Purpose-Little research has been contributed to how the behaviors associated with emotional intelligence may be practically applied to enhance both individual and group decision-making. The purpose of this paper is to identify practical approaches to the application of emotional intelligence to the decision-making process. These practical approaches are designed to instruct and aid decision makers in the utilization of emotional intelligence skills to improve decision-making. Design/methodology/approach-Goleman's and Boyatzis et al.'s four essential elements of emotional intelligence and their associated 20 behavioral competencies are utilized to develop a methodology for the practical application of emotional intelligence skills to decision-making. A series of questions and observations are outlined to assist decision makers in the improvement of emotional intelligence awareness, as well as the utilization of emotional intelligence skills to enhance decision-making processes. Findings-Organizations and individuals may benefit from the development and utilization of behaviors attributed to emotional intelligence. The practical application of emotional intelligence skills can enhance individual and group decisions and outcomes. Originality/value-The practical application of emotional intelligence skills becomes a strategy for the development of the individual's and organization's ability to assess the impact and consequences of decisions, while simultaneously improving the quality and effectiveness of the decision-making process.
PurposeThe leader of the knowledge‐based organization is faced with the continuing dilemma of delivering the highest quality and most technologically innovative products or services at the lowest possible cost in a rapidly changing environment. This paper aims to start with the identification of the complexities of managing the knowledge‐based organization, using emotional intelligence to balance the interests of the individual and organization, and it may also be redefined as an organizational development process rather than an outcome.Design/methodology/approachIn order to be effective the knowledge‐based leader must possess the characteristics most often associated with the description of emotional intelligence and must also be effective at injecting these same characteristics throughout the organization. Utilizing the premises of Stewart's intellectual economy and adapting the work of Buckingham and Coffman to the knowledge‐based organization, a series of questions is outlined to assist leaders, managers and workers in the improvement of emotional intelligence awareness and the utilization of emotional intelligence as an organizational development process.FindingsKnowledge‐based organizations may benefit from the utilization of behaviors most often attributed to emotional intelligence, and emotional intelligence may be redefined as a process rather than an outcome for organizational development.Originality/valueThe knowledge working environment must utilize innovative processes to maintain the engagement and effectiveness of the workforce. Applying emotional intelligence as an organizational development process rather than an outcome, it becomes a strategy for the development of the individual and the organization concurrently rather than treating them as opposing interests.
Non-profit organizations and leaders may benefit from the utilization of behaviors attributed to emotional intelligence. The consideration of emotional intelligence skills becomes a strategy for the development of the non-profit organizational leader's ability to assess the impact and consequences of decisions, while simultaneously improving the quality and effectiveness of the decision-making process. The purpose of this paper is to identify how emotional intelligence skills can be applied to enhance the leadership decision-making processes within the non-profit organization. Goleman's (2001) and Boyatzis ' et al. (2000) four essential elements of emotional intelligence and their associated 20 behavioral competencies are utilized to develop a methodology for the practical application of emotional intelligence skills to leadership decision-making within the non-profit organization. A checklist of questions and observations is provided to assist non-profit leaders in the improvement of emotional intelligence awareness, as well as the application of emotional intelligence skills to decisions and decision-making processes.
This case study explores how emotional intelligence (EI) was used to facilitate team and organizational cohesiveness. An organizational development (OD) consultant and an executive coach, both senior consultants, facilitated this engagement. An EI assessment and a teambuilding retreat served as the foundation for the process. In addition, the relationship between the executive coach and the OD consultant is examined, and comments from the CEO in this engagement and consultants are included.
Purpose: Little research has been contributed to how the behaviors associated with emotional intelligence may be practically applied to enhance both individual and group management problem-solving. The purpose of this paper is to identify practical approaches to the application of emotional intelligence to the complexity of the management problem-solving process. These practical approaches are designed to instruct and aid problem solvers in the utilization of emotional intelligence skills to improve management problem solving skills and processes. Design/Methodology/Approach: Goleman's (2001) and Boyatzis' et al. (2000) four essential elements of emotional intelligence and their associated 20 behavioral competencies are utilized to develop a methodology for the practical application of emotional intelligence skills to management problem-solving. A series of questions, observations and action steps are outlined to improve emotional intelligence awareness, as well as the utilization of emotional intelligence skills to enhance management problem-solving processes. Findings: Organizations and individuals may benefit from the development and utilization of behaviors attributed to emotional intelligence. The practical application of emotional intelligence skills can enhance individual and group complex management problem-solving skills and outcomes. Originality/Value: The practical application of emotional intelligence skills becomes a strategy for the development of the individual's and organization's ability to assess the impact and consequences of management problem-solving, while simultaneously improving the quality and effectiveness of the management problem-solving process.
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