Emotion Intelligence Reseach

1
EMOTIONAL INTELLIGENCE IN WORK PLACE
A project Report submitted to the
JAMAL MOHAMED COLLEGE (Autonomous)

Affiliated to BHARATHIDASAN UNIVERSITY, Tiruchirappalli
In partial fulfillment of the requirement for the award of the degree of
MASTER OF SOCIAL WORK
Submitted by
HILAL AHMED S
Reg. No. 20PSW002
Under the Guidance of
Dr. K. SHEIK FAREETH M.S.W, M. Phil.,(NET).,MBA.,(SET).,Ph.D.,

Assistant Professor
PG AND RESEARCH DEPARTMENT OF SOCIAL WORK

College with Potential for Excellence
Accredited (3rd cycle) with ‘A’ Grade by NAAC
(DBT Star Scheme & DST-FIST Funded)
(Affiliated to Bharathidasan University)
Tiruchirappalli - 20.
October - 2021
2
PG AND RESEARCH DEPARTMENT OF SOCIAL WORK

College with Potential for Excellence
Accredited (3rd Cycle) with ‘A’ Grade by NAAC
DBT Star Scheme & DST-FIST Funded
Affliliated to Bharahidasan University
TIRUCHIRAPPALLI – 620 020.
Dr. K. SHEIK FAREETH M.S.W.,Phil.,(NET).,MBA.,(SET).,Ph.D.,

Assistant Professor
CERTIFICATE
This is certify that this project entitled “EMOTIONAL INTELLIGENCE IN WORK
PLACE” submitted by HILAL AHMED.S, Reg. No. 20PSW002 in partial fulfillment of the
requirements for the award of MASTER OF DEGREE IN SOCIAL WORK at Jamal
Mohamed College (Autonomous), affiliated to Bharathidasan University, Tiruchirappalli, for the
academic period 2021 is the bonafide work of the student. The project work has carried out by
the social work student under my supervision.
Signature of the Co-ordinator of the Department Signature of the Guide
(Dr. D. Kumar) (Dr. K. Sheik Fareeth)

3
DECLARATION
I, hereby declare that this report work entitled “EMOTIONAL INTELLIGENCE IN WORK
PLACE” submitted to PG and Research Department of Social Work, Jamal Mohamed College
(Autonomous), Tiruchirappalli – 620 020, affiliated to Bharathidasan University, Tiruchirappalli
for the award of “MASTER OF DEGREE IN SOCIAL WORK” is my authentic work and it
has not previously as basic for the award of any degree.
Place: Tiruchirappalli. Signature of the Candidate

Date: (S.HILAL AHMED)
4
ACKNOWLEDGMENT
Compiling this work has not been an easy task; it has been a result of combined efforts and assistance
from a number of individuals and institutions. I express my sincere gratitude to all for the support
and encouragement.
First of all, I thank ALLAH, the almighty for giving me the strength to carry on this course of study
and for blessing me with many great people who have been my greatest support in both my personal
and professional life.
My sincere thanks to our beloved principal Dr. S. ISMAIL MOHIDEEN, for permitting me to
undertake this course.
I express my gratitude to Dr. D. KUMAR, Co-ordinator of PG & Research Department of Social

Work, for permitting me to undertake the research work activities.
I sincerely express my gratitude to Dr. K. SHEIK FAREETH Assistant Professor, Jamal Mohamed
College for her intellectual and academic guidance enabled me to organize sense out of this study
your experience and expertise has made this research possible.
I also thank to Dr. N. ANTONY PRAKASH, Dr. S. RAJESWARI and Mr. M. RAJALINGAM
faculty members of Department of Social Work for their moral other support to me in bring my
research work activities into successful one.
My acknowledgement of would be incomplete without thanking the biggest source of my strength,

my family. The supports of my parents friends for their encouragement positive advice from time to
time during my course of study.
HILAL AHMED.S
5
CONTENTS
Sl. TITLE PAGE NO.

No.
1. CHAPTER -1: INTRODUCTION
2. CHAPTER – 2: REVIEW OF LITRATURE
3. CHAPTER – 3: RESEARCH METHDOLOGY
4. CHAPTER – 4: ANALYSIS AND

INTERPRETATION
5. CHAPTER – 5: FINDINGS, SUGGESTIONS

AND CONCLUSION
6. BIBLOGRAPHY
7. ANNEXURE
Sl. No. Title Page No.

6
1 DISTRIBUTION OF THE RESPONDENTS BY

THEIR AGE

THEIR GENDER

THEIR QUALIFICATION

THEIR MARITAL STATUS

THEIR TYPE OF FAMILY

THEIR EXPERIENCE

THEIR TYPE OF DOMICILE

THEIR MONTHLY INCOME
7
9 DISTRIBUTION OF THE RESPONDETS BY

THEIR CAN NAME MY FEELINGS

THEIR LISTENING TO MY FEELINGS

THEIR AWARE MY FEELINGS MOST OF TIME

THEIR ENJOY MY EMOTIONAL LIFE

THEIR ACCEPT MY FEELINGS AS MY
OWN

THEIR EXPRESS MY EMOTION EVEN
WHEN THEY ARE NEGATIVE

THEIR WHAT I WANT NEED

THEIR KEEP MY FEELINGS TO MYSELF

THEIR WHEN TROUBLE REACHING OUT
TO OTHERS WHEN I NEED HELP
8

THEIR INTERACTING WITH OTHERS

THEIR CAN RECOGIZE EMOTION IN OTHERS
BY WATCHIHNG THEIR EYES

THEIR FIND IT DIFFICULT TO TALK TO
SHARE MY VIEWS

THEIR FOCUS ON PEOPLE POSTIVE
QUALITIES

THEIR RARELY HAVE THE URGE TO
TELL SOMEONE OFF

THEIR READING BETWEEN LINES WHEN
SOME ONE TALKING

THEIR OTHER FEEL ABOUT ME

THEIR CHANGE MY FEELINGS
DEPENDING UPON THE PERSON
9

THEIR SOME ONE TELL CLOSE TO ME IS
UPSET

THEIR SATISFIELD IN THE INDUSTRY

THEIR HAPPY WITH CO-WORKERS

THEIR SATISFIED WITH THE FACILITIES
PROVIDED BY THE INDUSTRY

THEIR SATISFIED ABOUT MY JOB IN THE
INDUSTRY
10
CHAPTER 1
11
INTRODUCTION
BRIEF INTRODUCTION:
Emotional intelligence (EI) is the capability to identify own and others feelings and
Aristotle has said that “Anyone can become angry – that is easy, but to be angry with
the right person, to the right degree, at the right time, for right purpose and in the right
way – that is not easy.”
Since a long time researchers and behaviorists are trying to identify the factors
that are important for success in life. Even a decade before the concept of traditional
intelligence which is measured through intelligence quotient (IQ) was responsible for
success in life but researchers revealed that factors like adaptability, leadership, self-
confidence and interpersonal skills are some of the most important factors that
distinguish the top performers from the poor performers or average ones and observed
that they have no direct relationship with the so called traditional intelligence (IQ) and
they are related to the effective and intelligent management of emotions. Mayer
(2006), states that the concept of EI has its roots in psychology but now it has become
an important topic to be studied in social psychology, education, human resources,
psychiatry and many other fields. Individuals usually mention the term Emotional
intelligence as oxymoron because intelligence implies rational thinking which is
devoid of emotions (Caruso et al., 2001). However, the concept of EI conveys a quite
different meaning. In understanding the relation between cognition and emotion, the
distinct contribution of EI is to see thought and emotion adaptively, intelligently and
as intertwined. The concept of EI proposes that intelligence may understand emotion
and that emotion may facilitate intelligence (Mayer and Ciarrochi, 2006). Human
bodies besides the five sense that receive external stimuli also respond internally by
receiving and understanding information through emotions and feelings. Assessment
12
of internal reactions and combining them with intellect makes one more engaged and
authentic and people become more confident to take effective decisions without
relying solely on judgement, intellectual ability or memory. (Fuimano, 2004).Today’s
business scenario is complex and dynamic in nature. Business success largely depends
upon the high quality services. Service quality is the ability to provide professionally
required and customer expected applications of business (Wikipedia, 2008).
Expansion of the service sector, globalization and greater strategic emphasis on
technological innovation and ‘entrepreneurship’ are among some of the business
trends that have given rise to the major changes in the nature of work, workplace and
workforce. The current business environment is ‘hyper turbulent’, and resource
constrained. Changes are an ongoing challenge faced by organizations to go ahead of
the competitors, and simultaneously to ensure that companies gain competitive
advantages. It is common for the companies to face both internal and external changes
as well as to adapt to these changes. Organizations need to improve their competitive
advantages as well as maximize the achievement to cope with their competitors.
Employees in organizations should pay attention to changes and should seriously
consider the changes taking place during the transformation process (Pritchett, 2004).
Reaching optimum productivity is the other most considerable aim of each
organization and for that efficient, proficient and skillful human force is one of the
most important elements that help organizations to achieve their goals. Human beings
are the most valuable assets of any organizations without which the survival of the
organization is difficult. Human effort has a lot to do when we talk about the service
quality. Undoubtedly, there are always a number of factors behind the quality
generating human effort. All the business risks, challenges and changes can be
effectively handled by the organization if it consists of efficient and trained
workforce. In order to gain and maintain competitive advantage and to minimize the
uncertainties employees should be able to adapt well to both external and internal
changing business environment The basic function of Human resource management is
to attract, retain, and motivate employees and always keep them involve in strategic
and operational decision making by using their talent and intelligence (Aligning with
the mission, 2004). Organizations face the problem of hiring, training and retaining
13
the skillful employees in the organizations. Effective HR policies have become

mandatory for the success of an organization and to overcome these challenges
management of the organization needs to find new avenues of implementing effective
and dynamics HR policies. In this regard, new dimensions of organizational behavior
such as understanding the emotional intelligence, emotional commitment and
employee satisfaction from job and workplace environment have gained rapid
prominence on the strategic roadmap of the organization. Nature has blessedmankind
with a number of capabilities. Emotional intelligence is one of them. Emotional
intelligence is about the management of emotions. Emotions may be managed for any
situation for the desired results. Employees who can regulate their emotions can
response wisely on different situations and their decision-making, problem solving,
and creativity abilities are stronger and well organized (Scott-Ladd, 2004) utilize this
awareness to facilitate own-self and others (Berman, 2008). Emotionally intelligent
individuals can handle and perform efficiently in problems and emergencies. Scott-
Ladd (2004) argued that emotional intelligence (EI) in employees is self-awareness
and an ability to deal with any exceptional uncertainty. Creativity, resilience,
constructive discontent, rational and stretched thinking are the other characteristics
which are present in an emotionally intelligent person. Harvard Business School
investigated that people who have strong self-awareness are neither overly critical nor
plainly hopeful they are honest with themselves and with other people who have a
high degree of self-awareness know how their feeling affect them other people and
their job performance. The metamorphosis of the business organization from rational
machine to dynamic and increasingly unpredictable organism has confronted the
managers of the organization to transform the traditional and hierarchical structure of
the organization into modern, flattened and flexible structure with interactive
independent and creative processes and also be ready to face unpredictable and
challenging issues, changes and dilemmas in various areas such as environmental
sustainability, accountability and transparency. Rapid environmental changes are
causing fundamental transformations that have a dramatic impact on organizations and
creates new challenges for human resources management in general and leadership in
particular. The transformations also represent a shift from traditional intelligence to
14
new paradigm of emotional intelligence. The system of life and organizations – is

fluid, dynamic, and potentially self - renewing where employees are learning to “go
with the flow” to accept the inevitable changes and also to recognize such changes as
a potential source of energy. These profound changes cannot met without addressing
the deepest thoughts and feelings of Indian executives. This requires the executive to
open up the heart and deal with the emotions, welcoming them into the workplace to
ensure success in this ever-changing industrial environment. Traditionally,
intelligence has been kept separate from emotions and emotions were considered as
counterproductive and had no significance in the organizational contextRelevance was
only given to academic qualification, job- related skills and intellectual abilities of the
employees during the process of their recruitment, selection as well as their
assessment and appraisal. It was John Mayer and peter Salovey who coined the term
called “EMOTIONAL INTELLIGENCE”. The term emotional intelligence appeared
by Daniel Goleman, a science writer for the New York Times and a Harvard trained
psychologist in the beginning of twenty century and became famous during the 1990’s
Daniel Goleman developed the term of emotional intelligence in his book in 1995’s
.The book was under the title : Why It Can Matter More Than IQ for Character,
Health and Lifelong Achievement. Daniel Goleman popularized this term in respect to
the organization context in 1998. Firstly, the concept attracted the attention of
corporate America and later on EI is being used as a new yardstick for recruiting,
developing and appraising the employees in many organizations especially in western
countries. This yardstick focuses on emotion- related skills of the employees and
predicts the difference between a star performer and the average performer in the
organization. EI has positive impact on various walks of an individual’s life like
home, school, work as well as in the organization. successful managers and policy
makers not only attract, retain and motivate employees but also keep them involved in
strategic and operational decision making by using their talent and intelligence
aligning with the organization mission. Over the decades, the term Emotional
Intelligence (EI) has emerged globally among the gurus of organizational behavior
and industrial psychologists and is given due recognition by the industry. It has
become one of the popular topics of discussion for the researchers, scholars,
15
academicians and corporate executives. The concept of Emotional Intelligence is

