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Emotional intelligence and participation in decision-making: Strategies for promoting organizational learning and change
Abstract
This paper argues that organizational learning is more effective if enacted by emotionally intelligent employees within clear operating boundaries such as those offered by participation in decision-making.
Organizational learning, based on Senge's (1992) conceptualization of the five elements of personal mastery, mental models, shared vision, team learning and systems thinking, aims to facilitate an organization's ability to learn and adapt to change.
Emotional intelligence is claimed to promote emotional knowledge, perception and regulation as well as general intelligence (Mayer and Salovey, 1997). However, this has to be harnessed to contribute to the organization's success.
This paper synthesizes a model of how emotional intelligence, organizational learning and participation in decision-making can be operationalized to improve an organization's capacity to manage change and improve performance outcomes.
Copyright
... Hence, decision-making and risk-taking contribute to developing sustainability and a circular economy (Adams et al., 2016;Zink & Geyer, 2019). Besides, decision-making and risk-taking play vital roles in enhancing eco-innovation by encouraging knowledge acquisition, adaptation of new technology, and increasing opportunities for exploration and exploitation of environmentally friendly products in the energy sector (Ali et al., 2020;De Jesus & Mendonça, 2018;Scott-Ladd & Chan, 2004). Despite that, the decline in the quality of decisions, the weakness of taking risks, and the failure to deal with crises wisely generate huge risks of environmental pollution and greenhouse gases (Coulthard et al., 2019). ...
... Scientists suggested decision-making enhances worker and manager motivation to engage in sustainable practices (Tian & Zhai, 2019;Boxall et al., 2015). Consequently, decisionmaking benefits eco-innovation (Chen & Tjosvold, 2006;Scott-Ladd & Chan, 2004;Ali et al., 2020). Decision-making aims to increase the leader's and subordinates' collaborative influence to motivate human resources to develop environmentally friendly innovations. ...
... The results of this study are consistent with previous literature (e.g., Ali et al., 2020). According to previous studies, flexibility in decision-making is also essential to increasing environmental innovation (Chen & Tjosvold, 2006;Scott-Ladd & Chan, 2004). As mentioned previously, many companies and governments realize risk-taking must be given the highest priority due to increased competitive and regulatory pressures (Oliva et al., 2022). ...
This research examines the impact of firms’ decision-making, crisis management, and risk-taking behaviors on their sustainability and circular economy behaviors through the mediating role of their eco-innovation behavior in the energy industry in Iraq. Firms are exploring applicable mechanisms to increase green practices. This requires the industry to possess the essential skills to overcome the challenges that reduce sustainable activities. We applied a dual-stage structural equation modeling (PLS-SEM) and a multi-criteria decision-making (MCDM) approach to explore the linear relationships between variables, determine the weight of the criteria, and rank energy companies based on a circular economy. The online questionnaire was sent to 549 managers and heads of departments of Iraqi electric power companies. Out of these, 384 questionnaires were collected. The results indicate that firms’ crisis management, decision-making, and risk-taking behaviors are significantly and positively linked to their eco-innovation behavior. This study confirms the significant and positive impact of firms’ eco-innovation behavior on their sustainability and circular economy behaviors. Likewise, eco-innovation behavior has a fully mediating role. For the MCDM methods, ranking energy companies according to the circular economy can support policymakers’ decisions to renew contracts with leading companies in the ranking. Practitioners can also impose government regulations on low-ranked companies. Thus, governments can reduce the problems of greenhouse gas emissions and other environmental pollution.
... (Aligning with the mission 2004) Valuable asset of any company or organization who have faced any constraints in working condition, then with the stay connection of a knowledgeable person, management has resolved all issues and resistance which were occurring before employees toward any accomplishing goal. (Scott-Ladd & Chan, 2004) Very crucial step in EI is to give awareness, and consciousness to employees and take all appropriate decisions. (Berman & West, 2008) A person who is accustomed to multi-skills can convert all hurdles which were raised beyond any purpose. ...
... These kinds of decisions make success to the organization around the competitive zone. (Scott-Ladd & Chan, 2004) Further it is prescribed that putting a portion of conscious connectivity may give information to all employees on how to cross all troubles and remain focused on situations. Ahmed (2002) defined that any employee which is possessed with a well command of techniques, and skills can lead an organization on the right track way. ...
... As further he mentioned that if there is dire need of techniques like dimensions, facts and figures try to go with the support of all of their things as Authority as well as employees feel satisfactory in decision making. (Scott-Ladd & Chan, 2004) Conclusively prescribed as the EI and decision makings are the main key factor to bring the change in the organization. Participation in decision-making and the effectiveness of EQ and participation in decision-making is useful for administrators and researchers to open up more dimensions in EQ and participation in decision-making. ...
