Running Head: EMOTIONAL INTELLIGENCE IN CHANGE MANAGEMENT 1

Emotional Intelligence in Change Management

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Emotional Intelligence

Definition of Emotional Intelligence

The term emotional intelligence describes the individual capability to manage and control

their emotions besides holding the ability to control other people’s emotions. Basically, the

emotional intelligence of a person describes the influence that they have on the emotions of other

people. Noteworthy, emotional intelligence is regarded as a vitally necessary skill in leadership.

Leaders are expected to have the ability to understand, use, as well as manage their emotions in

positive ways to deal with stressful situations, establish effective communication, empathize with

other people, finding solution to problems and to effectively and efficiently diffuse conflicts.

Emotional Intelligence (EI) is come in handy in the execution of the core components of

organizations such as development of relationships, communications, and interactions (Dhingra

and Punia (2016, p. 1).

Dimensions of Emotional Intelligence

The four main dimensions of emotional intelligence (EI) are self-awareness, social

awareness, self-management, and social skills. According to Ugoani et al. (2015, p. 572), self-

awareness happens when a person is cognizant of what they are feeling at the moment in time

and go ahead to use the preferences of their consciousness to make decisions. Besides, a person

uses their self-awareness to conduct realistic assessment of their abilities and a well-grounded

sense of self-confidence. While self-awareness is crucial for an individual’s own understanding,

it is equally important to help other people understand them. Self-awareness is characterized by a

clear understanding of one’s strengths, weaknesses, as well as the ability to assess oneself

accurately and honestly. Secondly, social awareness describes an individual’s conceptualization

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of the feelings, needs, and concerns of other people, a stance that stems from the awareness of

one’s feelings. As described by Ugoani (2016, p. 344), self-awareness skills determines how a

person relates with those around them especially being in a position to read other peoples’

feelings and emotions with the goal of inspiring or building relationships. Thirdly, self-

management describes an individual’s ability to control and keep their emotions in check. A

person who is able to manage their emotions is able to stay calm, focused, and clear when things

fail to go as planned because they are self-motivated. The last of the four highlighted dimensions

of emotional intelligence (EI) is social skills. Social skills describe a leader’s ability to openness

to networking among the team members and their willingness to advocate for social changes ad

conflict management (Kukah et al. 2021).

Emotional Intelligence and Emotional Intelligence (EIQ)

There are several available tests used to measure Intelligence Quotient such as Bar-On

EQi and Emotional Intelligence Questionnaire (EIQ) as prescribed by Dulewicz and Higgs

(1999) (Chrusciel, 2006, p. 646). The Bar-On EQi is considered the first concept of Emotional

Quotient applied in the measurement of emotional as well as social competence. On the other

hand,Proffesor Victor Dulewicz and Malcom Higgs developed the EIQ (Emotional Intelligence

Questionnaire) as a technique of assessing a person’s level of emotional intelligence across

several domains including; self-awareness, intuitiveness, influence, motivation, interpersonal

sensitivity, emotional resilience, and conscientious.

Theories OF Emotional Intelligence

There are various theories that explain emotional intelligence including Goleman’s

theory, the pure theory, and grounded theory. As explained by Ugoani et al. 2015, p. 564), the
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pure theory of EI integrates main ideas from two fields; emotion and intelligence. As noted by

this theory, emotional intelligence consists of individual’s ability to execute abstractive

reasoning. It further explains that it enables a person to perceive, respond, manipulate,

understand, and manage emotions devoid of experiencing them. The pure theory of emotional

intelligence enables an individual to keep track of their personal as well as the emotions of other

persons. More so, EI enables them to distinguish two varied emotions and effectively label them

appropriately, besides using emotional information to guide their thinking behavior. Another of

the theories of emotional intelligence is the personality theory (Vakola et al. p.93). The

personality theory of emotional intelligence studies how individuals develop their personality.

This theory is designed to understand whether an individual’s personality as well as emotional

intelligence is acquired on the basis of biology or whether it is developed as a result of

interaction with the immediate environment. As explained by this theory, emotional intelligence

is acquired through non-cognitive skills, abilities, and competencies based on a personal domain

and they include interpersonal skills, intra-personals skills, stress management, and adaptability.