unique and is based on the emotional functioning of an individual. Although, the
concept of EI may have some elements of other psychological', concepts, it still
retains its originality, uniqueness and creativity and act as important tool for assessing
and understanding human behavior. Human Resource Managers assess the employee
performance not only in terms of outputs delivered (‘what’ performance), and also
how effectively they deal with colleagues and staff (the ‘how’ of performance). It may
be common for managers to have ‘what’ but not ‘how’ skills. Job performance is the
most important dependent variable in industrial/organizational psychology. At
workplace, emotions like anger and jealousy keep aside logic and rationality.
Managers use fear, pride and other emotions to both treat and motivate their
subordinates (Kreitner and Kinicki, 2004, the benefits of having emotionally
intelligent employees in two ways. The managers will have a workforcewilling to
work with passion and employees will have managers very receptive and open to their
needs (Johnson and Indvik, 1999). Research reveals that 36% of variance in individual
success in organizational setting is explained through emotional intelligence
(Dulewicz & Higgs, 2000). Emotional Intelligence predicts one's success in life at
both professional and personal fronts. Emotional Intelligence is considered as a
competency that plays a significant role in helping the managers and employees to
cope with the dynamic changes that takes place in the business surroundings. It
improves managerial practices as well as helps in leadership development in global
arena. According to some researcher’s emotional intelligence can be learned and
strengthened with the time, as per few researches done in the past emotional
intelligence is the acquired ability which can be enhanced according to situational
demands. Many studies and research claims that emotional intelligence is an inborn
trait which is present in every individual (Ravichandran et al., 2011). The
EIPerformance link also seems logical because increasingly, the employers are
considering the applicants’ EI during the recruitment and selection processes (Cadman
& Brewer, 2001). Organizations require emotionally intelligent employees to serve
customers in a better way and to create and maintain a lively working environment.
Employees reduce occupational stress of employees by enhancing their emotional
16
intelligence levels which shows that emotional intelligence is an important factor to be

studied in relation to performance. The ability to effectively deal with emotions and
emotional information in the workplace helps employees to manage occupational
stress and maintain psychological well-being (Ciarrochi & Scott, 2006). Thus, the
objective of stress reduction and health protection can be achieved not only by
decreasing work demands (stressors) but also by increasing the personal resources of
employees, including emotional intelligence (Oginska-Bulik, 2005). Research has
shown that emotional intelligence has positive impact on different ways in which
people develop in their lives, jobs, social skills, handling frustration and controlling
emotions to be friendly toward with other people. For instance, it has been found that
due to person’s emotional intelligence there is a difference between a brilliant
manager and simply brilliant person. As a matter of fact, emotional intelligence
dictates the way people deal with others and understand emotions. Therefore,
emotional intelligence is indispensable for business leaders because if they are
insensitive to the mood of their staff or team, they cannot handle frustration, hence,
not achieve the best out of people (Anonymous, 2004)Thus, the ability of identifying,
using, understanding and managing your emotions in positive and constructive ways is
emotional intelligence. It is about discerning individual’s own and others emotional
states. Also, it is referred to the ability that makes it possible to engage with others in
ways that draw people to you. The concept of emotional intelligence is gaining more
and more popularity over the time globally as well as in India by the management and
corporate sector as an important behavioral factor necessary for growth and
development. Emotional intelligence involves the whole range emotional management
(external and internal) and leads to the fruitful existence of an individual in this
universe. (kalpana agarwal, 2012) The above discussion shows the importance of
employees’ emotional intelligence to understand and deal with work related problems,
to perform effectively; and to succeed in the fast-changing work environment. On the
other hand, employers require emotionally intelligence employees to create and
maintain a lively work environment, for effective productivity, organization
effectiveness and long-term success. To address the concept of Emotional Intelligence
17
in depth and its correlation to performance and employee effectiveness in the

workplace, one must understand the concept of Intelligence and Emotions.
EMOTIONS:
The word “Emotions” has been derived from the latin word “Movere” means ‘to
move’ and the prefix ‘e’ which implies to ‘move away’. According to Webster’s
Dictionary emotion is “moving of the mind and soul” (Phin, 2009). Cooper (1997), in
the research done states that emotions, as much as or more than contain one’s history,
deep understanding and relationship in one’s life. Research done before the last
decade have considered emotions as the disruption and hindrance in the process of
reasoning and logic. As per this view emotion is regarded as the negative attribute
within the organizational environment. In the same reference Fineman (2000),
mentions that long established attitude of management considers the exhibition of
feelings or emotions inappropriate in the workplace with the implicit expectation of
personal restraint and self-discipline (Fineman, 2000). Additional research to this
opposes this perception and deems emotions as a productive influence associated with
the individual’s beliefs and values and is fundamental to rational thinking (Cartwright
& Pappas, 2008; Damasio, 1994; and De Sousa, 1987). 7 Historically the word
emotion has been associated with a strong sense of feeling or drama. With the
intensive research in the field of psychology, sociology and human behavior the range
of emotions as the significant attribute of personality is considered from a very broad
perspective. There is considerable confusion surrounding the definition of emotions
(Gross, 1999; Mayer, Salovey, Caruso & Sitarenios, 2001). Many psychologists prefer
using the term “emotion” instead of “feeling” because it is perceived to be more
objective on account of its biological foundation (Wierzbicka, 1999). Rosaldo (1984,
p. 143) believes that “emotions are thoughts somehow ‘felt’ in flushes, pulses,
‘movements’ of our livers, minds, hearts, stomachs, skin. Emotions are forms of
immediate expression. It is a response to the physical reality and to the mental
18
stimulations. The space that an organization gives to the expressions of emotions

shows the organization’s commitment to the softer aspects in an individual’s life. This
space could be in the form of the space given for expressing differences of opinion
with the boss, the freedom for showing emotions of displeasure, disappointment etc.
The more the individual has the freedom to express emotions, the greater is the
possibility that the organization has an understanding of emotional intelligence. The
term emotional intelligence itself being common place in an organization or the fact
that behavioral training exists in the organization gives clues on the importance given
to the expression and understanding of emotions. The study of emotion in
organizations focuses primarily on the individual’s emotion and the emotions that are
observed in the work place and the environment in which they are exposed to. Kelly
&Barsade, (2001), The brain has two memory systems: one for ordinary facts and
information and one for emotionally charged facts. Goleman (1995), mentions that all
the moments full of emotional arousal is usually retained by brain and person has in
their mind the clear memories of what makes them happy, excited and threatened.
McShane and Glinow (2005), explains that emotions are psychological and
physiological episodes experienced toward an object, person or event that create a
state of readiness. Kritner and kinicki (2004), opined that psychologist can draw a
distinction between felt and displayed emotions. For ex- a person can be angry with
the boss for certain behavior (felt emotion) but will not display it in front of boss by
passing any comment and can behave politely and in disciplined manner (display
emotions). Emotions are distinct from moods. Emotions are brief events or episodes
directed toward someone or something and are felt both psychologically and
physiologically, whilemoods are less intentional states that are not directed toward
anything particular (McShane & Glinow, 2005). Emotions can turn into moods when
one loses focus on the contextual object (Robbins, 2001). Feeling emotions and moods
gives one back a measure of control and provides information about what is going on
in the body and brain (Sizer, 2006). Emotions are over reactions that express about
events. All emotions share four key properties: 1) Emotions always have an object:
Emotional reactions are always caused and triggered by something which can be an
event or a behavior of a person or certain situations. 2) Expression of major emotions
19
are universal: People all over the world portray the same emotions by using the same
facial expressions. 3) The spread of emotions is contagious: Emotions expressed by
the people are contagion i.e. people have the tendency to mimic the emotional
expressions of others with whom they interact. This is more prominent at workplace.
4) Emotional expression is determined by culture: Although people throughout the
world express their emotions in the same manner, there are some informal standards
which govern the degree to which it is acceptable for them to do so. These standard
expectations are known as display rules. Display rules are the cultural norms which
tell the appropriate ways to express the emotions. It is more likely that in a cold,
emotionless organization, the premium will be on rational intelligence, hard cased
analysis and aspects that require high cognition. On the other hand, organizations
which have freedom of emotional expression would probably be more focused on
emotional intelligence aspects of managing emotions of the self and the other. When
an organization gives space for emotions in its workplace there is a tacit acceptance in
the workplace that expression of emotions are positive for the well-being of the work-
space and the people in it. There is perhaps greater success achieved in the work-space
because of space given to emotions in work environments. Emotional intelligence is
dependent on expression and management of emotions, Salovey and Mayer (1990)
and therefore space given to emotions in the workplace could elicit information on the
importance the organization places on emotional intelligence within its environment.
A variety of emotions are experienced in work, as well as routine, settings. However,
scholars have clustered all emotions into six primary categories; namely, anger, fear,
joy, 9 love, sadness and surprise. Except surprise each of these are associated with its
various specific emotions that constitutes subcategories of these major emotions. Six
major categories of emotions are different from each other, but within each group, the
various subcategories of emotions share similar characteristics. Different types of
emotions along with associated sub categories are expressed in figure
INTELLIGENCE:
20
Intelligence may be defined as the capacity to understand the world, think

rationally, and use resources effectively when faced with challenges (Feldman, 2003,
p. 229). Intelligence is tricky and multifaceted concept. Unlike abstract intelligence,
which refers to the ability to understand and manipulate symbols, or concrete
intelligence, which is measured with IQ tests. Thorndike, as quoted by landy in 2005,
established that intelligence varies according to the life situations in which it works.
Goleman (1998), mentions that Intelligence refers to the capacity to solve problems,
meet challenges or create valued products. Mayer, Salovey & Caruso (2004), states
that, it can be viewed as representing, primarily, the capacity to carry out abstract
thought, as well as the general ability to learn and adapt to the environment. Earlier
psychologist assumed that there was a general factor for mental ability known as “G”
factor. In 1997, psychologist David Wechsler established that different types of
intelligence are often categorized according to the kind of information on which they
operate. Some of the types of intelligence are: The verbal propositional intelligence
works with text in general (from vocabulary thru extended textual passages). The
perceptual-organizational intelligence works with abstract things (patterns, recognize
missing parts of pictures, puzzles) (Mayer, Salovey & Caruso, 2004. This general
intelligence factor was deemed to underlie performance on every aspect of
intelligence (Feldman, 2003, p. 235). Havard Gardner proposed the model of multiple
intelligence in his book Frames of Mind (Gardner, 1983) where he stated the 11 idea
that there was not only one kind of intelligence crucial for life success, but a wide
spectrum of intelligence are there with seven key varieties (Goleman, 1995, p.40).
These varieties of intelligence are mentioned below
Verbal / Linguistic Intelligence:
Covers the production of language, abstract reasoning, symbolic thinking,

conceptual patterning, reading and writing.
Logical/ Mathematical Intelligence:
Covers the capacity to recognize patterns, work with abstract symbols and perceive
relationship or see connections between separate and distinct pieces of information.
21
Visual/ Spatial Intelligence:
This intelligence covers visual arts, navigation, mapmaking, architecture and

games requiring the ability to visualize objects from different perspectives and
direction
Musical/ Rhythmic Intelligence:
Deals with the capacities such as recognition and use of rhythmic and tonal
patterns and sensitivity to sounds from the environment, human voice and musical
instruments
Interpersonal Intelligence:
It is the ability to work cooperatively with others in a small group, as well as the
ability to communicate verbally and nonverbally with other people.
Intrapersonal Intelligence:
It deals with the internal aspects of the self, such as knowledge of feelings, range of
emotional responses, thinking processes, selfreflection, and a sense of intuition about
spiritual realities (cited in Feldman, 2003
In the theory Gardner focused on the concept of social intelligence or personal

