efect of EI on virtuousness

8/13/2019 efect of EI on virtuousness

1/28


2/28

TITLE

The effect of Emotional Intelligence on

organizational virtuousness in corporate

culture of Pakistan


3/28

DEFINING MAIN CONCEPTS OF

THE TITLE

EMOTIONAL INTELLIGENCE

Emotional Intelligence is the capacity to effectively

perceive, express, understand and manage emotions in a

professional and effective manner at work.

Emotional intelligence encompasses such characteristics

as being able to motivate oneself and persist in the face of

frustrations, to control impulse and delay gratification, to

regulate ones moods and keep distress from swamping

the ability to think, to empathize and to hope.Source: The Power Of Character

Edited By Michael S. Josephson, Wes Hanson


4/28

ORGANIZATIONAL VIRTUOUSNESSOrganizational virtuousness is the impact of the enablers in theorganizations that foster and perpetuate virtuousness. Key attributesassociated with organizational virtuousness include human impact,moral goodness and social betterment. Inherently, no organization isvirtuous or non virtuousness. Organizational virtuousness can be

manifested through:- Individualsactivities

Collective actions

Characteristics of organizational culture

Processes of the organization

Virtuous organizations actively take part in Corporate SocialResponsibility and they do not relate virtuousness with benefits.

Source: Positive organizational scholarship; foundations of a new discipline

Edited By Kim S. Cameron, Jane E. Dutton and Robert E. Quinn


5/28

CORPORATE CULTURECorporate culture describes and governs the ways acompany's owners and employees think, feel and act.Culture may be based on beliefs spelled out in the missionstatement or it could be a part of a corporate symbol.

However, whatever shape it takes, corporate culture plays abig role in determining how well the business will do.Corporate culture is usually very complex and can havesignificant impact on various organizational operations. Fororganizations like Google, Southwest Airlines and Johnsons

& Johnsons, a strong positive culture is a true asset.

Source: Corporate Culture: The Ultimate Strategic Asset

By Eric Flamholtz, Yvonne Randle


6/28

INTRODUCTION AND

SIGNIFICANCE


7/28

Adele B. Lynn said:-

Emotion is present in the workplace. Everyday.

Everywhere. Emotion is energy. Learning toharness this energy and use it to impact the

reasoning side of the business in a positive

way is one of the great untapped resources yetto be conquered!


8/28

A NEW WAY OF BEING SMART

Organizations are supposed to take more care

of not only how smart they are or how much

skilled they are but how well they can handlethemselves and each other. EI is actually a new

and different way of being smart. EI is not

merely being nice, rather its avoiding the bluntreactions to the uncomfortable situations.


9/28

INTRODUCTION AND

SIGNIFICANCE

Emotional intelligence (EI) has been embraced by the

positive movement, appearing in major scholarly collections

on positivity.

EIs positiveness includes enhanced self-esteem, well-being,flow, optimism, and community values.

EI enthusiasts claim much for its beneficial effects, including

a happier, more rewarding life and a tolerant, egalitarian

society (society that believes in equality). In the workplace, it has been described as a basic competency

for most jobs and as a capacity that outflanks IQ in predicting

outstanding performance.


10/28

It is presented as especially crucial for leadership. Leaders possessing

high EI are said to be especially charismatic, skillful at injecting

positive feelings such as excitement, enthusiasm and optimism into

work projects as well as instilling trust through high-quality

interpersonal relations.

HRM consultants have been strongly attracted to EI, many of them

have appreciated its benefit in elevating self-esteem at work.

Top-level leaders especially are likely to be more benefited if they are

immune to detecting subtle emotional nuances in others, because they

would be able to focus on the mission and would not be detailed by

negative emotions.

INTRODUCTION AND

SIGNIFICANCE


11/28

There has been no direct research done on establishing a relationship

between Emotional Intelligence and organizational virtuousness but there

exists a lot of evidence that supports it. Thats why it seems logical to

conduct research on it.

We are taking Multinationals operating in Pakistans corporate sector for

our research as they are hoped to mimic the western concept of Emotional

intelligence in our environment. Particularly, we are focusing on the

multinationals of Telecommunication Industry because it is the most

booming sector of Pakistan. For conducting research we are taking the five

big companies of telecom sector namely Mobilink GSM, Ltd., Ericsson

Pakistan, Telenor Pakistan, Warid Telecom and Ufone GSM.