Benefits of Emotional Intelligence

Researchers point out the several benefits attached to emotional intelligence in

construction projects. Kukah et al. (2021) explains that construction companies are on the

lookout for non-technical skills including the ability to work as teams and trustworthiness. The

majority of construction personnel with the ability to exhibit such skills happen to have high

emotional intelligence. Possession of trustworthiness and effectively working as a team are

considered as aspects of emotional intelligence critical to the success of any construction project

because it enables construction workers to recognize their personal well-being as well as those of

their colleagues. More so, emotional intelligence among construction workers allows them to
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fine-tune their emotions so they can align with different working environments and achieve the

set goals and objectives of the project at hand. The benefit of emotional intelligence extends to

the construction managers as it allows them to effectively lead their teams and achieve positive

outcomes on projects (Kukah et al. 2021).

Benefits of Emotional Intelligence in Project Management

Noteworthy, emotional intelligence is among the most significant factors in project

management since it plays crucial roles in various facets of the management of a project.

Emotional intelligence is beneficial in project management during the recruitment process of

personnel responsible for a project. The use of emotional intelligence can be used by

organizations to recruit project managers with the ability to integrate diverse emotional

perspectives with the goal of enhancing innovation and pave way for the management of the

emotions of other people involved in the project (Herkenhoff, 2004, p. 75). More so, emotional

intelligence can come in handy in project management where organization cultures are dissimilar

or entirely opposite. Such an instance creates a risk factor within the organization’s environment,

one that might negatively impact project managers. Such a scenario with regards to project

management creates a rather hostile environment for the project team members. However, the

application of emotional intelligence can easily eliminate frustrations among team members.

This can be done by fine-tuning the project manager’s emotional intelligence to take into account

the cultural differences and values of the project team with regards to the organization’s culture.

Emotional Intelligence in Change Management

How Emotional Intelligence Helps Change Management

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Emotional intelligence comes in handy during change management since it contributes to

the implementation of Total Quality Management. This is because of the existing link between

Emotional Intelligence (EI) and the attitudes towards organizational change. As explained by

McAdam and Bannister(2001), p. 89), TQM is a good example of organizational change that is

being introduced by organization leaders. Emotional intelligence comes in handy during the

implementation of the aforementioned change as it determines the success or failure of change.

For instance, implementation of change management can only become successful if the involved

personnel are committed and motivated. According to Vakola et al. (2003, p. 104), personality

and attitude as dimensions of emotional intelligence play roles in change management. Often,

employees who have positive attitudes and welcoming personalities are hopeful, energetic, and

optimistic people who trust their abilities to prepare and adapt to the changes and the difficulties

that come with them. The lack of application of emotional intelligence during change

management may cause employees to experience anxiety, stress and/or defensiveness leading to

low job satisfaction and high turnover among the workers. To avoid this, it is necessary to use

emotions to establish positive attitudes towards change and upturn the ability to accept and cope

with change.

Findings from Research about Implementation of Emotional Intelligence in Change

Management

Research journal by Dhingra and Punia (2016) explores the relationship of “executive” EI

with their change management skills. Findings from the research suggested that both self-

awareness and self-management are important predictors as well as contributors in change

management. In another study, Ugoani (2016) conducted a survey to demonstrate the

relationship between EI and successful change management in a Nigerian bank. According to the
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research findings, there was a positive relationship between emotional intelligence and

successful change management in the banking industry.

Challenges of Emotional Intelligence in Change Management

Change management involves shifting from one phase to the next or breaking down

current working organization structures and setting up new ones. Change management may

involve technology, communication, distributors, suppliers, mergers, or re-engineering of the

entire organization. When this happens, company staff start to develop feelings of frustration,

anxiety, uncertainty, and/or isolation. “Change is generally stressful for the people involved,

when it entails a change from the known—the comfort zone—to the unknown. With changes, new

roles, responsibilities, challenges and conflicting views come.” (Dhingra and Punia, 2016, p.

313). When individuals are uncertain about the future, they become confused and disoriented

hence resisting the change process.

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References