competence that encompasses a person’s interpersonal and intrapersonal intelligence
but could describe the importance of emotional intelligence and the role of emotions
and feelings. This focus left unaddressed the rich sea of emotions that makes the inner
life and relationships very complex and compelling. The area remained unexplored
both in the sense in which there is intelligence in the emotions and the sense in which
intelligence can be brought to emotions (Goleman, 1995, p. 43). Some psychologists
have stated two different kinds of intelligence namely fluid intelligence and
crystallized intelligence where the former one reflects the information processing
capabilities, reasoning and crystallized intelligence while the later one is the
accumulation of information, skills and strategies that people have learned through
experience and which they can apply in the problem-solving process. (Feldman, 2003)
22
Mayer, Salovey and Caruso (2004), states that the concept of emotional
intelligence was influenced by the interest of widening the field of study related to
intelligence by addressing to multiple specific intelligences, particularly known as
“hot intelligence”. It is the type of intelligence that has to do with social, practical and
emotional information and this intelligence operates on “hot” cognitions dealing with
matters of personal, social practical and emotional importance to the individual.
CONCEPTS AND DEFINITIONS OF EMOTIONAL INTELLIGENCE:
The concept of Emotional Intelligence (EI) exist in different forms since from the
very ancient times but has gained significant consideration in the organizations
mainstream and context after its inception by different scholars such as Gardner, Peter
Salovey, John Mayer, Reuven Bar-On and Daniel Goleman who have conducted
comprehensive research on the subject. In their research work they have approached
to broader aspects and defined the concept of Emotional Intelligence with different
construct, conceptualized different models of Emotional Intelligence, with different
corresponding measurement tools and have proposed various strategies for developing
Emotional Intelligence. Such scholarly work has made major contribution in the
development of Emotional Intelligence. The concept of emotional intelligence is
relevant for predicting the work performance as every organization requires the
interpersonal interaction skills to accomplish the goals and objectives and most of the
jobs of any nature requires the ability 13 to manage emotions and to be emphatic.
Emotional intelligence is a set of competencies, which direct and control one's
feelings towards work and performance at work. These set of competencies are the
ability of the individual to control and manage his or her moods and impulses on the
job. Knowing one's emotions and feelings as they occur, and tuning one's self to the
changed situation, requires the emotional competency, emotional maturity and
emotional sensitivity that are demanded on the job. In a work situation, performance
of the employees depends on working with group of people with different ideas,
suggestions, and opinions. Ashforth et al., (1995), said that effective use of emotional
intelligence gives better team harmony. Emotional intelligence (EI) is the ability to
23
synthesize cognition and emotion in order to facilitate thinking, understanding, and

behavior to comprehend and deal with the environmental/situational demands. People
can solve technical problems easier than human problems which they face in their
professional and personal life.(Mayer &Ciarrochi, 2006). Scholars views emotional
intelligence as a factor which consists of positive attitudes, behaviors and outcomes.
Testimony mentions that emotional intelligence can be conceptualized as both ability
(Ciarrochi et al. 2000) and a personality character (Schutte & Malouff, 1999).
Dulewicz and Higgs and Langley (2000) believe that emotional intelligence plays key
role in psychology and it has direct relating with communication effectiveness for
developing the organizations. Cherniss and Dries & Pepermans argue that emotional
intelligence improved organizational performance. Emotional Intelligence refers to the
ability to perceive, control, and evaluate emotions and reflects and one's ability to deal
with daily environment challenges.Emotional Intelligence has become important in
shaping one's personality, behavior, style and abilities in present era of competition
(Agarwal. K, 2012). The ability of selfawareness i.e. being aware of the emotions and
feelings that generates, arises and felt by individuals during various situations, serves
as a foundation to emotional intelligence, on which most other emotional skills
depend. Self- awareness creates the base for self-control and self-regulation by an
individual on their emotions that results in certain behavior and actions. The concept
of emotional intelligence does not emphasize on to hold back the feelings but rather
focus on expression of right feelings and action at right time and in proper manner,
(Laila Mustafa, Shehla Amjad, 2011). Thus, emotional intelligence is the significantly
needed by the employees for effective work performance and for enhancing their
effectiveness as well as for ensuring organization success. These scholars and many
other researchers have defined and 14 explained emotional intelligence as per their
views. In the course of this research some of the main and popular definitions found
are described as follows: Emotional intelligence (EI) can be definedas:
 According to Salovey and Mayer (1989-1990) definition, emotional

intelligence is “the subset of social intelligence that involves the ability to
24
monitor one’s own and others feelings and emotions, to discriminate among
them and to use this information to guide one’s thinking and actions”.
 Mayer & Salovey (1993), “The ability to monitor one’s own and others’
feelings and emotions, to discriminate among them, and to use the information
to guide one’s thinking and action”.
 Mayer and Salovey (1997), “Emotional Intelligence is defined as “the ability to
perceive emotions, to access and generate emotions so as to assist thoughts, to
understand emotions and emotional knowledge, and to reflectively regulate
emotions so as to promote emotional and intellectual growth”.
 According to Mayer, Salovey and Caruso (2000) emotional intelligence
includes “the ability to perceive, appraise and express emotion accurately and
adaptively; the ability to understand emotion and emotional knowledge; the
ability to access and generate feelings where they facilitate cognitive activities
and adaptive action; and the ability to regulate emotions in one self and others”.
 Mayer and Salovey (2004), define EI as follow “Emotional intelligence
involves the ability to perceive accurately, appraise, and express emotion; the
ability to access and/or generate feelings when they facilitate thought; the
ability to understand emotion and emotional knowledge; and the ability to
regulate emotions to promote emotional and intellectual growth”
HISTORICAL PERSPECTIVE OF EMOTIONAL INTELLIGENCE:
The roots of Emotional intelligence can be traced since from the very ancient
times. The concept of Emotional intelligence was mentioned in the quotes of second
chapter of Indian wisdom “Shrimad Bhagwat Gita” around 5th century BC, in form of
mind control and “Sthita Prajana” (Emotional Stability). Aristotle wrote about
emotional intelligence in 350 BC was the first one to mention the importance of
emotions in human interaction. In 1920s the concept of emotional intelligence has
gone beyond academic performance IQ and included the ability to deal with other
people and the capacity to judge the mood and feelings of others which was called
25
social intelligence the concept developed by Robert Thorndike (Hunt, 1928;

Thorndike and Stein 1937; Wedeck 1947). Thorndike (1920) became the first
Psychologist to explore Thorndike developed the concept of social intelligence which
over time and with additional information came to be known as emotional
intelligence. Social intelligence is defined as “the ability to understand and manage
people” (Thorndike & Stein, 1937, p. 275). This definition was extremely broad and it
was difficult to separate social intelligence from different types of intelligence.
(Mayer & Salovey, 1997; Salovey & Mayer, 1990) stated that this difficulty in 18
developing the concept of social intelligence was caused due to its high correlation
with verbal propositional and spatial performance intelligence. Mayer et al. (2000),
viewed emotional intelligence (EI) as an broader concept than social intelligence but it
is mainly more focused on emotions. After Thorndike’s findings, more and more
attention was paid on the intelligent quotient (IQ) based research. In 1940s David
Wechsler, (1940), started discussing the non - intellective and intellective factors. He
considered that the non-intellective abilities are crucial for achieving success in life
but at the same time also focused on developing the his IQ test. He viewed
intelligence as an effect rather than a cause and believed that assessments of general
intelligence is not sufficient but also nonintellectual factors, such as personality
significantly influences the development of an individual’s intelligence. In the 1970s,
researchers started exploring the impact of emotions on cognition as opposed to
treating the concepts as separate entities (Mayer, 1986). The concept gained more
popularity in 1983, when Howard Gardner wrote about "Multiple intelligence", where
he proposed two types of personal intelligences intrapersonal and interpersonal
intelligence as important non-cognitive aspects of intelligence in parallel with the
cognitive aspects of intelligence (Gardner 1993; Cherniss, 2000).The evolution of
emotional intelligence from multiple intelligence began with BarOn's development of
emotional quotient or EQ test in 1988. Payne, (1986) coined the term emotional
intelligence, in a doctoral dissertation. However, the topic became highly popular and
came into main streamline when Peter Salovey and John Mayer in 1990 done the
research on the concept and coined the term “Emotional intelligence” (Salovey and
Mayer, 1990). They were the first to develop a theory on EI named ability-based
26
model on Emotional Intelligence (Salovey & Mayer, 1990). After that the topic of
emotional intelligence has gained a significant momentum of public interest. Daniel
Goleman, (1995) brought emotional intelligence to the Mainstream in work place
context after the publication of the bestselling book "Emotional Intelligence". He
focused on developing the theories of emotional intelligence in the work context and
in the relation to job performance this makes his theory unique and different from
previously developed models, His theory suggests that social and emotional
competencies are crucial in outstanding job performance (Emmerling & Goleman,
2003)
IMPORTANCE OF EMOTIONAL INTELLIGENCE AT WORKPLACE:
Emotional intelligence is the most interested topic for the researchers and the
organizations. Modern technology and globalization has led the human beings into a
challenging lifestyle which involves the high degree of risks. Most people in
organizations today face the troublesome situations of distrust, uncertainty, stifled
creativity, distance and lack of interaction between managers and co-workers, and
lack of loyalty and commitment. Organizations require to take certain measures for
improving these obstacles. It is all the basic reason for exploring the concept of
emotional intelligence. EI helps the organization to recognize and understand these
issues and take the appropriate actions for increasing the employees and organization
effectiveness. Employees emotional self-awareness, emotional expression, creativity,
increase tolerance, increase trust and integrity, loyality, commitment, improve
relations within and across the organization and thereby increase the performance of
each employee and the organization as a whole. “Emotional intelligence is one of the
few key characteristics that gives rise to strategic leaders in organizations”. Emotional
intelligence plays a vital role in the organization for improving employee’s
effectiveness. At a microcosmic level, EI will produce an employee who will know
his capabilities, his job, has an outlook in the future, and is confident of a well-thought
action and can effectively regulate and manage their emotions. This will be more
27
valuable than the action of an employee with high IQ and good knowledge, but low
EI, whereas at the macrocosmic level, EI increases productivity and trust within and
across the organization. Hence, emotional intelligence plays a significant role in the
organization and becomes an important criterion of evaluation for 44 judgment of an
‘effective’ employee. Researchers, psychologists and behaviorist today are interested
in finding the effects of emotional intelligence on employees and therefore
organizations are analyzing the various other facets of EQ. Corporate house and
entrepreneurs are taking significant interest in exploring the ways in which emotional
intelligence levels of employees can be increased and also for providing training for
the same for securing sustainable organization growth and competitive advantage by
giving attention to “people issues” Emotional intelligence improves individual and
organizational performance. It plays a significant role in the kind of work an employee
produces, and the relationship they enjoys in the organization. Therefore emotional
intelligence needs to studied and adopted by the individuals as well as the
organizations to ensure successful professional and personal life as well as
organization growth. Fineman (1996), views that successful and growing
organizations are places where feelings are managed and regulated properly,
developed or removed. He argues that feelings are seen as irrelevant to work activity
but emotional management is very important for effective performance. Several
researchers have considered the importance of emotional intelligence (EI) at the
workplace as one of the basic reason to enhance and improve the employes
performance in the organization. Researchers like (Bandura and Jordan 1991; Bycio et
al., 1990 and Haque and Ali 1998), have observed that job performance is the most
important variable in the human resource management and organization behavior
literature. Weisinger in (1998) suggested that there is the direct link between EI and
success at work. Emotions are considered as essential elements for maintaining ethical
values and social capital within organizations. Goleman (1998), that individuals with
high emotional intelligence is capable of building positive, profitable relationships
with others through integrity, empathy, and credibility. Effective presence of
emotional intelligence benefits the individual as well as the organization. Emotional
intelligence plays a vital role in the workplace. Research studies done during the past
28
25 years about factors that contribute to success in workplace have resulted in