This research aims to observe the relationship between EQ learning and decision-making. Therefore, a sample of more than 100 respondents came from employees working in non-governmental organizations, despite the complex hierarchical nature of the organization. But the main goal of the research is to measure the level of relationships between all variables. Further in this study, the whole result was checked through SPSS 23 version and applied quantitative technology
... Complementando lo anterior, se puede afirmar que existe una cierta relación estrecha entre la gestión de emociones y el aprendizaje (Damasio, 1994;Goleman, 1995;Labbaf, 2011, citados por Suárez Vázquez y Trespalacios Gutiérrez, 2011Scott-Ladd & Chan, 2004). Académicos y profesionales han transmitido que la inteligencia de los seres humanos y sus implicaciones para la organización debe ser considerada desde las perspectivas cognitivas y emocionales (Singh, 2007 citado por Dissanayaka, Janadari & Chathurani, 2010). ...
... (Moshabaki & Shojaei, 2010; Sanjay, 2007; Kulkarni, Janakiram & Kumar, 2009; Rafiq et al., 2011, citados por Labbaf, 2011 Singh, 2007, citado por Suárez Vázquez y Trespalacios Gutiérrez, 2011Scott-Ladd and Chan, 2004).La profesionalización de los directivos y el desarrollo formal de capacidades socioemocionales requeridas, conlleva la necesidad de analizar estudios que refieran a este aspecto del tema en análisis.En las organizaciones contemporáneas, las personas adquieren capacidades gerenciales típicamente a través de experiencias de trabajo informales, las cuales si bien requieren años de experiencia, pueden ser consideradas como campos fértiles para el aprendizaje. Por diversas razones, los individuos se ven obligados a recurrir a oportunidades de formación formal entre los que se pueden mencionar los programas de certificación, enseñanza universitaria o de educación ejecutiva basada en la Universidad. ...
El presente trabajo se inserta en el Proyecto Gestión del aprendizaje: capacidades,
competencias y procesos del Centro de Estudios de Administración (CEA) de la Facultad de Ciencias Económicas de la Universidad del Centro de la Provincia de Buenos Aires (UNICEN).
Se pretende identificar y conceptualizar las dimensiones a considerar para la evaluación de competencias directivas socioemocionales que favorecen el aprendizaje organizacional, particularmente en el contexto de organizaciones argentinas.
Se entiende que la propuesta de un abordaje específico para el contexto de
organizacional de nuestro país, resultaría un aporte significativo en términos de contar en el futuro mediato con una herramienta validada en nuestro contexto territorial, con un enfoque multidisciplinar en su construcción (desde la psicología y la gestión).
En etapas posteriores, con la dirección del equipo de la Dra. Mikulic (Facultad de
Psicología - UBA) se realizará la prueba piloto (a una muestra de directivos de empresas y organizaciones) y el análisis psicométrico del instrumento a proponer, a fin de contar con una herramienta de evaluación ad hoc para el contexto argentino.
A partir de los resultados a obtener en las próximas etapas de proyecto, se estima que se plantearán desafíos para potenciar el desarrollo de competencias directivas
socioemocionales, tanto en el ámbito de las organizaciones, como en las currículas para la formación de futuros profesionales.
... This confirms that communication among potential systems implementers can be a determining factor that supports learning in an organisation's culture, thus improving decision-making (Scott-Ladd and Chan 2004) and ultimately increasing the uptake of ERP (Tseng 2010). Scott-Ladd and Chan (2004) argues that decision-making is a part of a communication culture as it suggests that organisations have taken the opportunity to making those all-important decisions to improve the implementation experience by not only using the knowledge of human resources, but through the sharing of ideas that lead to important decisions regarding the ERP implementation process. This is linked to IS/IT strategic planning and alignment since it defines and prioritises expected benefits and changes needed to deliver such benefits within the constraints of resources (Peppard and Ward 2004). ...
... This helps to determine the vision of how organisations' need for ERP will address their overall business needs. Scott-Ladd and Chan (2004) also argues that the decision-making culture also helps to empower highly resistant employees to embrace ERP, in addition to enhancing their communication, knowledge sharing, learning, organisational commitment and overall job satisfaction. In agreement with Scott-Ladd and Chan (2004), Wiewiora et al. (2013) confirmed that encouraging employees to become more involved in the decision making process by sharing ideas and engaging in group debates is the most ideal intervention for promoting continuous learning and knowledge sharing in a highly resistant organisational culture and environment, which in turn can gain the trust of employees to invest in ERP. ...
The purpose of this paper was to examine the cultural barriers that existed at various stages of the Enterprise Resource Planning (ERP) implementation process, using the Middle-Eastern oil and gas sector as a case study. Due to a variety of cultural implications, ERP implementation rates in the oil and gas sector in Middle-Eastern developing countries are extremely low. Although the literature highlighted numerous ERP implementation theories that attempted to overcome the cultural complexities of ERP systems, there are few studies that have framed these complexities using action research theory in order to provide potential solutions to these challenges, particularly in Middle-Eastern developing countries where cultural settings are distinct from those in Western developed countries. Action research AR, in conjunction with documentation, observations, and interviews, aided in the exploration of the culturally complex barriers encountered during the pre-implementation (plan and propose), implementation (do), and post-implementation (assess and improve) stages of ERP projects conducted within a Middle-Eastern oil and gas organisation. This article confirms numerous cultural implications at each stage of the ERP implementation process, including team conflict, managerial authority, and a lack of an IT culture, all of which contributed to the project’s delay. Other impediments, such as a lack of commitment to training and technophobia, persisted throughout the post-implementation phase and the subsequent follow-up experience under the recent COVID-19 pandemic. This article contributes to theory and practise by highlighting the culturally complex barriers that underpin many ERP implementations in the Middle Eastern oil and gas sector. This information can assist practitioners and researchers in developing future research and ideas to mitigate future ERP implementation challenges in this region.