INTRODUCTION AND

SIGNIFICANCE


12/28

THE PROBLEM STATEMENT

The purpose of our study is to find the effect ofEmotional Intelligence on the organizationalvirtuousness to assess the effect of moderating

variables that include Training, Managementsupport, Organizational Culture, Inter teambonding, Managers own personality traits,Leadership and Cultural intelligence. We will also

attempt to find the affect of characteristics ofcorporate culture of Pakistan that shape theEmotional Intelligence in employees.


13/28

RESEARCH QUESTIONS

What are the characteristics of corporate culture ofPakistan that help to induce emotional intelligence inemployees?

What kind of relationship exist between emotionalintelligence and organizational virtuousness?

The extent to which emotional intelligence effect theorganizational virtuousness?

What are the effects of different factors like trainings,management support, organizational culture, inter team

bonding, managers own personality traits and leadershipstyle on strengthening the relationship between emotionalintelligence and organizational virtuousness.


14/28

RESEARCH OBJECTIVES

To find the effect of characteristics of corporate culture of Pakistan in shaping theemotional intelligence in employees.

To find the extent to which emotional intelligence affect organizationalvirtuousness in corporate culture of Pakistan.

To find out the nature of relationship between emotional intelligence andorganizational virtuousness.

To find out how employees perceive about the effect of emotional intelligence onorganizational virtuousness in corporate culture of Pakistan mainly multinationals.

To measure the moderating effect of trainings on emotional intelligence,

management support, organizational culture, inter team bonding, managers ownpersonality traits and leadership style.

To conclude about the acceptability of effect of emotional intelligence onorganizational virtuousness in Pakistans corporate culture.


15/28

Corporate

CultureEmotional

Intelligence

Organizational

virtuousness


16/28

DEVELOPING LINKAGES BETWEEN

CORPORATE CULTURE ANDEMOTIONAL INTELLIGENCE


17/28

Corporate Culture

Corporate culture consist of some

Subcultural determinants

Broader cultural determinants

of emotional display, which complicate desirable or goodpatterns of emotional expression. Both explicit and implicitemotion display rules have been stated to regulate front- andbackstage interpersonal encounters in different work settings.The amalgamation of both these form the corporate culture.

(Abu-Lughod & Lutz, 1990; Ashforth & Humphrey, 1995;Bolton, 2003; Fineman, 1995; Hochschild, 1979; Morris &Dachler, 2000).


18/28

Corporate Culture

BROADER CULTURE

Broader culture covers the overall culture of any society or region formed over

a period of time. For Example:

AMERICAN CULTURE:

Americas have a market mentality that favors feeling good

about oneself and showing as much. Positive self-promotion,

expressive optimism, and being noticed are written into the

cultural script

(Bellah, Madsen, Swidler, & Tipton, 1991; Peterson, 2000).


19/28

Corporate Culture

BRITISH CULTURE:

British individualism has traditionally been more guarded but now has been

forged in part from the manners of rural gentry and yeomen and in part from

Victorian stoicism and the value placed on understatement and emotional self-

control.

(Block, 2002).

RUSSIANS CULTURE:

Traditionally, Russians have been characterized as having a rugged,

pessimistic outlook, borne from decades of disruption, hardship, and

tragedy. But now Russians are moving from traditional culture to a

American-style customer service culture with a mixture of resistance.

(OConner, 2000; Smith, 1990).


20/28

Corporate Culture

CHINESE CULTURE:

Chinese society seem to be influenced by Confucianism teaches of emotional

restraint and subtleness. Expressed hope and energizing emotion in the West,

are not welcomed by Chinese culture. All emotional displays and aspirations

are within the well defined bounds of family and social networks.

(Averill, 1996).

ASIAN CULTURE:

Traditionally Asian culture is reserved one but recently Asian countries have begun

to mimic of American positiveness in their commercial affairs, as U.S. companies

trade within their countries.


21/28

Corporate Culture

SUB-CULTURES

Sub-Cultural determinants are basically shaped by occupational and industrial

differences. For example, the seriousness required of participants in a court

of law and the gravity of the police officer on duty. Particular emotional

performances define and reinforce differences in power, status, and gender

and shape the way commercial and professional relationships are sustained.