identifying factors that are related to workplace intelligence. These studies were done
on the basis of quantified data on performance from myriad organizations and
industries and have contributed to the knowledge base in EQ (Lynn, 2002). Emotions
contain vital information that helps managers and employees “to be better at what we
do” (Wolfe & Caruso, 2004). After reviewing the results of the studies of about 500
organizations worldwide, Goleman (1998) mentions that emotional intelligence has a
paramount in achieving excellence in any job. He points out that those individuals
who have the highestEQ measure rise to the top in the organizations and become
leaders. Another important finding from these studies is about star employees. Star
employees possess more EQ than other employees and also EQ mattered twice as
much as technical and analytic skill for them. Goleman (1997), mentioned a
memorable story of a Manhattan bus driver in the 1970s whose character was totally
opposite to those around him. Passengers would board his bus morose and sullen, but
the bus driver’s infectious good humor and constant monologue on the uniquely
wonderful events taking place on his route would transform their emotions from
enclosed, self-absorbed, and negative to positive and accepting. Studies have shown
that people with higher level of emotional intelligence have higher self confidence,
more concentration, and are more successful in their job. They are also more effective
in their leadership style, and have greater impact on their staff to motivate them and
they are healthier (Cooper and Sawaf, 1997). Goleman (1998), also stated that
different jobs require. Different types of EQ skills. For example, success in sales
requires the empathic ability to identify the mood of the customer and the
interpersonal skill to decide when to pitch a product and when to keep quiet. By
comparison, success in painting or professional tennis requires a more individual form
of self-discipline and motivation. Goleman, as cited in Murray, 1998, states that
discipline and motivation is required to do any work even when the work is done in a
solitary settings. Emotional intelligence creates liability and commitment, loyalty and
trust between staff in organization which could cause higher productivity and
effectiveness between teams. (Cooper, 1997). Bridget Murray (1998), states that
people who rise to the top of their field aren’t just good at their jobs that is they are
29
not only sharp in their IQ level but also high in their emotional intelligence levels
(Goleman, 1995). High level of emotional intelligence is not only required for bosses
and corporate leaders but for every peopleoriented job because employees represent
the organization to the public. Cherniss (2000), established that researchers proposed
and supports that the level of Emotional intelligence and workplace performance have
the direct and positive relationship, and they have provided theoretical links to support
their view. There are several studies that have been made regarding the relationship
between EI and the workplace. Cooper, (1997), states that Emotions when properly
managed, can help individuals to develop trust, loyalty and commitment, with
themselves, their teams and their organizations. Salovey and Mayer 1990; Goleman
1995 and Bar On 1997, stated that the stream of research associated with effective
performance surfacing is emotional intelligence. Emotional intelligence is considered
to be the strong predictor of performance as well as employees and 46 organizational
effectiveness. EI plays a significant role in the work behavior of employees which
includes enhancement of employee’s commitment, teamwork, development of talent,
innovation, quality of service and the costumer relationship. Advance levels of
emotional intelligence can be beneficial to many areas of personal and professional
life of the individuals. The application of emotional intelligence of usefulness have
been documented at the workplace. Cherniss (2000), stated four main reasons
highlighting that how the workplace would be logical settingfor improving the
emotional intelligence competencies:
1) EI competencies are critical for the success in most of the job performances.
2) Many individuals enter in the workforce without the competencies which are
necessary for excelling success in the jobs.
3) Employers already have the necessary resources for providing the training
for increasing emotional intelligence levels of the individuals.
4) Employees spend most of their waking hours at the workplace.

30
The American society for training and development has published a volume
describing the ways through which the emotional intelligence competencies of the
individuals could be cultivated by the organization to make a difference between
outstanding performers and the average ones. Ashforth and Humphrey (1995),
mentions that emotions are inseparable and integral part of the organizational life and
more attention should be given to employees emotional experience. Linkage of
emotional intelligence with the performance can provide the organizations with the
valid alternatives for selecting and assessing the employees. Emotional intelligence is
cited as the significant contributor to organizational success (Mayer and Salovey
1990; Goleman 1998; Weinberger 2002). Work on emotional labor and management
of emotions has highlighted those small, relatively costless changes in organizational
context or managerial behavior can impact employee’s emotional behavior as well as
their performance (Hoshchild, 1983; Huy 2002). Managers can improve the
employee’s performance by understanding how emotions influence thoughts and
behavior. From socio analytic view we can say that EI can be considered the
individual difference that will facilitate motivation to achieve, to get along 47 with
others and to find the meaning. Due to strong based nature of emotional intelligence it
can also be conceptualized as the social skill. So we can say that emotional
intelligence has the direct and indirect effects on employes performance. Martinez
(1997), mentioned that people's success factor in their job performance is just 20
percent on intelligence quotient (IQ), and around 80 percent depends on their level of
emotional intelligence (EI). Leaders and managers are key persons in any
organization, so it is essential to develop manager’s abilities and keep them updated
which is essential for permanent growth. Dulewiez and Higgs (2000), also held that,
improvement of individual's performance is strongly related to individual's EI. They
also found the direct relationship between organizational performance and individual
performance with individual emotional intelligence. A survey had been done by
Goleman (2001), showed that the company's chief executives, mostly have higher EI
level. Lack of emotions results in decline in the productivity, morale, accurate
judgments, and effective decision making. Such decline can de-motivate the motivated
workforce and can result into employees turnover (Dunn, 2004). Carton, Kessler,
31
&Pape,(1999), states that emotions and self-awareness leads to high self-esteem,

increased productivity, high morale, and strong decision making abilities. Awareness
can produce anxiety and loss of emotional control if not used effectively. Frost (2003),
mentions that the use of negative emotions can result in negative impact on
performance and inflicting pain. Several researchers have related the positive use of
emotions in organizations to positive impacts on performance, morale, and retention
(Cherniss & Goleman, 2001; Goleman et al., 2002; Mayer & Salovey, 1993).
Goleman also said that highly emotionally intelligent individuals are able to influence
others to assess, understand, and or control their own emotions. Therefore, high EI
individuals can influence others to develop their own EI. Emotional intelligence has
been acknowledged as the aid in the growth and development of individuals (Steiner
& Perry, as cited in Chan, 2005). It has also been seen to have use in
psychotherapeutic interventions dealing with emotional regulation (Greenberg, as
cited in Chan, 2005). Barsade (1998), in the study examined the role of emotional
regulation in the workplace using a role play of managers coming together in a group
to allocate bonuses to their subordinates. Landen (2002), described emotions as the
key to behavior and suggested that organizations need to use emotional intelligence to
ensure success. Cross and Travaglione (2003) wrote that emotions are an important
component to consider in workplace success because the ability to use emotions in a
positive manner can result in better decision making as well as enhance innovation.
Laff (2008) wrote that EI has become a required competence for high performance in
organizations. Goleman (2001) suggested, and other studies have shown, that as
leaders to climb the organizational ladder, Emotional intelligence has become more
important (Bradberry & Greaves; Dulewicz et al., 2005a; Fiedeldey-van Dijk &
Freedman, 2007; Palethorpe, 2006). While EI is reported to be important to
organizational learning (Scott- Ladd & Chan, 2004), Goleman cited that Emotional
intelligence does not guarantee automatic success, but individual with high Emotional
intelligence skills simply has the potential to be successful. Krishnamurthia and
Ganesan (2008) and Dhiman (2008) suggested that EI should be included in business
school training and should be a part of school curriculum. On the study conducted on
MBA students who completed EI courses, they found a significant increase in their EI
32
scores. Dhiman suggested that leaders could enhance their success if they develop and
improve their EI skills. Dhiman proposed that EI training prior to entering the
business arena could provide organizations with employees and leaders who enter the
business world emotionally competent. By using Emotional intelligence, organizations
can have increased knowledge about customers and greater ability for recognizing and
regulating the quality of service according to the desires of customers. Emotional
intelligence can be concluded as the skill of an individual to manage themselves and
others. it is the essential tool to enhance the employees performance, productivity, job
satisfaction, motivation and commitment and loyality towards the organizations.
Emotional intelligence is needed by employee in facing the challenging working
conditions. Thus, emotional intelligence can be said is very important to the employee
to achieve their goals as well as to ensure organizational as well as employees
effectiveness.
Theories of Motivation:
Much of the research has been conducted on the motivation and many researchers
and writers have proposed theories on the concept of motivation and its role in
enhancing the performance of employees in the organization. The theories of
motivation tends to explain the behavior of people. These theories also help in provide
understanding to managers and employees of how to motivate others; how others are
trying to motivate a person; how people can engage more in their own motivation
effort and how others can make efforts in motivating them ( Drafke and Kossen ,
2002). Few popular theories of motivation has been discussed below to explain this
trait from the point of view of various researchers.
1) Maslow Need Hierarchy Theory According to Maslow’s theory human need is