... No matter how advanced an organization is in technology, it still needs intelligent employees and employers, especially emotionally intelligent managers, who are well capable of making productive and positive decisions that can be converted into strategies/policies of the company. The IIS can only help to gather the required info, based on which the quality decisions will be made [47]. The IIS can only deliver facts about the ongoing performance environment of the organizations, which are supposed to be rational and unbiased, but it is in the hands of decision-makers to ensure that they interpret the raw data productively. ...
... IISs work as an aid for employers to ensure that their decisions only benefit all the parties involved and no one is at stake. These results are aligned with the results of the studies [8,25,47]. This is why [27] called IIS support systems for decision-making. ...
Purpose—The purpose of this research is to explore the direct relationship between the emotional intelligence of top management and the quality of strategic decisions they take for their companies. This relationship is further examined by the mediating role of open innovation in the context of intelligent information systems that can impact the way top managers take decisions. This research adopted a survey design as cross-sectional data were taken through questionnaires from top management of the UAE national banks. A final sample size of 213 questionnaires completed by managers was obtained and analyzed. As predicted, there was a strong, positive relationship between managers’ emotional intelligence and the quality of their strategic decisions. Open innovation has revolutionized the way top managers of banks take decisions that are later transformed into policies. Decision-makers are required to possess the skill of decision-making by being vigilant of their surroundings. Hence, they have emotional intelligence and intelligent information systems (IIS) only enhances the trait. IIS is the glorified version of open innovation that further contributes to the decision-making process and the quality of decisions. This research is one of a kind as no one has explored these dimensions of emotional intelligence in the UAE.
... Participative decision-making might be emphatically identified with work management relationships, firm performance, firm benefits, and job performance using in-role and creative performances. As for shared decision-making with different workers, members may in the end accomplish company goals (Scott-Ladd & Chan, 2004). Moreover, participants can develop creative conduct in the work environment. ...
... Moreover, participants can develop creative conduct in the work environment. Participative decision-making would then be able to be utilized as an instrument to upgrade connections in the firm, improve incentives, and improve information exchange rate all through the firm (Scott-Ladd & Chan, 2004). ...
The study examined the effect of participative decision-making, psychological empowerment, and environmental empowerment on in-role performance and creative performance. Furthermore, this research employed a matched-pair approach in examining the perspective of managers on their engineers’ in-role performance and creative performance. Two different sets of instruments had been distributed to the Malaysian Electric and Electronic manufacturing firms. A total of 173 matched-pairs questionnaires from 73 manufacturing firms was collected from managers and engineers in Johore, Selangor, Penang, Perak, and Sabah applicable to the analysis by using SPSS version 25 and SmartPLS version 3.2.7. The result revealed a positive and significant effect of participative decision-making on perceived meaning, perceived competence, perceived impact, work method, work schedule, and work criteria. Furthermore, the effect of perceived meaning, perceived competence, perceived impact, and work method on in-role performance was found to be positive and significant. In addition, the effect of perceived impact on in-role performance is also positive and significant. Mediation analysis was employed to test this research framework. The result of the mediation analysis demonstrated that perceived competence, perceived impact, and work method significantly mediate between participative decision-making and in-role performance. Another essential point is that the result revealed that perceived impact mediates between participative decision-making and creative performance. The finding provides better understanding of the perspective of engineers regarding their participative decision-making, psychological empowerment and environmental empowerment. Most importantly is the understanding with regard to the perspective of managers of their engineers’ in-role performance and creative performance. Theoretical and practical implications are discussed as a guide for future researchers to take into consideration the importance of participative decision-making, psychological empowerment, environmental empowerment, and its effects on in-role performance and creative performance.
... Justeru, pengkaji melihat wujudnya jurang kajian yang perlu dikaji bagi menambah khazanah ilmu dalam kajian berkaitan efikasi kendiri kerjaya. Hamidah Sulaiman (2013) juga mendapati gaya asuhan ibu bapa dan kecerdasan emosi merupakan pemboleh ubah yang saling berkaitan namun, kebanyakan kajian yang telah dijalankan mengkaji pemboleh ubah ini secara berasingan (Wells, Torrie & Prindle, 2000;Scott-Ladd & Chan, 2004;Smith, 2005;Spector, 2005;Alegre & Benson, 2007;Berg, 2011;Alegre, 2012). ...
