, family-work conflict, and a component of burnout was proposed and empirically tested on 163 employees, who were also part of dual-earner couples. Gender differences were found in the proposed model. For males, work-family conflict mediated the relationship between work-role expectations and emotional exhaustion. Although the same indirect relationship was found for females, a direct relationship also existed between work-role expectations and emotional exhaustion. Additionally, for females, family-work conflict was found to be a key contributor to work-family conflict and emotional exhaustion. Managerial implications and future research directions are discussed.
Higgs (2004) reported a study to explore the relationship between the EI of call center agents and ratings of their performance. Sample of 289 agents from three organizations were studied. Results included a strong relationship between overall EI and individual performance as well as between several EI elements from the model and performance.
Vakola et al. (2004) added a different way of looking and working with organizational change by focusing on individuals emotions and personality trait. The study explore how emotional intelligence and the “big five” dimensions of personality would facilitate organizational change at an individual level by exploring the relationship between these attributes and attitudes towards organizational change. The sample consisted of 137 professionals who completed self reported inventories assessing emotional intelligence, personality traits and attitudes towards organizational change .The result confirmed that there was a relationship between personality traits and
Shipper & Kincaid (2003) Multinationals increasingly require a cadre of skilled managers to effectively run their global operations. This exploratory study examines the relationship between emotional intelligence (EI) and managerial effectiveness among three cultures. EI is conceptualized and measured as self-other agreement concerning the use of managerial skills using data gathered under a 360-degree feedback process. Three hypotheses relating to managerial self-awareness of both interactive and controlling skills are examined using data from 3,785 managers of a multinational firm located in the United States (US), United Kingdom (UK), and Malaysia. The two sets of managerial skills examined were found to be stable across the three national samples. The hypotheses were tested using polynomial regressions, and contour plots were developed to aid interpretation. Support was found for positive relationships between effectiveness and EI (self-awareness). This relationship was supported for interactive skills in the US and UK samples and for controlling skills in the Malaysian and UK samples. Self-awareness of different managerial skills varied by culture. It appears that in low power distance (PD) cultures such as the United States and United Kingdom, self-awareness of interactive skills may be crucial relative to effectiveness whereas in high PD cultures, such as Malaysia self-awareness of controlling skills may be crucial relative to effectiveness. These findings are discussed along with the implications for future research.
Carmeli (2003) attempted to narrow this gap by empirically examining the extent to which senior managers with a high emotional intelligence employed in public sector organizations developed positive work attitude, altruistic behavior and work outcomes. The result indicated that emotional intelligence augments positive, altruistic behavior, work outcomes, and moderated the effect of work- family conflict on career commitment but not the effect on job satisfaction.
Maccann et al. (2003) provided a view and conceptual comparison between self report and performance – based measure of emotional intelligence. Analysis of reliability, psychometric properties and various forms of validity led to the conclusion that self –reported techniques measured a dispositional construct, that may have some predictive validity, but which is highly correlated with personality and independent of intelligence. Although seemingly more valid, performance –based measure had certain limitations, especially when scored with reference to consensual norms which led to problems of skew an restriction of range. Scaling procedures might partially ameliorate this scoring weakness. Alternative approaches to scoring , such as expert judgment also suffered problem since the nature of the requisite expertise was unclear. The authors felt that the use of experimental paradigms for studying individual differences in information processing might , how ever inform expertise. Other difficulties for performance –based measures included limited predictive and operational settings.
Rahim et.al (2002) The study investigated the relationships of the five dimensions of emotional intelligence: self-awareness, self-regulation, motivation, empathy, and social skills of supervisors to subordinates' strategies of handling conflict: problem solving and bargaining. Data (N = 1,395) for this study were collected with questionnaires from MBA students in seven countries (U.S., Greece, China, Bangladesh, Hong Kong and Macau, South Africa, and Portugal). Psychometric properties of the measures were tested and improved with exploratory and confirmatory factor analysis and analysis of indicator and internal consistency reliabilities, and the hypotheses were tested with a structural equations model for each country. Results in the U.S. and in the combined sample provided support for the model which suggests that self-awareness is positively associated with self-regulation, empathy, and social skills; self regulation is positively associated with empathy and social skills; empathy and social skills are positively associated with motivation; which in turn, is positively associated with problem solving strategy and negatively associated with bargaining strategy. Differences among countries in these relationships are noted and implications for organizations discussed.
Nikolaou and Tsaousis (2002) explored the relationship between emotional intelligence and source of occupational stress and outcomes on a sample of professional in mental health institution. A total of 212 participants were administered the emotional intelligence Questionnaire as well as the organizational stress screening tool (ASSET), which measured work place stress. The results showed a negative correlation between emotional intelligence and stress at work, indicating that high scores in over all EI suffered less stress related to occupational environment. A negative correlation between emotional intelligence and organizational commitment, which according to the ASSET model was considered as a consequence of stress, suggesting a new role for EI as determinant of employee loyalty to organizations.
Schutte et al. (2001) Examined the link between emotional intelligence and interpersonal relations. In studies one and two, the participants with high scores for emotional intelligence had higher scores for empathetic perspective taking and self –monitoring in social situation. In study three and four the participants with higher scores for emotional intelligence displayed more cooperatives responses towards partners. In five the participants with higher scores for emotional intelligence had higher scores for close and affectionate relationships. In study six the participant’s scores for marital satisfaction were higher when they rated their marital partners higher for emotional intelligence. In study seven the participant’s anticipated greater satisfaction in relationships with partners described as having emotional intelligence.
George and Bettenhausen (1990) in the study on social awareness also plays a key role in the service competencies , the ability to identify clients or customers often unstated needs and concerns and then match them instill strategy with meaning and resonance . Emotional are contagious, particularly when exhibited by those at the top, and extremely successful leaders display a high level of positive energy that spreads throughout the organizations. The more positive the style of a leader, the more positive, helpful and cooperative are those in the group.
Hart9 (1987) The intent here is to present a representative, though not exhaustive, review of some recent empirical and theoretical literature on stress and the management of stress in occupational settings. The paper begins with a synopsis of the financial cost to the employer of unchecked excessive levels of employee stress. The next section reviews some examples of empirically-based research supporting the clinical and cost effectiveness of current Occupational Stress Management (OSM) programs. This is followed by a discussion of recent evidence showing that the “traditional” (corporate) approach to OSM is incomplete and insufficient. Towards the end of the article, an idealised, comprehensive, bio psychosocio ecological transactional model of OSM is outlined. Finally, methodological limitations of traditional OSM programmes are discussed, and it is suggested that future studies might consider utilising a multilevel-multimethod “triangulation” measurement approach
Brewin (1980) Clinical case histories can contribute to our knowledge of the types of person-situation interaction which produces managerial stress. Three case histories reveal similar interactions between a certain vulnerable personality and a specific type of work role transition. Common principles involved in these interactions are discussed.