classified into five categories and these categories are arranged in a hierarchy
of importance. These needs includes physiological needs (Food, water, clothes
and shelter), security needs (security of a person and their family from
violence, insurance, health security, savings for covering future risks), social
33
needs (love and belongingness and friendship), esteem needs (self respect and
desire of appreciation and respect in society) and self- actualization needs (self
fulfillment). Maslow divided these needs into two categories namely lower
order needs and higher order needs. Physiological needs, security needs and
social needs are classified into lower order needs and esteem needs and self
actualization are classified into higher order needs. Maslow mentions that
individuals are motivated by the desires to satisfy these needs. He mentions
that person will first work for satisfying the basic physiological needs and once
these needs of the individuals will be satisfied then onlythey will motivated and
will work for satisfying the second order of need i.e. security needs. This
process will continue until the final self actualization needs are satisfied in the
hierarchal order. He states that as long as the employees remain unsatisfied
with one order of needs they will not be motivated to satisfy the other needs
and will work for satisfying that need i.e. person will be motivated to satisfy
the lower order needs for fulfilling the higher order needs in the chain of order
mentioned. Maslow (1943) refers to the lower order needs as being more
extrinsic and the higher order needs more intrinsic.
2) Herzberg Two Factor Theory This theory is also known as motivation and
Hygiene theory. In this theory Herzberg distinguished between motivators and
hygiene factors. Motivators, or satisfiers, are those factors that cause feelings of
satisfaction at work. These factors motivate by changing the nature of the work.
They challenge a person to develop their talents and fulfill their potential.
Motivators are intrinsic in nature such as challenging work, recognition and
responsibility. Hygiene factors, or dissatisfiers, are those that the employee
expects to be in good condition and are extrinsic motivational factors such as
status, job security and salary. Motivators, when present, lead to satisfaction
and hygiene factors can, when not present, lead to dissatisfaction, but the two
factors cannot be treated as opposites from each other. Herzberg defines
motivation in the workplace,
3) McClelland’s Theory of Needs This theory focus on three needs: achievement,
power and affiliation. People with need for achievement have a compelling
34
drive to succeed. They have a desire to do something better and efficient than it
has been done before. For high achievers success is the motivational factor.
Individuals who are high in need of power strive for having control and
influence on others at all the situations. Competitive environment and status
oriented situations are the motivational factors for them. Individuals with high
need of affiliation motive strive for friendship and desire for relationship that
involves a high degree of mutual understanding. Cooperative environment and
good interpersonal relationships are the motivational factors for such
individuals.
Alderfer ERG Theory Alderfer ERG theory classify human needs into three categories
in hierarchical order namely Existence needs, Relatedness needs and Growth needs
this is the reason why this theory is popularly known as the ERG theory. This theory
is very similar to Maslow’s theory. Existence needs corresponds with Maslow’s
physiological needs and safety needs. Relatedness need corresponds with Maslow’s
social needs and Growth need corresponds with Maslow’s esteem and self-
actualization needs. ERG theory states that all these needs should be meet by an
employee to enable him, increase performance. This theory also mentions that more
than one need could be operative at one time and does not assume that there exist a
rigid hierarchy of needs. A person can be working on the growth and existence needs
at the same time or on relatedness needs even when the other two categories of needs
are not satisfied, or all the three categories of needs could be operating at the same
time. Theory also argues that if the gratification of higher order need is satisfied, the
desire to satisfy the lower order need increases
CONCLUSION:
The chapter focused on the explanation and discussion on the concept, principles,
models and application of emotional intelligence and employee effectiveness, as well
as the impact and significance of emotional intelligence at the workplace and on the
35
professional life of individuals was also discussed. Further Daniel Goleman model of
emotional intelligence (2001) was found relevant for conducting the present study. Job
performance, job satisfaction, organization commitment and motivation were some
job related factors that were considered for measuring and analyzing the employees
effectiveness in the organization were also discussed.
36
CHAPTER 2
LITERATURE REVIEW
37
INTRODUCTION:
The first and the foremost step for a researcher is to explore and review the related
available studies on the topic and obtain some guidelines for own research work. A
literature review is the summary or the substantive findings as well as theoretical and
methodological contribution of various scholars and researchers. It is the critical and
intensive analysis and evaluation of the research works performed earlier. In this
chapter the intensive empirical literature and research works done by various scholars
and researchers in past related to emotional intelligence and its impact on the
employee job performance, job satisfaction, organization commitment and motivation
of the employees which are considered as the factors for measuring the employee
effectiveness in the study are been reviewed and summarized for the purpose of
studying the related available literature for getting in depth knowledge of topic of
study and to find the gaps and in the existing literature for supporting and justifying
the objectives formed for doing the current research in the meaningful context. The
past experience / work is always helpful for new researchers, a survey is made of
existing literature available on the topic. The purpose here is to connect the existing
literature with present study to decide about the general framework of study. A large
number of literature / paper / research work is available on emotional intelligence and
research has be referred available literature on emotional intelligence and employee
effectiveness
Barton, Dielman and Cattell (1972) : Conducted a study to fully assess the relative
importance of both ability and personality variables in the prediction of academic 75
achievement and reached on the conclusions that IQ together with the personality
factor - which they called conscientiousness – predicted achievement in all areas. All
the factors in the study are included in the components of Emotional intelligence by
Goleman '(1998), this study also reflect the relationship between the El and
achievement of individuals (cited in Jenny Geiser, 2001)
Rosenthal (1977): Along with his colleagues at Harvard discovered that people who
were best at identifying other's emotions were more successful in their work as well as
38
in their social lives. This clearly indicates that 'empathy' is an important element of El
which highly contributes to the occupational success.
Boyatzis in 1982 : Conducted a classic study on over 2000 leaders, middle managers
and executives, and found that 14 out of 16 competencies which separated top from
average performers were emotional competencies (mentioned by Goleman in 2001).
Boyatzis mentioned that managers and executives harness their personal needs and
values in the service of the company’s goals and objectives and become the star
performers in the company and that social awareness allows reading situations
objectively and also distinguishes star performers from average ones without any
personal biases and distortions. Effective Relationship management ability helps to
sense others reactions and to respond accordingly. Relationship Management is a
significant characteristic of a star performer and a superior manager. Boyatzis also has
stated that accurate Self - Awareness level of the individuals is the hallmark of their
superior performance at the workplace as people who posses accurate Self Awareness
level are aware of their competencies i.eself confidence, self assessment and
emotional handling and accordingly they seek out feedback and learn from their
mistakes that where they need to improve and when to work with others who have
complementary strengths. The study done focused on the importance of the emotional
intelligence and its dimensions dimensions for the superior performance. Self control
is very important to manage the situations effectively without any trouble. Self
awareness the most important dimension of EI focused on being more controlled, it
makes the individuals more 76 confident people who are high in this dimension are
aware of their feelings thoughts and emotions and also able to recognize their
strengths and weakness easily. Their skill of managing and regulating themselves and
their emotions in certain situations are much more effective than the individuals who
are less self aware. Moreover Relationship management that empathy and
connectivity with others helps the people to be more responsive and alert towards the
reactions and views of others and to respond accordingly. Being aware of self
emotions, thoughts and feelings as well as of the others is the foremost feature which
39
every star performer and superior employees should have while working diverse work
force and in ever changing (dynamic) organization environment.
Lusch and Serpkenci (1990) : Found in their study of store managers in a retail chain
that the ability to handle stress predicted net profits, sales per square foot, sales per
employee, and per dollar of inventory investment.
Salovey and Mayer (1990): Argues that the ability to empathize with others and
relate to the feeling of others plays an important role in the formulation of superior
goals, plans, and strategies. Empathic ability is predominantly vital when the dilemma
to be solved require resolution of conflicting opinions in such a manner that are
adequate to different people working within a same organization. People who are not
empathic find it difficult to estimate proper responses to socially serious
circumstances; these parties also need aptitude to adapt social deeds to the
professional situation, thus failing to include other people’s needs and feelings in to
their own conceptualization of socially pertinent behavior. This pursues sensibly from
the fact that heeded to make one more sympathetic in allowing another’s proposal for
change, since a spirit of sharing and justice is recognized
Barrack and mount (1991) : Stated that individuals who are conscious are more Self
- disciplined in attending various responsibilities which creates outstanding
performance right from the bottom to top
Spencer and Spencer (1993) :Analyzed almost 300 companies and found 18 out of
21 competencies specified in the generic models of the companies researched, which
discriminates between top and average performers, were Emotional intelligence
competencies. EI is therefore vital to leaders’ success and job performance. They
mention that one of the most significant competencies of self - management is
adaptability and superior performers demonstrate this competence at the workplace
and give good results and perform well at the workplace. They also view that
employees keep on managing themselves based on their achievements and even the
superior and average performing employees can be set apart based on their
achievements. Further it was also stated in their studies that relationship management
40
ability is essential for supervisors, managers, executives and for all those employees
who are working in the front line and also it has emerged as a fundamental skill for
effective leadership as well. Relationship Management requires clear line of
communication which is essential for the organizational success. Effective
communication allows flexible exchange of knowledge, information, creates better
listening ability and staying receptive for good as well as well as bad news. In another
study done by then on L’Oréal sales agents investigations was to find the differences
between the usual selection process of employees ( sales agents) and those selected on
the basis of certain emotional intelligence competencies. The study results showed
that sales agents who were selected on the basis of EI competencies sold more than
sales agents selected the ‘usual’ way and their turnover during the first year of
employment was 63 per cent lower. They stated that there is the need to improve
emotional intelligence within the workplace because employees do not necessarily
exhibit the competencies of emotional intelligence as a function of their job.
Organizations now understand the benefits of implementing emotional intelligence
programs at work and are providing the necessary training experiences.
Pilling and Eroglu (1994) : found in their survey on the retail sales buyers that they
preferred apparel sales representatives who could listen well and really understand
what they wanted and what their concerns were. They reported that buyers found that
apparel sales representatives were valued primarily for their empathy. These results
suggest that those sales representatives with EI secured more business customers and
sales. The empathy skills are significantly required for doing costumer interaction in
order to achieve high sales as well as to give costumer satisfaction.
Eisenberg, (1994) : Analyzed the studies done on emotional intelligence and gender
and on that basis concluded that the results of some of the studies indicate significant
gender differences in emotional intelligence and those of others contradict the notion.
Established literature apparently suggests that men and women significantly differ in
their styles of emotional intelligence and women and girls are generally considered
more caring and emotionally responsive than men and boys. Significant gender
41
differences was found in emotional intelligence and study suggested that men and
women significantly differ in their styles of emotional intelligence.
Rosier (1994-1996) : suggested that about two-thirds of the competencies linked to

superior performance are emotional or social qualities such as self confidence,
flexibility, persistence, empathy and the ability to get along with others. various other
researchers like Lusch and Serpkenci (1990) also found and established the same
result. (mentioned in Cherniss 2000) .
Daniel Goleman (1995) : Popularized the concept mentions that emotional

intelligence plays a central part in our daily life as well as work life and argues that
the contribution of emotional intelligence to effective performance at work is as much
as 66 percent for all jobs and 85 percent for leadership jobs. Goleman indicates that at
best general intelligence contributes about 20 percent of the factors that determine
success in life. Goleman (1995), in his book named “why it can matter more than IQ”
stated that emotional intelligence of the person which includes the ability of an
individual to restrain the negative feelings and to focus on the positive feelings plays
an important role in determining their success at work. Empirical studies done in past
reflects that, at work, emotional intelligence is associated with work behavior, team
work, team satisfaction, 80 customer satisfaction, job satisfaction, work-family
conflicts, job stress and concern for quality of goods and services. Goleman (1995) in
his book "emotional intelligence" has mentioned the results of the experiments
conducted by Bell Labs of USA with their engineers and scientists who were high
scorers in IQ tests. The results of the experiment were as follows: 1) Star performers
have higher El, 2) Academic talent is not a good predictor of on-the-job productivity
nor is IQ, and 3) Star performers, with higher El, were found to be highly adaptive
with excellent informed networks enabling them to move diagonally and elliptically,
skipping entire functions to get things done. Bell Lab stars performers were found to
be excellent in coordinating their efforts in teamwork, being leaders in building
consensus, being able to see things from the perspective of others, such as customers
or others in a work team, persuasiveness, and promoting cooperation while avoiding
42
conflicts. Few studies using prevalent EI tests, reported women to be more socially
skillful as compared to men (Hargie, Saunders, & Dickson, 1995)
According to Holahan and Sears (1995) : In a study done on more than one
thousand men and women with high IQ from early childhood to retirement found that
those who possess self - confidence ( feature of self awareness) during their early
years were more successful in their careers. Hence it can be stated that Self Awareness
is correlated with the performance of the employees
Schulman, (1995) : Views that if people are more proactive and optimistic at their
workplace it creates the drive in them towards the better achievement which gradually
results in superior work performance .
McBane, (1995) : States that superior performers mainly in service industry have the
ability to recognize customer’s view point and utilize appropriate assertiveness to
guide the customer’s and company’s needs. Socially Aware employees have the
ability to understand the overall psychology of the organization and political realities
in the groups. This ability creates organizational awareness that enhances networking
and coalition building that helps the individuals to wield influence in the organization
irrespective of their professional roles. To become efficient performer social
awareness is required not only at the interpersonal level but also at the organizational
level.
Hein (1996) : Through research study identified characteristics of the people with
high score on EQ,such as clarity in thoughts and expressions, high optimism, ability to
read non-verbal communication, emotional resilience, moral autonomy, and high level
of self motivation and concluded that People with high characteristics of El revealed
in the study is of high importance in the field of selling and jobs which require direct
costumer interaction especially in the service sector organizations .
Pesuric and Byham (1996) : Reported that after receiving training in emotional
competencies such as how to listen better and help employees to resolve problems on
their own, performance of the supervisors in the manufacturing plant had reported to
43
improved and lost –time accidents were reduced from an average of 15 per year to 3
per year, and the plant exceeded productivity goals by $250,000.
Goleman (1996) :Found no differences were found in Emotional intelligence. for

male and female managers when the overall emotional intelligence scores were
compared to men and women. It could be due to biological pre - disposition, and more
likely to be associated with childhood socialization and socially defined models of
femininity v/s masculinity.
Brophy (1996) : states that by recognizing the manager and employee’s level of
emotional intelligence, a difference in corporations and organizations could be
achieved companies attempt to develop the quality of the executives and co workers’
lives which increases their output level and profitability. Researchers focus on the
capabilities of the organization to recognize as well as to develop the emotional
intelligence levels of the workers and employees to achieve quality services and
results from employees as well as to mark a different position of the organization
among the rival companies.
Bar On (1997) : asserted that there are no gender differences in terms of total
emotional intelligence, nevertheless, difference may be found in some emotional
capacities. Women and girls are generally considered more caring and emotionally
responsive than men and boys.
Cooper (1997) : Found that employees with higher emotional intelligence will have
higher job satisfaction. This is because the employees with higher emotional
intelligence are able to develop strategies to overcome the possible consequences
which may arise out of stress whereas those with less emotional intelligence won’t be
in a position to overcome the stress situations. In addition, in a group setting
employees with higher EI will be able to influence the emotions of others in such a
manner that, they will be able to boost their own as well as their co - workers morale .
Steven Stein (1997) : Found gender differences in EI. He administered emotional

quotient (EQ) assessments to 4,500 men and 3,200 women and found that women
scored higher than men on measures of empathy and social responsibility, but men
44
outperformed women on stress tolerance and self-confidence measures. He concluded

that women and men are equally emotionally intelligent, but they are different in these
areas. In another study, Stein (1997) administered the Emotional Quotient-Inventory
to individuals between 16-50 years and found a consistent and significant relation
between age and EI. He concluded that the total EQ score increased significantly with
age and peaked in the late forties or earlier fifties. For Stein, this finding was dramatic,
considering that cognitive intelligence [measured by intellectual quotient (IQ)] peaked
in the late teens and level off until the late fifties
Hay/ Research and Innovation Group (1997) : McBer studied and reported that
sales people at a national furniture retailer hired on the basis of emotional competence
had half the drop out rate during their first year. In another study carried out with a
national insurance company, Hay/McBer Research and Innovation Group (1997)
again found that insurance sales agents who were weak in emotional competencies
such as selfconfidence, initiative, and empathy sold policies with an average premium
of $54,000. Employees who were strong in at least five of eight key emotional
competencies sold policies worth $114,000 (cited in Golman, 1998).
Bar-On & Handly (1997): Reported that studies done in the late 1990s, shows that
individuals who were older in age possessed higher levels of emotional intelligence as
compared to those who were younger which made out the finding that emotional
intelligence may increase with age.
Prahalad (1997): Criticized; one of the major problems in participation of effective