Kajian ini bertujuan untuk mengkaji hubungan antara gaya asuhan ibu bapa dan kecerdasan emosi ke atas efikasi kendiri kerjaya serta faktor peramal kepada efikasi kendiri kerjaya remaja. Seramai 335 orang pelajar Tingkatan Enam Bawah di Negeri Terengganu terlibat dalam kajian ini yang dipilih secara persampelan bertujuan. Kajian ini dijalankan secara kaedah tinjauan dengan menggunakan tiga set soal selidik. Data kajian dianalisis secara deskriptif menggunakan min dan peratusan manakala analisis inferensi menggunakan kolerasi dan regresi. Dapatan kajian menunjukkan terdapat hubungan positif yang signifikan antara gaya asuhan ibu bapa dan kecerdasan emosi dengan efikasi kendiri kerjaya remaja. Analisis regresi pula menunjukkan gaya asuhan ibu bapa (autoritarian, autoritatif dan permisif) dan kecerdasan emosi merupakan faktor penyumbang terhadap efikasi kendiri kerjaya remaja. Implikasi praktikal kajian ini adalah amalan gaya asuhan ibu bapa dan kecerdasan emosi adalah penting dan perlu dipertingkatkan untuk membantu meningkatkan efikasi kendiri kerjaya remaja. Implikasi teoritikal pula, dapatan kajian ini memantapkan lagi andaian teori dimana gaya asuhan dan kecerdasan emosi memberi kesan terhadap efikasi kendiri kerjaya remaja
... This continuous, productive learning leads to innovative approaches . For these reasons, a learning culture is essential for knowledge organizations' continuous improvement, survival, and development (Van BredaVerduijn & Heijboer, 2016;Scott-Ladd & Chan, 2004). There is no better way to lead the company through a hyperdynamic economy with high uncertainty than through shared learning. ...
... Numerous studies have explored the application of EI and concluded that it is vital to modern organisations due to its utility in predicting the desired outcomes (Chehrazi et al., 2014;Law et al., 2004;Scott-Ladd & Chan, 2004). Educational institutions too have found consistent findings of their administrators and leaders with high EI significantly contributing to their goals and success (Mendelson & Stabile, 2019;Turnipseed & VandeWaa, 2012). ...
This study explored how online students perceived their instructors’ emotional intelligence (EI) and its impact on their learning engagement. Using eight EI behaviours of online instructors and a learning engagement instrument, 100 online university students were surveyed regarding their observation of those EI behaviours and their learning engagement. Regression analysis indicated that 27.2% of the variance in learning engagement could be attributed to four dimensions of EI behaviours (R ² = 0.272, F (4, 95) = 8.873, p < 0.001). Instructors providing individual support, demonstrating concern for the students’ situations, adapting their resources to online delivery, and being honest about their situation and challenges were associated with higher student learning engagement.
... Moreover, the exchange of views and ideas brought about by communication and dialogue within companies is another determining factor in OLC (Oswick et al., 2000). Finally, by facilitating the exchange of information, the quality of information and decision outcomes, participatory decision-making is another fundamental condition for OLC (Scott-Ladd and Chan, 2004). Numerous studies on OLC corroborate the effectiveness of this variable in fostering an organization's productivity and performance (e.g., Alegre and Chiva, 2013;Guinot et al., 2013;Tippins and Sohi, 2003). ...
In recent years, the concept of corporate social responsibility toward employees (CSRE) has gained increasing importance, both in academic research and in managerial practice. This concept includes those human resource policies aimed at improving employee satisfaction. In this paper, we build on previous research on CSRE by examining its relationship with organizational learning capability (OLC). In addition, to shed light on the link between CSRE and OLC, we introduce explanatory variables such as organizational commitment. In turn, we analyze if OLC may simultaneously increase green innovation (GI). These relationships were tested using structural equation modeling on a sample of 300 companies in the tourism sector. Results confirm that organizational commitment mediates the relationship between CSRE and OLC, and this in turn positively affects GI. These findings uncover an unexplored route to create more sustainable business through organizational behaviors and attitudes promoted by CSRE.
... Monday effect analysis focusing on the trading behaviour of separate classes of buyers, with a traditional distinction between unfamiliar retail investors and institutional investors, has shown both investment categories to be responsible for the well-known decline in the share prices on Monday. Individual investors contribute explicitly to the effect of Monday by increased trade, whereas institutional investors contribute indirectly to a market phenomenon due to their absence resulting in decreased market liquidity, as per related research papers (Berument and Doǧan 2011;Mehdian and Perry 2001;Scott-Ladd and Chan 2004;Wang et al. 1997). Brusa et al. (2000) make a more radical finding concerning the relationship between effects on the weekend and the underlying corporate scale and note that this paradox only occurs between small companies and reversals for large companies, which leads to a good return on Monday. ...
Good and bad news plays a crucial role in the stock market, significantly influencing
investor sentiment, market expectations, and trading decisions. Positive news
can boost market confidence and upward price movements. On the contrary, negative
news can erode investor confidence and cause downward price movements. This
study examines the impact of good and bad news on the effect of day-of-week in
the Pakistan stock market, which has been largely overlooked in previous research
focusing mainly on macro factors. The study applies different ARCH and GARCH
models to investigate the influence of news and day-of-week patterns on stock market
outcomes. The findings reveal a significant day-of-week effect, with the highest
returns on Friday and the lowest returns on Monday. The negative shock has a more
substantial impact than the positive shock, contributing to high future volatility, and
bad news has a more significant influence than good news. The study highlights the
role of news and day-of-week patterns in shaping stock market outcomes and fills
the gap in previous research by emphasizing the importance of these factors.