(Harris, 2002; Phillips, 1996; Sharma & Black, 2001; Shuler & Sypher, 2000;

Taylor & Tyler, 2000; Wellington & Bryson, 2001; Williams, 2003).


22/28

CHARACTERISTICS OF CORPORATE

CULTURE OF PAKISTAN THAT SHAPE

EMOTIONAL INTELLEGENCE INEMPLOYEES

Some characteristics of corporate culture will

second our assumptions about EI and corporateculture and some will contradict them. We

assume to assess the effect of these

characteristics over the generation of EI inemployees.


23/28

Emergence of collectivist culture: Collectivist cultureis the one where belonging to a group is consideredmore important rather than individual performance.Group level efforts and bonding are more valued.

Power distance: It can be defined as the degree oftolerance in accepting the inequality in the distributionof power in institutions and organizations in the areasof prestige, influence, wealth, and status within a

society. Respect for People: It is the spirit of the culture to

respect and esteem relationships with stakeholders.


24/28

Masculine culture: Masculine cultures is the onewhere the gender roles are clearly distinct like menshould be tough, strong and women should be tenderand modest as opponent to feminine culture wheregender roles are overlap where both women and men

are supposed to be modest and tender. In masculineculture, money, status and success are seen moreimportant than other values as opposed to feminineculture where dominant values are quality of life andcaring for others.

Focus on inter personal relationships: A culture thatpromotes maintenance of positive social relations,strong connections and affiliations.


25/28

DEVELOPING LINKAGES BETWEEN

EMOTIONAL INTELLIGENCE ANDORGANZIATIONAL VIRTUOUSNESS

LINK BETWEEN EMOTIONAL


26/28

LINK BETWEEN EMOTIONAL

INTELLIGENCE AND ORGANIZATIONAL

VIRTUOUSNESSWe here assume that there is a positive relationship between emotional intelligence

and organizational virtuousness. Following supporting arguments are found in favor of

our assumption from the literature review.

Value in action VIA classification includes twenty four character strengths

organized in terms of six core virtues: wisdom and knowledge, courage,

love, justice, temperance and transcendence.

The virtue love: interpersonal strengths that involve tending and

befriending others includes social intelligence. Social intelligence is a

broader term that encompass the emotional intelligence and many scholars

take social intelligence and emotional intelligence as synonyms.

Source: Positive organizational Scholarship by Kim S. Cameron, Jane E. Dutton and Robert

E. Quinn, Editors


27/28

LINK BETWEEN EMOTIONAL INTELLIGENCEAND ORGANIZATIONAL VIRTUOUSNESS

There is an old fashioned word used for emotional intelligence is character.

Amitai Etzioni, social theorist at George Washington University defines character as:

the physiological muscle that moral conduct require

The basis of character is self discipline and virtuous life. A related key stone of

character is the ability to motivate and guide oneself and ability to delay gratification,

to control and channels one urges. These abilities open the way to empathy, reallistening, taking other persons perspective and these in turn lead the organization to

virtuousness.

Source: Power of Character by Micheal S. Josephson and Wes Hanson


28/28

The concept of character strengths help us to improve organizational performance and createpositivity in the organization. This creation of positivity in an organization is hence, organizationalvirtuousness. Emotional intelligence is a character strength that in turn leads to organizationalvirtuousness.

Source: The Oxford Handbook of Positive Organizational Scholarship

By Kim S. Cameron, Gretchen M. Spreitzer

Virtuousness is gained from both personal and social good. As emotional intelligence involves bothusing emotions for personal goodness and understanding others emotions for creating positivesocial environment, thus it can be linked to creation of organizational virtuousness.

Source: Positive organizational scholarship; foundations of a new discipline Edited By Kim S.Cameron, Jane E. Dutton and Robert E. Quinn 2003

Emotional intelligence is linked to the improved and effective workplace performance andspirituality. Workplace virtuousness is found to be linked with workplace performance. Thus a

relationship can be established between emotional intelligence and organizational virtuousness. Source: Len Tischler, Jerry Biberman, Robert McKeage, (2002) "Linking emotional intelligence,

spirituality and workplace performance: Definitions, models and ideas for research", Journal ofManagerial Psychology

Documents

efect of EI on virtuousness