decision making is that all the literature and consultants have suggested that emotions
and passion be taken out of management. They believe that strategy is entirely
analytical exercise. An emotionally competent person is more aware of himself.
CONCLUSION:
Emotional intelligence skills are necessary for the success in today’s dynamic
business environment. Emotional Intelligence provides a base to understand the role
of emotions in improving the task performance. Emotionally intelligent employees are
balance and regulated towards their feelings and behavior and are more emotionally
45
controlled which help them to perform their tasks more confidently and in balance d
way without loosingself control. Highly emotionally intelligent employees are also
empathic towards others, high in the social skills and good at relationship
management which helps them in maintaining good interpersonal relationship within
and outside the organization and also helps them to effectively handle and resolve the
organizational conflicts and problems without getting much influenced. Thus high
level of emotional intelligence helps to distinguish the top and star employees from
the average employees and increase the chances of their occupational or professional
success by motivating them and increasing their job performance, job satisfaction as
well as commitment towards the work and organization to make them effective
employees and assets in the organization. The main purpose behind conducting the
literature review was to identify and collect the research studies done in past on
emotional intelligence and employee effectiveness which is measured as the output
based on job related factors like job performance, job satisfaction, organization
commitment and motivation. Plethora of research has been done on the topic in the
past and researches have studied the influence of demographic factors related to
employees on emotional intelligence, role of different components of emotional
intelligence and the role of emotional intelligence on on various job related factors
like job performance, job satisfaction, organization commitment, motivation as well as
for overall organizational effectiveness. Extensive review of literature discussed in the
chapter helped in identifying the key dimensions of emotional intelligence and
employee effectiveness for framing the research design and conceptual framework for
the present study.
46
CHAPTER – 3
47
RESEARCH METHODOLOGY
INTRODUCTION:
This chapter presents the research methodology used in the study in relation to the
research design and the data collection process. This chapter includes a discussion on
the research design of the study, variables of the study, sampling unit, sample size,
and the sampling procedure used in the study and the tools used for the data
collection, hypothesis, the validity and reliability of the tools used and the statistical
and inferential tools used for the analysis of the data for deriving the results of the
study
Title of the study:
“Emotional Intelligence In Work Place” (manufacturing ang industry)
Scope of the study:
The present study related to emotion intelligence in work place, it has been carried out
among the employee in manufacturing and services sector
Objectives of study:
The main objective of the study is
 To know the socio-demographic characteristic of respondents.

 To find out the level of impact of emotion intelligence in work place
(manufacturing and service)
 The level of employee performance or targets should be optimized by
considering nature of business and employees skills.
Research Hypothesis:
48
1. There is a significant difference between gender of the respondents and their

overall emotional intelligence
2. There is a significant difference between marital status of the respondents

and their overall emotional intelligence
3. There is a significant difference between domicile of the respondents and

their overall emotional intelligence
4. There is a significant difference between income of the respondents and their

Research design:
Research design is a way to systematically solve the research problem. it is conceptual

structure within which research is conducted it constitutes the blue print for collection,
measurement analysis of data, research design is needed because it facilitates the
smooth sailing of the various research operations, thereby making research as efficient
as possible yielding maximal information with minimal expenditure of effort, time,
and money. The researchers used the descriptive research design for conduction this
study.
Sample design:
Universe:
The universe of the research study consists of 105 employees both men and woman
who are working in manufacturing and services sector, age group between 20-30
Sampling method & number of respondents:
The researcher adopted simple random technique and selected 50 respondents by

using random method
Tools for Data Collection:
researcher used self-prepared interview schedule to collect data from the respondence,
the inventory consists of 31 questions are categorized into 5section
49
Section 1 socio-demographic
Section 2 emotional literacy
Section 3 emotion expression
Section 4 emotion awareness of others
Section 5 work environment
Limitation of study:
 The researcher only concentrate on a small group of people

 Its consuming more time so researcher could not elaborate study
 The researcher used only minimum number of sample size
 The researcher concentrates only a particular department on the industry
Measures:
Both the questionnaire used as the study tool were prepared on the format of five point
Likert scale whereby following degrees of responses to each statement was given:1 =
always 2= sometimes 3= rarely 4= not at all
Chaptalization:
Chapter 1 introduction
Chapter 2 review of literature
Chapter 3 research methodology
Chapter 4 analysis and interpretation
Chapter 5 findings and suggestion

50
CONCLUSION:
Research methodology is the back bone of any research work. Various statistical tools,
techniques, models and conceptual framework adopted for the study purpose has been
mentioned in this chapter. The research design, nature of sampling and methods of
data collection has also been ascertained The results were critically evaluated and
logically mentioned in the thesis. The objectives and hypothesis are studied, analyzed
and tested in the following chapters to derive the research results.
51
CHAPTER-4
ANALYSIS AND INTERPRETATION
Frequency Table
52
1.Distribution of the respondents according to their age group

particulars No. of the
respondents(50) Percentage(100%)
20-25 29 59.2
26-30 20 40.8
Total 49 100.0
Inference: The above table shows that 59.2% of the respondents are between
age group of 20-25, 40.8% of the respondents between the age group of 26-
30.
2. Distribution of the respondents according to their sex

male 26 53.1
female 23 46.9
Total 49 100.0
Inference: The above table shows that 53.1% of the respondents are male ,
46.9% of the respondents are female .
3. Distribution of the respondents according to their

qualification
Up to primary 10 20.4
middle 1 2.0
High school 38 77.6
Total 49 100.0
Inference: The above table shows that 77.6% of the respondents qualification
are high school , 20.4% of the respondents qualification are up to primary,
2.0% of the respondents qualification are middle.
53
4. Distribution of the respondents according to their domicile

marital
Valid married 40 81.6
unmarried 9 18.4
Total 49 100.0
Inference: The above table shows that 81.6% of the respondents are married ,
18.4% of the respondents are unmarried.
5. Distribution of the respondents according to their Type of

family
Joint family 22 44.9
nuclearfamily 27 55.1
Total 49 100.0
Inference: The above table shows that 55.1% of the respondents are nuclear
family, 44.9% of the respondents are joint family.
54
6. Distribution of the respondents according to their

experience
5years 38 77.6
6-10 years 2 4.1
>15 years 9 18.4
Total 49 100.0
Inference: The above table shows that 77.6% of the respondents experience
are 5years, 18.4% of the respondents experience are 6-10, 4.1% of the
respondents experience are >15 year.
7. Distribution of the respondents according to their domicile

rural 27 55.1
urban 22 44.9
Total 49 100.0
Inference: The above table shows that 55.1% of the respondents domicile are
rural, 44.9% of the respondents domicile are urban.
55
8. Distribution of the respondents according to their income

10000-20000 13 26.5
20000-30000 18 36.7
30000-40000 10 20.4
40000-50000 8 16.3
Total 49 100.0
Inference: The above table shows that 36.7% of the respondents income are
between 20000-30000, 26.5% of the respondents income are between 10000-
20000, 20.4% of the respondents income are between 30000-40000,16.3% of
the respondent income are between 40000-50000.
9. Distribution of the respondents according to their I can

name my feelings
always 23 46.9
sometimes 19 38.8
rarely 4 8.2
Not at all 3 6.1
Total 49 100.0
Inference: The above table shows that 46.9% of the respondents have said
always, 38.8% of the respondents have said some times, 8.2% of the
respondents have said rarely,6.1% of the respondent have said not at all.
56
10. Distribution of the respondents according to their I have

learnt a lot about myself by listening to my feelings
always 25 51.0
sometimes 15 30.6
rarely 7 14.3
Not at all 2 4.1
Total 49 100.0
11. Distribution of the respondents according to their I am

aware of my feelings most of the time
always 25 51.0
sometimes 19 38.8
rarely 3 6.1
Not at all 2 4.1
Total 49 100.0
57
12. Distribution of the respondents according to their I enjoy

my emotional life
always 20 40.8
sometimes 18 36.7
rarely 7 14.3
Not at all 4 8.2
Total 49 100.0
Inference : The above table shows that 40.8% of the respondents have said
13. Distribution of the respondents according to their I accept

my feelings as my own
always 30 61.2
sometimes 13 26.5
rarely 2 4.1
Not at all 4 8.2
Total 49 100.0
58
always,
14. Distribution of the respondents according to their I express 26.5%
my emotions even when they are negative
of the

always 7 14.3
sometime 25 51.0
rarely 11 22.4
Not at all 6 12.2
Total 49 100.0
respondents have said some times, 8.2% of the respondent have said not at all .
4.1% of the respondents have said rarely.
59
The above table shows that 51.0% of the respondents have said
some times, 22.4% of the respondents have said rarely, 14.3% of
the respondents have said always,12.2% of the respondent have
said not at all.
15. Distribution of the respondents according to their I let

others know what I want and need
always 13 26.5
sometimes 16 32.7
rarely 11 22.4
Not at all 9 18.4
Total 49 100.0
some times, 26.5% of the respondents have said always, 22.4% of the
16. Distribution of the respondents according to their I keep

my feelings to myself. {Being controlled}
always 24 49.0
sometimes 18 36.7
rarely 7 14.3
Total 49 100.0
always, 36.7% of the respondents have said sometimes,14.3% of the
respondents have said rarely.
60
17. Distribution of the respondents according to their I have

trouble reaching out to others when I need help
always 9 18.4
sometimes 19 38.8
rarely 14 28.6
Not at all 7 14.3
Total 49 100.0
some times, 28.6% of the respondents have said rarely, 18.4% of the
respondents have said always,18.4% of the respondent have said not at all.
18. Distribution of the respondents according to their In

interacting with others , I can sense how they are feeling
always 24 49.0
sometimes 12 24.5
rarely 10 20.4
Not at all 3 6.1
Total 49 100.0
61
always, 24.5% of the respondents have said sometimes, 20.4% of the
19. Distribution of the respondents according to their I can

recognize emotions in others by watching their eyes
always 20 40.8
sometimes 18 36.7
rarely 5 10.2
Not at all 6 12.2
Total 49 100.0
respondents have said not at all,10.2% of the respondent have said rarely.
62
20. Distribution of the respondents according to their find it

difficult to talk to people who do not share my views
always 10 20.4
sometimes 27 55.1
rarely 6 12.2
Not at all 6 12.2
Total 49 100.0
some times, 20.4% of the respondents have said always, 12.2% of the
21.I focus on people’s positive qualities

always 27 55.1
sometimes 12 24.5
rarely 6 12.2
Not at all 4 8.2
Total 49 100.0
63
22. Distribution of the respondents according to their I rarely

have the urge to tell someone off

always 8 16.3
sometimes 24 49.0
rarely 12 24.5
Not at all 5 10.2
Total 49 100.0
sometimes , 24.5% of the respondents have said rarely, 16.3% of the
respondents have said always,10.2% of the respondent have said not at all.

good at “reading between the lines” when someone is talking
respondents(
50) Percentage(100%)
always 13 26.5
sometimes 20 40.8
rarely 10 20.4
Not at all 6 12.2
Total 49 100.0
sometimes , 26.5% of the respondents have said always, 20.4% of the
64
Inference: The above table shows that 42.9% of the respondents

24. Distribution of the respondents according to their I can usually
have said sometimestell
, 34.7% of thefeel
how others respondents
about mehave said
always, 16.3% of the respondents have said rarely,6.1% of the
respondent have said not at all.
particulars
No. of the
25. Distribution of the respondents according to their I change
respondents(50
my emotional expression depending ) upon thePercentage(100%)
person I am with
particulars
always No. of the17 34.7
respondents(50
sometimes ) 21 Percentage(100%) 42.9
rarely
always 178 16.3
34.7
Not at all
sometimes 3
21 6.1
42.9
Total
rarely 495 100.0
10.2
Not at all 6 12.2
Total 49 100.0
65
26. Distribution of the respondents according to their I can tell

when someone close to me is upset
particulars
No. of the
always 16 32.7
sometimes 20 40.8
rarely 6 12.2
Not at all 7 14.3
Total 49 100.0

satisfied with working conditions in the Industry
particulars
No. of the
always 21 42.9
sometimes 17 34.7
rarely 4 8.2
Not at all 7 14.3
Total 49 100.0
always , 34.7% of the respondents have said sometimes, 14.3% of the
66

happy with my co-workers
respondents(50
) Percentage(100%)
always 23 46.9
sometimes 18 36.7
rarely 2 4.1
Not at all 6 12.2
Total 49 100.0

satisfied with the facilities provided by the industry
respondents(50
) Percentage(100%)
always 21 42.9
sometimes 20 40.8
raraly 5 10.2
Not at all 3 6.1
Total 49 100.0
67

pleased about The recognition shown by The management
respondents(5
0) Percentage(100%)
always 15 30.6
sometimes 23 46.9
rarely 7 14.3
Not at all 4 8.2
Total 49 100.0
sometimes, 30.6% of the respondents have said always, 14.3% of the

satisfied about my job in the Industry
Frequency Percent
always 21 42.9
sometimes 20 40.8
rarely 6 12.2
Not at all 2 4.1
Total 49 100.0
respondents have said rarely,4.2% of the respondent have said not at all
68
Table No.32
Difference between gender of the respondents and their
D
gender Mean S.D T Statistical inference
f
Self Awareness
Male (n=26) 8.35 2.870
Female .747 47 .392>0.05 Not Significant
(n=23) 8.83 2.949
Expression
Male (n=26) 10.23 2.286
Female 2.215 47 .143>0.05 Not Significant
(n=23) 10.87 3.209
Emotional Awareness
Male (n=26) 15.92 3.498
(n=23) 16.78 6.237
Work Environment
Male (n=26) 9.12 3.593
Female .106 47 .746>0.05 Not Significant
(n=23) 9.57 3.012
Overall
Male (n=26) 43.62 10.072
(n=23) 46.04 12.193
69
Inference
The above table reveals that there is no significant difference between gender
of the respondents and their overall emotional intelligence. Hence, the calculated
value greater than table value (p>0.05).
Research hypothesis -I
There is a significant difference between gender of the respondents and their