... Alternatively, selfmanagement is the ability to control impulse feelings and behaviors, manage emotions healthily, take initiatives, adjust to changing circumstances and follow through on commitments. According to (Scott-Ladd and Chan, 2004), emotional intelligence is the ability to perceive, identify, comprehend and successfully manage emotions. Therefore, it is the effective management of activities and relationships. ...
This research paper examines the importance of emotional intelligence skills for project manager communication skills and project success. The main problem is that the number of complex projects has increased across different sectors such as aerospace and infrastructure. In addition, the projects are different in nature and each project requires certain skills and resources, and most companies focus on hiring people based on their experience or technical skills without paying attention to their soft skills. The research is based on gathering various data from primary and secondary sources. The primary data were collected through formal interviews with three managers in the ministry of health and prevention while the secondary data were obtained from different academic articles and e-books. The results showed that the ministry of health and prevention started focusing on emotional intelligence skills during the last few years only. Also, some managers consider it as an additional skill that can add value to project manager communication skills, and it is not an important factor for the project success. On the other hand , other managers from human resources department confirmed that recruiting a project manager with high understanding of emotional intelligence is important for them .Also , results showed that top-managers focus mainly on the organizational performance (50%) .However , they must improve their listening skills which were represented by 35% of the sample size, and they should focus more on creativity and empathy to enhance their interrelationships .
... Participative decision-making pertains to how individuals are involved in making decisions (Chiva et al., 2007;Visser, 2016;Salas-Vallina et al., 2017;Ristim€ aki et al., 2020). In addition to enhancing decision-making quality, participatory decision-making simplifies information availability (Scott-Ladd and Chan, 2004). We can define it as the degree of influence a firm has over the decision-making processes of its partners in the supply chain. ...
Purpose-In light of the current challenges in the business environment, firms, particularly those involved in supply chains, must foster innovation. In this context, the current study employs the theory of dynamic organizational capabilities (DOCs) to track supply chain learning capabilities (SCLCs) and independently uncover their relationship to innovation at both the product and process levels. Similarly, the study intends to investigate the influence of technological turbulence (TT) on these relationships as a moderating variable.
Design/methodology/approach-The data were gathered using in-person interviews with 189 CEOs with some supply chain management proficiency from small and medium-sized enterprises (SMEs) in the industrial zones of eastern Egypt. The study used a survey approach to collect data, and the SEM-PLS technique was utilized to analyze the data.
Findings-Study findings revealed that SCLCs positively affect product and process innovation. In addition, TT positively moderates the relationship between SCLCs and product and process innovation, except for risk-taking capability. Further theoretical and practical implications are derived from the study findings. Originality/value-This research adds to the knowledge of the dynamic capabilities theory (DCT), which affects how firms interact with their external environment. Studying learning capabilities are employed as essential competencies to counterbalance high levels of TT in the external environment in terms of innovative performance and vice versa if firms do not attempt to strengthen their dynamic learning capabilities in supply chains. In addition, this study contributes to the literature by studying learning capabilities from the external perspective, where SCLCs are being developed as a new variable to improve innovation.
... According to Sulaiman (2013), parenting style and emotional intelligence are interrelated variables. But these two variables were mainly studied independently in previous studies (Alegre, 2008;Li et al., 2011;Penney & Spector, 2005;Pérez-López & Alegre, 2012;Scott-Ladd & Chan, 2004;Smith, 2005;Wells et al., 2000). This study aimed to fill the knowledge gap identified through the literature review. ...
In an individual's life, career self-efficacy plays an important role in creating the confidence level, abilities, and capabilities of a person in carrying out the tasks related to his or her career. Besides that, parents are crucial in shaping teenagers' career self-efficacy and emotional intelligence. Thus, this study examines the relationship between parenting style and emotional intelligence on career self-efficacy among Malaysian teenagers. This quantitative study involved 335 lower six students in Terengganu and was collected using purposive sampling. The data is analyzed using descriptive and inferential statistical analyses. This study found that teenagers' parenting style, emotional intelligence and career self-efficacy levels were categorized as high. The authoritarian parenting style is the most dominant, followed by authoritative and permissive. Also, this study indicated that emotional intelligence and parenting style significantly correlate with career self-efficacy and then parenting style and emotional intelligence have a significantly affect career self-efficacy.
... Para que se considere pertencente a um grupo e aperfeiçoe a capacidade de melhorar seus resultados pessoais, sociais e profissionais, o indivíduo deseja usufruir participação nas decisões (SCOTT-LAD; CHAN, 2004). O indivíduo que se sente com o poder de decidir, participar e expor suas ideias e opiniões experimenta ser parte efetiva do processo produtivo, seja se envolvendo ou se considerando também responsável pela a organização (MAGGI, 2006;SARAFIDOU;CHATZIIOANNIDIS, 2013). ...
