Katharine Becks-Research and Topic Paper #2

Emotional Intelligence - an Art or a Science?

Thomas Griffin

Husson University

Emotional Intelligence - an Art or a Science?

Introduction

Emotional intelligence is an attribute related to emotional information and individual’s emotions; it is not only beneficial to an individual in terms influencing interpersonal relationship, but is also applicable in group settings such as in work environments. Due to its importance, a number of researches have been conducted relating emotional intelligence to leadership and management. Drigas and Papoutsi (2019) describe emotional intelligence-EI as the evaluation, perception, and management of individual’s and others’ emotions. The concept of EI connects cognition, emotion, and metacognitive processes; it is more important in the work places now than it were before due to the high interconnection of the world economy thanks to globalization. That means in work environments, employees with high emotional intelligence are valued than those without because of their ability to cope with a different people from different cultures and lifestyles. In leadership and management positions, EI is attractive because of the many demands and enhanced competition faced today. Summarily, EI creates the needed skills framework and responsible behavior that help people succeed at work. Whereas emotional intelligence is a human attribute, organizations also adopt the concept. Drigas and Papoutsi (2019) note that emotionally intelligent organizations attract talents to their workforce and address challenges effectively; in such organizations the leaders and managers cooperate, influence others and find creative and faster ways of finishing tasks. Notably emotions that are properly managed enhance trust, commitment, and faith. That means the innovations, productivity, and success of organizations, groups, or individuals arise in situations where emotional intelligence is high (Zeider, Matthews, & Roberts, 2004). Due to the importance and applications of emotional intelligence at different levels, the paper explains whether EI is an art or a science.

Issue

As highlighted above, emotional intelligence is associated with success; as such, leaders and managers value EI because of its importance in their various responsibilities. The concept explained in relation to whether EI is an art or a science is linked to its role in leadership and managerial success. Specifically, there are different applications of EI in management and leadership positions; therefore, the focus of the paper is narrowing down the different applications of EI and identifying if such applications make EI an art or a science.

Literature Review

Psychologists first coined the concept of emotional intelligence in 1990s; however, it gradually spread to other fields such as education, business, and popular cultures. Among the leading researchers on the topic as Salovey and Mayer who defined EI as ability to understand and recognize individual’s and others’ emotions (Cherry, 2019). According to Cherry (2019) emotional intelligence is applicable in understanding situations, making decisions, solving problems and communicating with others. Emotional intelligence is segregated in four levels namely reasoning with emotions, perceiving with emotions, managing with emotions, and understanding with emotions (Cherry, 2019). Empirical studies have shown that emotional intelligence is different from general intelligence because EI helps in explaining individual differences (Zeider, Matthews, & Roberts, 2008). Based on the EI concept, it is still unclear whether EI is cognitive or non –cognitive or whether it is implicit or explicit knowledge. In addition, it is also unclear whether EI refers to cultural and social milieu or whether it is a basic aptitude. According to Zeider, Matthews, and Roberts (2008), EI is multifaceted in nature; therefore, it should be evaluate from different perspectives. Based on this understanding, EI can be measured using different constructs. The psychometric scales are scientific in nature because they adhere to certain principles that make EI a science. However, artists argue that EI is an art because it depends on the cultural and social milieus. According to Kaufmaan and Beghetto (2009) EI, which is an aspect of emotion helps individuals to navigate through the challenges of creative works. In fact, it is argued that one of the ways of increasing EI is engaging with arts, and appreciating art is daily and professional engagements. Creative ideas and products may be performances, films, or items created. That means as individuals continue engaging with arts, they develop emotionally and become intelligent (Morris, Urbaniski & Fuller, 2005). As such, EI is an art because it sometimes adheres to the social and cultural norms that are gradually altered with time.

In relation to work environments, managing people is both a science and an art. It is a science because managers or leaders have to analyze the situation before making some management decisions. Management is evaluated based on how it increases the effectiveness and performance of the organization; therefore, effective managers will learn to control and influence the emotions of their followers in order to success. Different techniques may be used to influence emotions. According to Goleman (2011) management of people is characterized by challenges that I include emotional distress; however, managers should continuously motivate their employees in order to increase performance.

Summary

According to different authors reviewed, emotional intelligence is both an art and a science. An art because of inability to be guided by specific principles and rules; however, it is a science because its effects can be proven in different settings. The different levels of emotional intelligence influence different aspects in an individual. For instance emotions and moods such as fear, anger happiness influence how individuals behave and make decisions. In leadership and managerial positions, the continuous interactions with followers and subordinates may trigger different contrasting emotions due to the differences in interactions (Goleman 2011). However, an effective leader should be emotionally intelligent to control, manage his or her own emotions, and influence the emotions of the followers so that it does not negatively affect their performance at any given time. That means emotional intelligence is important in workplaces in a number of ways; first it enhances communication skills and relationships in workplaces. Leaders and managers with high emotional intelligence are good t solving conflicts, making better decisions, responding to constructive criticism and maintaining composure while under pressure.

However, the ability to control and manage others’ and ones’ emotions can be acquired through learning the different categories of emotional intelligence. For example, an individual who learns about motivation, which is one of the categories of EI focuses on achieving the specified goals for their own sake. In work places, such individuals do not need to be extrinsically motivated by material or non-material benefits in order to work. One of the ways of enhancing motivation is learning to focus on what is appealing in the work, and learning to maintain positive attitude among others.

References

Cherry, K (2019). Utilizing Emotional Intelligence in the Workplace. Web. Accessed on 8/2/2020.

Drigas, A and Papoutsi, C (2019). Emotional Intelligence as an Important Asset for HR in Organizations: Leaders and Employees. International Journal of Advanced Corporate Learning-iJAC, 12(1), pp. 58-66. Doi: 10.3991/ijac.v12i1.9637.

Goleman, D (2011). HBR’s 10 Must Reads on Managing People. Harvard: Harvard Business Review Press.

Kaufman, J. C and Beghetto, R. A. (2009). Beyond Big and little: The Four C Model of Creativity. Review of General Psychology, 13, pp. 1-12. Doi:10.1037/a0013688.

Morris, . A., Urbaniski, J and Fuller, J (2005). Using Poetry and Visual Arts to Develop Emotional Intelligence. Journal of Management Education, 1(1), pp. 78-92

Zeider, M., Matthews, G and Roberts, R. D (2008). The Science of Emotional Intelligence: Current Consensus and Controversies, European Psychologist, 13(1), pp. 64-78. Doi: 10.1027/1016-9040.13.1.64

Zeider, M., Matthews, G and Roberts, R. D (2004). Emotional Intelligence in the Workplace: A Critical Review. Applied Psychology, 53(3), pp. 371-399. Doi: 10.1111/j.1464- 0597.2004.00176.x