Null hypothesis
There is no significant difference between gender of the respondents and their

Statistical test
Student ‘t’ test was used the above table
Findings
The above table reveals that there is no significant difference between gender
value greater than table value (p>0.05). So the research hypothesis rejected and null
hypothesis accepted.
70
Table No.33
Difference between marital status of the respondents and their
D
marital status Mean S.D T Statistical inference
f
Self Awareness
Married (n=40) 8.48 3.130
Unmarried 3.345 47 .074>0.05 Not Significant
(n=9) 9.00 1.414
Expression
Male (n=26) 10.30 2.700
.150 47 .700>0.05 Not Significant
Female (n=23) 11.56 2.877
Emotional Awareness
Male (n=26) 16.45 4.646
Female (n=23) 15.78 6.379
Work Environment
Male (n=26) 9.12 3.480
Female (n=23) 10.22 2.333
Overall
Male (n=26) 44.35 11.210
Female (n=23) 46.56 10.853
71
Inference
The above table reveals that there is no significant difference between marital
status of the respondents and their overall emotional intelligence. Hence, the
calculated value greater than table value (p>0.05).
Research hypothesis -II
There is a significant difference between marital status of the respondents and

Null hypothesis
There is no significant difference between marital status of the respondents and

Statistical test
Findings
The above table reveals that there is no significant difference between marital
calculated value greater than table value (p>0.05). So the research hypothesis rejected
and null hypothesis accepted.
72
Table No.34
Difference between type of family of the respondents and their
D
type of family Mean S.D T Statistical inference
f
Self Awareness
Nuclear
(n=22) 8.50 2.064 1.65
47 .205>0.05 Not Significant
3
Joint (n=27) 8.63 3.455
Expression
Nuclear
(n=22) 11.09 2.810
Joint (n=27) 10.07 2.659
Emotional Awareness
Nuclear
(n=22) 16.91 5.706 1.24
0
Joint (n=27) 15.85 4.267
Work Environment
Nuclear
(n=22) 9.64 3.374
Joint (n=27) 9.07 3.292
Overall
Nuclear
(n=22) 46.14 10.886
Joint (n=27) 43.63 11.290
73
Inference
The above table reveals that there is no significant difference between type of
family of the respondents and their overall emotional intelligence. Hence, the
calculated value greater than table value (p>0.05).
Research hypothesis -III
There is a significant difference between type of family of the respondents and

Null hypothesis
There is no significant difference between type of family of the respondents

and their overall emotional intelligence
Statistical test
Findings
The above table reveals that there is no significant difference between type of
family of the respondents and their overall emotional intelligence. Hence, the
calculated value greater than table value (p>0.05). So the research hypothesis rejected
and null hypothesis accepted.
74
Table No.35
Difference between domicile of the respondents and their
D
domicile Mean S.D T Statistical inference
f
Self Awareness
Rural (n=27) 8.19 2.271 2.32
Urban (n=22) 0
9.05 3.498
Expression
Nuclear
(n=22) 10.07 2.200 2.85
2
Joint (n=27) 11.09 3.265
Emotional Awareness
Nuclear
(n=22) 15.85 3.613 5.56
47 .023<0.05 Significant
0
Joint (n=27) 16.91 6.240
Work Environment
Nuclear
(n=22) 9.07 3.658
Joint (n=27) 9.64 2.871
Overall
Nuclear
(n=22) 43.19 8.176 4.48
47 .040<0.05 Significant
2
Joint (n=27) 46.68 13.789
75
Inference
The above table reveals that there is no significant difference between domicile
Research hypothesis -IV
There is a significant difference between domicile of the respondents and their

Null hypothesis
There is no significant difference between domicile of the respondents and

Statistical test
Findings
The above table reveals that there is no significant difference between domicile
76
Table No.36
Oneway ANOVA difference between income of the respondents and their overall
emotional intelligence
Statistical
Income Mean S.D SS DF M.S F
inference
Self Awareness
Between Groups 46.886 3 15.629
Upto Rs.20000
(n=13) 9.69 3.172
Rs. 20001-30000
(n=18) 7.44 1.822 .129>0.05
1.992 Not
Rs. 30001-40000 Significant
(n=10) 9.40 4.274
Rs. 40001-50000
(n=08) 8.25 1.282
Within Groups 353.114 45 7.847

Expression
Upto Rs.20000
(n=13) 11.77 3.444
Rs. 20001-30000
(n=18) 9.44 2.307 .125>0.05
2.018 Not
(n=10) 10.50 2.799
Rs. 40001-50000
(n=08) 11.00 1.512
Within Groups 319.252 45 7.094

Emotional Awareness
Between Groups 89.312 3 29.771 1.239 .307>0.05
Not
Upto Rs.20000
18.38 6.874 Significant
(n=13)
Rs. 20001-30000 15.22 3.797
(n=18)
77
Rs. 30001-40000
(n=10) 16.60 4.695
Rs. 40001-50000
(n=08) 15.12 3.182
1081.46
Within Groups 45 24.033
3
Work Environment
Upto Rs.20000
(n=13) 8.85 2.734
Rs. 20001-30000
(n=18) 9.28 3.140 .734>0.05
.428 Not
(n=10) 9.10 3.695
Rs. 40001-50000
(n=08) 10.50 4.309
Within Groups 510.203 45 11.338

Overall
137.58
Between Groups 16.615 3
0
Upto Rs.20000
(n=13) 48.69 13.708
Rs. 20001-30000
(n=18) 41.39 8.500 .346>0.05
1.133 Not
(n=10) 45.60 13.962
Rs. 40001-50000
(n=08) 44.88 5.718
121.47
Within Groups 138.105 45
4
78
Inference
The above table reveals that there is no significant difference between income
Research hypothesis-V
There is a significant difference between income of the respondents and their

Null hypothesis
There is no significant difference between income of the respondents and their

Statistical test
Oneway ANOVA ‘f’ test was used the above table
Findings
The above table reveals that there is no significant difference between income
79
CAPTER-V
80
Findings:
This is the final chapter consolidates the findings, suggestions and conclusion of the
study. The findings and conclusion are derived from the inference of the analysis
made in the study. A few suggestions are offered to make the emotions intelligence in
work place
 Nearly half of the respondents 59.2% respondents of them were between 20-
25 year of age
 Most of the respondents 53.1% were male respondents
 77.6% of the respondent possessed high school qualification
 More than 81.6% respondents are married
 Most of the respondents 55.1% employees living in urban
 Most of respondents 77.6% work experience are five year
 More than 55.1% respondents are domicile
 36.7% of the respondents between the income range of RS20000-30000
 the nearly half of respondents, i.e., 46.9% of the respondents have said always
tell about the our feeling
 the half of respondents,i.e., 51.0% of the respondents weere said always
listening to my feelings
 the half of respondents,i.e., 51.0% of the respondents were said always aware
of my feelings most of the time
 the nearly half of the respondents,i.e., 40.8% of the respondents have said
always enjoy my emotional life
 most of the respondents,i.e., 61.2% of the respondents were said always
accept my feelings as my own
 the half of the respondents,i.e., 51.0% of the respondents were said some
times express my emotions even when they are negative
 the nearly half of the respondents,i.e., 32.7% of the respondents were said
sometimes let others know what I want and need
81
 the nearly half of the respondents,i.e., 49.0% of the respondents were said
always keep my feelings to myself. {Being controlled}
 the nearly of the respondents,i.e., 38.8% of the respondents were said some
times who trouble reaching out to others when I need help
 the nearly of the respondents.i.e., 49.0% of the respondents were said always
In interacting with others
 the nearly of the respondents.i.e., 40.8% of the respondents were said always
can recognize emotions in others by watching their eyes
 most of the respondents.ie., 55.1% of the respondents were said some times
find it difficult to talk to people who do not share my views
 most of the respondents.i.e., 55.1% of the respondents were said always focus
on people’s positive qualities
 the nearly half of the respondents.i.e., 49.0% of the respondents were said
sometimes rarely have the urge to tell someone off
sometimes reading between the lines” when someone is talking
sometimes can usually tell how others feel about me
sometimes change my emotional expression depending upon the person
sometimes can tell when someone close to me is upset
always am satisfied with working conditions in the Industry
always am happy with my co-workers
always am satisfied with the facilities provided by the industry
 the nearly half of the respondents.ie., 49.0% of the respondents have said
sometimes am pleased about The recognition shown by The management
82
 the nearly half of the respondents.i.e., 42.9% of the respondents have said
always am satisfied about my job in the Industry
 The first table reveals that there is no significant difference between gender of
the respondents and their overall emotional intelligence. Hence, the calculated
value greater than table value (p>0.05). So the research hypothesis rejected and
null hypothesis accepted.
 The two table reveals that there is no significant difference between marital
calculated value greater than table value (p>0.05). So the research hypothesis
rejected and null hypothesis accepted.
 The three table reveals that there is no significant difference between domicile
of the respondents and their overall emotional intelligence. Hence, the
 The fourth table reveals that there is no significant difference between income
of the respondents and their overall emotional intelligence. Hence, the
Suggestion:
1) More systematic job design should be prepared in the organizations according to

the nature of work to be done in which job responsibilities and job specifications
should be clearly defined. The working system and procedures should be
understandable and clear to the employees and a healthy work environment should
be created.
2) The level of employee performance or targets should be optimized by

considering nature of business and employees skills.
3) Emotional intelligence should be considered as the important yardstick for

recruiting and selecting, promoting, developing, transferring and retaining the
83
employees in the organization apart from IQ and job related skills for ensuring
employee effectiveness.
4) Equal job opportunities, growth and development chances should be provided to

all the employees irrespective of gender differentiation and practice of existence of
glass ceiling should also be not practiced in the organization.
5) Family type joint family and nuclear family have their own importance and
effect in different ways effectiveness of employees working in both manufacturing
and service sector due to different nature of work. Flexibility in working hours,
health, security and social consideration for family members could enhance the
effectiveness of employees.
6) Marriage plays a important role in changing the employees attitude, perception

and behavior towards their jobs and career. Married employees seek for those job
opportunities which could provide them intrinsic and extrinsic factors and can
provide them consistent, secure, stable, and growing career so that they can live a
quality life with their family members. For good performers companies apart of
providing handsome salary packages should also focus to make the policies of
providing facilities like recreations clubs, parks, family holiday packages based on
performance, sending greetings on special occasions like birthdays and anniversary
of the employees and spouse, flexi working hours, some health and welfare
facilities etc can enhance their work motivation, job satisfaction and they could be
able to give quality life to their families. It also enhances their loyalty and
commitment with the organizations.
7) Education of employees should be given more importance while recruiting and

selecting the employees in organizations especially at the fresher level where
candidates do not have relevant work experience so that they may have necessary
knowledge and skills which could help them in doing their work effectively and
can progress further in their career.
8) Salary and compensation policies should be fair, equitable and justifiable and
salary increments should be provided to the employees who are effective
84
performers in the organization fairly without being bias or partial as salary is the
one of the major factor affecting the motivation, job satisfaction, commitment and
most important the performance level of the employees in the organization and
increases the employee dissatisfaction and turnover.
10) Employees working at top level management are highly skilled and
knowledgeable to manage the organization and employees properly and to plan for
goals and strategies for the organizational developments. Therefore more training
and development programs should be organized in the organizations to enhance
the job related skills of employees working at all the levels of management for
ensuring effective performance and development of employees.
Conclusion:
The present research study mainly contribute in the extension of research work
related to emotional intelligence on manufacturing sector employees on which not
much of the studies have been conducted in past and also provide the outcomes of
the comparative 100 analysis of the effect of emotional intelligence on employee
effectiveness in between manufacturing and service sector employees which has
not been much explored by the researchers yet according to the review of past
literature for the study purpose available on emotional intelligence. The study also
shows the interaction effect of demographic characteristics of employees and
nature of organization they belong on employee effectiveness and emotional
intelligence which is also not explored before in the past research. Thus the present
study will add a new dimension of knowledge and information in the field of
research related to emotional intelligence. The research provides information on
the relationship between the emotional intelligence and employee. The
management of the organization as well as employees after looking to the research
findings can understand the importance of emotional intelligence for the
employees and organizational effectiveness and can follow certain Emotional
intelligence interventions and methods to enhance their Emotional control and
intelligence to ensure long term growth and development. Employees can also
work on effectively on being self confident in handling and managing their
85
emotions and feelings as well as being aware about their emotional reactions to
ensure proper behavior according to the situation in order to understand and handle
any situations and problems effectively and to have a successful career.
Management can try to enhance the employees social skills and relationship
management ability by explaining its importance for employees as well as for
organizations’ welfare and employees should focus on increasing their social skills
to establish good interpersonal relations in the organization which can be
beneficial for them to become good managers and leaders and also to achieve their
job targets and success.
86
BIbliOGRAPHY
87
Reference:
 Araoz CF (2007). Great People Decisions: Why They Matter So Much,