... La toma de decisiones participativa se refiere al nivel de influencia que tienen los trabajadores en el proceso de toma de decisiones (COTTON et al., 1988). Las organizaciones ponen en práctica la toma de decisiones participativa para beneficiarse de los efectos motivacionales que reportan una mayor implicación de los trabajadores, la satisfacción laboral y el compromiso organizativo (DANIELS y BAILEY, 1999;LATHAM et al., 1994;WITT et al., 2000;SCOTT-LADD y CHAN, 2004). ...
Este trabajo ha obtenido el 1.er Premio Estudios Financieros 2008 en la modalidad de recursos humanos. La inteligencia emocional se está convirtiendo en una de las competencias individuales más importantes para las organizaciones, lo cual se ha relacionado desde el punto de vista teórico con el desempeño organizativo y con variables individuales tales como la satisfacción laboral. No obstante, si bien algunas personas emocionalmente inteligentes parecen estar satisfechas con su trabajo, otras no lo están. Este artículo sugiere que la capacidad de aprendizaje organizativo, es decir, las características organizativas que facilitan el aprendizaje en el seno de la organización, juega un papel muy importante a la hora de determinar los efectos de la inteligencia emocional en la satisfacción laboral. Esto se analiza empíricamente a partir de las respuestas de 157 trabajadores de 8 empresas representativas del sector cerámico español. Según los resultados del estudio, los trabajadores más inteligentes emocionalmente están satisfechos si trabajan en condiciones que propician el aprendizaje organizativo y no parecen estarlo si no se dan dichas condiciones. Por consiguiente, los empleados con mayores niveles de inteligencia emocional manifiestan una propensión significativa a ubicarse en puestos de trabajo en los cuales se promueve el aprendizaje organizativo por parte de la dirección de la empresa. Finalmente, estudiamos las consecuencias de los resultados tanto para académicos como para profesionales.
... (5) Keputusan Partisipatif dianggap sebagai derajat pengaruh yang dimiliki karyawan dalam proses pengambilan keputusan (Cotton et al., 1988). Pengimplementasian pembuatan keputusan partisipatif adalah untuk meningkatkan motivasi karyawan, menghasilkan keterlibatan karyawan yang lebih tinggi, kepuasan kerja, dan komitmen organisasional (Daniels & Bailey, 1991;Latham et al., 1994;Scott-Ladd & Chan, 2004;Witt et al., 2000). ...
Globalisasi membawa dampak perubahan dalam
berbagai bidang. Setiap perubahan yang terjadi
menuntut peningkatan kualitas produk dan
layanan yang semakin tinggi. Tuntutan yang sedemikian
tinggi tidak dapat dielakkan oleh para pelaku bisnis
maupun non-bisnis termasuk oleh para pengelola
perguruan tinggi. Salah satu tuntutan tersebut ialah
tantangan untuk menghasilkan performa perguruan
tinggi yang menciptakan suatu proses pembelajaran
untuk menghasilkan lulusan yang mampu menjawab
kebutuhan zaman. Tantangan yang sedemikian dahsyat
ini mendesak adanya perubahan dalam kepemimpinan,
kapabilitas pembelajaran, kreativitas dan inovasi dalam
seluruh unsur perguruan tinggi.
Perguruan tinggi (higher education) sangat penting
dan vital dalam pembangunan suatu negara. Perguruan
tinggi di Indonesia menghadapi tantangan yang demikian
besar. Hal ini ditambah dengan akan diberlakukannya
Komunitas Ekonomi Asean (AEC) pada akhir tahun 2015.
Setelah Pemerintah melakukan penandatanganan kese�pakatan perdagangan bebas tersebut, maka semakin membuka tingkat kompetisi yang semakin meningkat di
antara sesama perguruan tinggi di Indonesia, demikian juga antara perguruan tinggi Indonesia (PTI) dengan perguruan tinggi asing (PTA) yang akan semakin
membanjiri Indonesia di masa depan. Adanya perubahan lingkungan dan ekspektasi ter�hadap lulusan perguruan tinggi yang sedemikian besar,
Tentulah perguruan tinggi harus melakukan pengelolaan dengan pendekatan, paradigma, praktik, dan strategi yang lebih mutakhir dan efektif. Orientasi manajemen
perguruan tinggi termasuk program studi-program studi yang ada di dalamnya harus disesuaikan kembali. Perguruan tinggi harus berani melakukan reorientasi,
restrukturisasi, dan redefinisi terhadap organisasi, mana�jemen, dan strateginya. Perguruan tinggi Indonesia tidak�lah mempunyai pilihan untuk melakukan perubahan da�lam manajemen atau tata kelola yang profesional, progre�sif, kreatif, inovatif dan dengan kepemimpinan entrepre�neurial untuk dapat memenuhi tuntutan-tuntutan tersebut di atas dan agar dapat berhasil di masa depan. Perguruan tinggi di Indonesia membutuhkan suatu kepemimpinan
yang bersifat entreprenuerial yang memiliki visi ke depan, berani membuat terobosan baru dan berani mengambil ri�siko, serta kreatif dan inovatif demi terwujudnya capaian�capaian atau performa organisasional yang entrepreneurial pula.
... Participative decision making refers to the level of influence that employees have in the process of decision-making. Organisations prefer to implement participative decision making to benefit from the effects of greater involvement and organisational commitment (Scott-Ladd and Chan, 2004). Former studies consider participative decision-making an active factor in facilitating organisational learning (Alegre and Chiva, 2008). ...
This paper analyses the influence of organisational learning capability (OLC) on the innovation and firm performance of 318 organisations - exporters and non-exporters -belonging to four industrial sectors: furniture & wood, chemicals & plastics, textile & clothing and metal-mechanical & metallurgy. For data analysis, partial least squares (PLS) path modelling was used, in addition to compositional invariance analysis. Results show that OLC influences innovation performance, which in turn impacts firm performance. The heterogeneities analysis found significant differences based on the industry type. However, the results remained unaltered for exporters and non-exporters. The study contributes to the literature when testing the mentioned relationships focusing on the differences across industries, a subject understudied in the innovation literature. Through compositional invariance analysis, results reveal that the studied industries perceive some learning dimensions - participative decision and dialogue – in a different way.
... According to Han, Chiang & Chang (2010), employee participation in decision making (EPDM) has impact on employees' positive cognition and attitudes which can lead to knowledge-sharing behavior. Participation in decision making is considered as one of the aspects that can facilitate learning (Chiva et al., 2007;Scott-Ladd and Chan 2004). High level of Employee involvement and Participation is prerequisite for organizational learning. ...
Human Resource Management is a core enterprise function that is managing employees, the most valuable resource. Human Resource Management main areas include recruitment, selection, training and development, performance appraisal and compensation management. Employee Relations is an interdisciplinary field studying the relationship between employers and employees taking into consideration the role of state and the labor market. Human Resources Department plays a significant role in planning, developing, applying and reviewing strategies, practices and policies affecting employees. The aim of this paper is to analyze the literature review concerning the role of HR Department in managing employee relations and introduce the scientific research that will be conducted during the preparation of a PhD Thesis. The scientific research will explore issues related to employee involvement and participation practices and their impact on employees and Organizations.
... EI is defined as the ability to understand and take care of one's own emotions and to express them judiciously. It also is an awareness of the emotions of people around us and the ability to develop and manage interpersonal relationships with them based on mutual respect and empathy (Scott-Ladd & Chan, 2004). Kreber (2004) concluded that when learning about teaching, teachers need to begin with "premise reflection" as in being more concerned about why they teach than with how or what to teach in "order to be more meaningful" (p. ...
I interact with three different orders of reality – the natural, the practical, and the discursive – as I develop my human emotionality concerning failures and vulnerabilities. This article investigates and documents my journey towards social engagement, acknowledging and working on my failures and vulnerabilities as a part of being human. Influenced strongly by the work of Whitehead and McNiff (2009) on a Living Educational Theory approach to Action Research, I posed a research question for my Ph.D. studies, ‘How can I improve my practice as the founder and educator of an education initiative to foster emotional intelligence for the transformation in self and others?’
This article is based on my personal experience documented using a multi-media narrative approach and the method of empathetic resonance (Sardello, 2009) and the personal knowledge gained over the past five years through critical reflection. I take this article as the documentation of the beginning of my continuous evolution of working on my living value that is accepting my vulnerabilities and failures and working on it as a Living Educational Theory researcher for whom the flourishing of humanity is through her work as an educator who has been improving her practices while trying to enable transformation in others.
... Past researches suggest that role of one's emotions in decision making, thinking, and social relationship is important. Emotionally intelligent individuals have more positive outlook towards difficult situations that gives progressive solutions as it boosts their confidence (Gardner & Stough, 2002) that lead to effective decisions (Scott, Ladd & Chan, 2004). The reliability of investors' decisions lies in the effectiveness of their investment return strategy (Rutkauskas & Stasytyte, 2008). ...
... A tomada de decisão participativa é relacionada à forma como ocorrem os processos de tomada de decisão dentro da organização, observado pelo nível de influência que os empregados possuem sobre esta (Chiva et al., 2007), podendo resultar em compromisso organizacional e satisfação profissional (Scott-Ladd & Chan, 2004). O trabalho em grupo ampara a resolução de problemas e a geração de novas ideias, utilizando-se da transferência de conhecimento entre os membros da organização (Goh & Richards, 1997). ...
O presente estudo objetiva verificar as relações existentes entre a capacidade de aprendizagem organizacional, o desempenho inovador e o desempenho organizacional, quando moderados pela turbulência ambiental, em empresas da indústria moveleira localizadas nos estados de Santa Catarina e do Rio Grande do Sul. Os dados foram analisados pela estatística descritiva, no intuito de qualificar a amostra e, por modelagem de equações estruturais para testar a relação entre os construtos. Os resultados demonstraram que os facilitadores da capacidade de aprendizagem organizacional são existentes na indústria moveleira, bem como, quanto ao desempenho inovador, há a existência das dimensões de eficácia e eficiência. Entretanto, dada a amostra pesquisada, apenas a capacidade de aprendizagem organizacional impacta no desempenho inovador.