Why They are So Hard, and How You Can Master Them. Wiley
 Aligning with the Mission (1999),” Strategic Human Resources
Management”: U.S. Office of Personnel Management Office of Merit
Systems Oversight and Effectiveness.
 Abdul-Azib, A. B. (2006) Emotional Intelligence and Workplace Deviant
Behavior, (Unpublished Masters Thesis), University Utara Malaysia.
 Abdullah, S. H. (2006). Emotional Intelligence and Academic
Achievement: A Study in Kolej Matrikulasi Perlis, (Unpublished thesis),
Faculty of Business Management, University Utara Malaysia
 Aslam, F. (2004) “Relationship between emotional intelligence and
occupational stressamong information technology professionals”.
(Unpublished M.Phil dissertation).Quaid-i-Azam University, Islamabad,
Pakistan
 Arifin, Y., Mohd, B. H., & Azhar, H. (2004) “The Influence of Emotional
Intelligence on Organizational Commitment and Job Satisfaction of
Employees in Public and Private Sector”; paper presented in Beijing
Conference.
 Anderfuhren, B.S., Varone, F., Giauque, D. and Ritz, A. (2010),
“Motivating employees of the public sector: does public service motivation
matter?”. International Public Management Journal, Vol. 13, No. 3, pp.
213-46.
 Abraham, R. (1999)” Emotional intelligence in organizations”: A
conceptualization Genetic, Social, and General Psychology Monographs,
(125) 2, 209-224
 Anand R, Suriyan GU (2010) “Emotional intelligence and its relationship
with leadership practices”, International Journal of Business Management
5(2): 65-76.
88
 ALI, A. (2009) “The Moderating Role of Job Characteristics on Emotional

Intelligence and Performance”(Doctoral Dissertation). Retrived from
prr.hec.gov.pk/thesis/338s. pdf
 Aydin, M.D., Leblebiciy,D.N., Arslan,M., Kilic,M., and Oktem, M.K.
( 2005) “The impact of IQ and EQ on pre-eminent achievement in
organizations: implications for the hiring decisions of HRM specialists”
International journal of Human Resource Management, Vol: 16(5), May
2005 pp. 701-719 .
 Abolalaei, B. ( 2005)”Worthwhile organization possession, making talent
base organization” Asre Modiriat, Vol (1), pp.68.
 Anderson, E and Oliver, R.L. (1987) “Perspectives on behavior-based
versus outcome-based sales force Control Systems” Journal of Marketing,
vol (51), (October) pp. 76-88.
 Arnold, T.; Flaherty, K. E.; Voss, K. E.; Mowen, J. C., (2009) “Role
Stressors and Retail Performance: The Role of Perceived Competitive
Climate” Journal of Retailing, Vol.(85), No. 2, pp. 194-205
 Aghdasi, S.; Kiamanesh, A. R.; Ebrahim, A. N., (2011), “Emotional
Intelligence and organizational commitment: testing the mediatory role of
occupational stress and job satisfaction”, Procedia social and Behavioural
Sciences, Vol (29), pp. 1965-1976.
 Angle, H. L., & Perry, J. L. (1981) “An empirical assessment of
organization commitment and organizational effectiveness”, Administrative
Science Quarterly, vol (26), 1-13
 Anbarasan, V and Mehta, N. (2010) “Importance of Emotional Intelligence
for Enhancing Employee's Perception on Quality of Working Life”,
Synergy (July, 2010), Vol. (8), No. 2.
 Amabile, T. (1988) “The intrinsic motivation principle of creativity”. In
Staw, B. and Cummings, L.L.(Eds.), Research in organizational behavior,
volume (10). Greenwich, CT: JAI Press.
 Aquino, A. E. (2003) “Gender differences and Age in a Group of Web
Browser’s Emotional Intelligence” (Unpublished Thesis), University
89
Garcilaso de la Vega (UIGV), Faculty of Psychology and Social Sciences,

Lime , Peru.
 Allen, N. J., & Meyer, J. P. (1990) “The measurement and antecedents of
affective, continuance and normative commitment to the organization”.
Journal of Occupational Psychology, 63: 1-18.
 Antomioni, D. (1999) “What motivates middle managers?”, Industrial
Management, Nov,- Dec, Vol. 41, No 6, pp. 27-30
 Ajila, C.O. (1997) “Job Motivation and Attitude to Work as Correlates of
Productivity Among Workers in Manufacturing Companies in Lagos State
Nigeria” (Unpublished Doctoral Thesis) submitted to the Department of
Psychology O.A.U IleIfe Osun State,Nigeria.
 Ashforth, B.E., Humphrey. R.H.(1995) “Emotion in the workplace. A
reappraisal”. Human Relations, 48(2), 97-125.
 Abraham, R. (2004) ”Emotional competence as antecedent to performance:
a contingency framework”, Genetic, Social and General Psychology
Monographs, 130(2), 117-143.
 Ashforth, B. E., & Humphrey, R. H. (1993) “Emotional labor in service
roles: The influence of identity”, Academy of Management Review, vol.
(18), 88–115.
 Austin, E. J. (2004) “An investigation of the relationship between trait
emotional intelligence and emotional task performance”, Personality and
Individual Differences, vol.( 36), 1855–1864.
90
ANNEXUER
91
EMOTIONAL INTELLIGENCE
SECTION-I SOCIO DEMOGRAPHIC DATA
1. Age 1) 20-25 2) 26-30
2. Sex
1.Male 2.Female
3.Qualification
1.upto primary 2.middle 3.high School
4.Marital status
1.married 2.unmarried
5.Type of family
1.Joint family 2.Nuclear family
6.Experience
1. 5years 2. 6-10years 3. 11-15years 4. >15years

92
7.Type of domicile
1.rural 2.urban
8.Monthly income
1) 10000-20000 2) 20000-30000 3) 30000-40000 4) 4000-50000
SECTION-II EMOTIONAL LITERACY
EMOTIONAL SELF AWARNESS
For each item listed below, please Alway Some Rarely Not at
indicate how well it describes the s times all
way you currently think or feel about
2
yourself. 3
1 4
1. I can name my feelings
2. I have learnt a lot about myself
by listening to my feelings
3. I am aware of my feelings
most of the time
4. I enjoy my emotional life
5. I accept my feelings as my
own
93
EMOTIONAL EXPRESSION
For each item below, please Always Some Rarely Not at all
indicate how well it describes times
1 3 4
the way you currently think or
2
feel about yourself.
1. I express my emotions
even when they are
negative
2. I let others know what I
want and need
3. I keep my feelings to
myself. {Being
controlled}
4. I have trouble reaching
out to others when I need
help
5. In interacting with
others , I can sense how
they are feeling
94
EMOTIONAL AWARNESS OF OTHERS
1 3 4
2
1. I can recognize emotions
in others by watching
their eyes
2. I find it difficult to talk to
people who do not share
my views
3. I focus on people’s
positive qualities
4. I rarely have the urge to
tell someone off
5. I am good at “reading
between the lines” when
someone is talking
6. I can usually tell how
others feel about me
7. I change my emotional
expression depending
upon the person I am with
8. I can tell when someone
close to me is upset
95
WORK ENVIRONMENT
1 3 4
2
1. I am satisfied with
working conditions in the
Industry.
2. I am happy with my co-
workers
3. I am satisfied with the
facilities provided by the
industry
4. I am pleased about The
recognition shown by
The management
5. I am satisfied about my
job in the Industry.

Emotion Intelligence Reseach

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Emotion Intelligence Reseach

Uploaded by

Copyright:

Available Formats

1

EMOTIONAL INTELLIGENCE IN WORK PLACE

A project Report submitted to the

JAMAL MOHAMED COLLEGE (Autonomous)

Under the Guidance of

Dr. K. SHEIK FAREETH M.S.W, M. Phil.,(NET).,MBA.,(SET).,Ph.D.,

PG AND RESEARCH DEPARTMENT OF SOCIAL WORK

PG AND RESEARCH DEPARTMENT OF SOCIAL WORK

Dr. K. SHEIK FAREETH M.S.W.,Phil.,(NET).,MBA.,(SET).,Ph.D.,

Signature of the Co-ordinator of the Department Signature of the Guide

(Dr. D. Kumar) (Dr. K. Sheik Fareeth)

Place: Tiruchirappalli. Signature of the Candidate

I express my gratitude to Dr. D. KUMAR, Co-ordinator of PG & Research Department of Social

My acknowledgement of would be incomplete without thanking the biggest source of my strength,

Sl. TITLE PAGE NO.

1. CHAPTER -1: INTRODUCTION

2. CHAPTER – 2: REVIEW OF LITRATURE

3. CHAPTER – 3: RESEARCH METHDOLOGY

4. CHAPTER – 4: ANALYSIS AND

5. CHAPTER – 5: FINDINGS, SUGGESTIONS

Sl. No. Title Page No.

1 DISTRIBUTION OF THE RESPONDENTS BY

2 DISTRIBUTION OF THE RESPONDENTS BY

3 DISTRIBUTION OF THE RESPONDENTS BY

4 DISTRIBUTION OF THE RESPONDENTS BY

5 DISTRIBUTION OF THE RESPONDENTS BY

6 DISTRIBUTION OF THE RESPONDENTS BY

7 DISTRIBUTION OF THE RESPONDENTS BY

8 DISTRIBUTION OF THE RESPONDENTS BY

9 DISTRIBUTION OF THE RESPONDETS BY

10 DISTRIBUTION OF THE RESPONDENTS BY

11 DISTRIBUTION OF THE RESPONDENTS BY

12 DISTRIBUTION OF THE RESPONDENTS BY

13 DISTRIBUTION OF THE RESPONDENTS BY

14 DISTRIBUTION OF THE RESPONDENTS BY

15 DISTRIBUTION OF THE RESPONDENTS BY

16 DISTRIBUTION OF THE RESPONDENTS BY

17 DISTRIBUTION OF THE RESPONDENTS BY

18 DISTRIBUTION OF THE RESPONDENTS BY

19 DISTRIBUTION OF THE RESPONDENTS BY

20 DISTRIBUTION OF THE RESPONDENTS BY

21 DISTRIBUTION OF THE RESPONDENTS BY

22 DISTRIBUTION OF THE RESPONDENTS BY

23 DISTRIBUTION OF THE RESPONDENTS BY

24 DISTRIBUTION OF THE RESPONDENTS BY

25 DISTRIBUTION OF THE RESPONDENTS BY

26 DISTRIBUTION OF THE RESPONDENTS BY

27 DISTRIBUTION OF THE RESPONDENTS BY

28 DISTRIBUTION OF THE RESPONDENTS BY

29 DISTRIBUTION OF THE RESPONDENTS BY

30 DISTRIBUTION OF THE RESPONDENTS BY

the skillful employees in the organizations. Effective HR policies have become

new paradigm of emotional intelligence. The system of life and organizations – is

academicians and corporate executives. The concept of Emotional Intelligence is

intelligence levels which shows that emotional intelligence is an important factor to be

in depth and its correlation to performance and employee effectiveness in the

stimulations. The space that an organization gives to the expressions of emotions

Intelligence may be defined as the capacity to understand the world, think

Verbal / Linguistic Intelligence:

Covers the production of language, abstract reasoning, symbolic thinking,

Logical/ Mathematical Intelligence:

Visual/ Spatial Intelligence:

This intelligence covers visual arts, navigation, mapmaking, architecture and