... As another example, research on Participation in Decision Making (PDM) suggests that greater inclusion of team members, including those with diverse backgrounds and the dissenting minority, can improve decisions outcomes (e.g., creativity), satisfaction with the process, and organizational commitment (Black and Gregersen, 1997;De Dreu and West, 2001;Elele and Fields, 2010). Scott- Ladd and Chan (2004) echo the importance of PDM, however, they note that not all employees will be able to participate at the same level or time, and there will be times when this participation will not be possible (e.g., critical or urgent decisions). In these circumstances, the authors stress the importance of realistic involvement expectations and clear boundaries of when, what, and how employees will contribute. ...
Background: Safe and effective patient care depends on the teamwork of multidisciplinary healthcare professionals. Unfortunately, the field currently lacks an evidence-based framework for effective teamwork that can be incorporated into medical education and practice across health professions. We introduce a comprehensive framework for team effectiveness. Common challenges to teamwork in healthcare are identified along with evidence-based strategies for overcoming them.
Methods: The framework was developed in four steps: 1) grounding in the existing team science literature, 2) semi-structured interviews ( N = 13), 3) thematic analysis and initial framework development, and 4) revision of the framework through input from healthcare professionals representative of different functions across the healthcare system ( N = 13). A diagnostic tool consisting of one survey item per team competency was developed to complement the framework. The survey was then administered to healthcare teams across clinical and administrative functions ( N = 10 teams, 96 individuals), and results were compiled and then used to conduct debriefs with individual team members and teams. A set of common teamwork challenges were identified using the survey and qualitative data. Qualitative data was analyzed to explore the unique ways these challenges manifest in both clinical and administrative teams.
Results: The five most common challenges that face healthcare teams relate to accountability, conflict management, decision-making, reflecting on progress, and coaching. These challenges were similar across both clinical and administrative team types. Based on the authors' collective experience designing and implementing Team Development Interventions (TDIs), strategies for managing each challenge are provided.
Conclusions: The proposed framework is unique in two ways. First, it's generally applicable across the many types of teams that contribute to the quality and safety of patient care. Second, the levels of the framework build upon each other to contribute to the development of the ideal team states. The framework and accompanying strategies can provide guidance for where and how to target developmental efforts.
... In the educational context, higher EI is related to better academic performance and negatively related to aggressiveness [2,3]; for teachers, it is negatively related to burnout [4,5]. In the organizational context, different studies state that higher EI is related to higher scores in performance variables such as job satisfaction and team work effectiveness [6][7][8]. EI is also related to academic, professional, and career success [9][10][11]. Likewise, in the sports context, higher levels of EI are related to higher levels of physical activity [12,13]. ...
Emotional intelligence (EI) is related to better performance in sports. To measure this construct , many tools have been developed and validated in the sports context. However, these tools are based on an individual's ability to manage their own emotions, but do not consider the emotions of the rest of the team (teammates, coaches, etc.). In this regard, the Workgroup Emotional Intelligence Profile short version (WEIP-S) is a self-reported measure designed to measure the EI of individuals who are part of a team. The aim of this study was to validate the WEIP-S structure to measure EI in the sports context, and to analyze the psychometric properties of this tool in the sample in terms of validity and reliability. A cross-sectional study was conducted among 273 athletes to examine the reliability, factor structure, and evidence of validity (convergent, discriminant, nomolog-ical, and concurrent) of the WEIP-S. Confirmatory factor analysis showed that the original four-factor structure is the most appropriate for the sports context. Composite reliability was adequate for all factors except management of one's own emotions, which also showed poor convergent validity. Evidence of convergent, discriminant, and nomological validity are discussed. This study represents an advance in the use of specific scales to measure EI in the sports context.
... Important aspects of improving emotional intelligence in the workplace consist of five aspects, namely 1) Self-awareness, namely the ability to observe and recognize feelings owned by yourself; 2) Managing emotions, i.e. the ability to accurately manage emotions including unpleasant, and understand the reasons behind the emergence of such emotional attitudes; 3) Motivating oneself, namely the ability to control emotions to support the achievement of organizational goals; 4) Empathy, i.e. the ability to manage sensitivity, put yourself in the point of view of others while appreciating it; and 5) Handing relationship, which is the ability to interact and maintain healthy relationships with others, also called social or interpersonal abilities. The operational definition of emotional intelligence is the ability of one self to recognize the feelings of one's self and others and be able to manage them well so that they can create good relationships with others (Cuéllar-Molina, García-Cabrera, & Déniz-Déniz, 2019; Kahtani, 2013;Scott-Ladd & Chan, 2004;Androniceanu et al., 2020;Wajdi et al. 2019). ...
Managerial performance may reflect organizational performance. The achievement of organizational goals closely related to managerial performance, but many researchers only look in terms of workforce performance, whereas managerial roles as leaders of organizations have a huge influence in making decisions. A leader also needs emotional intelligence related to how to make the right decisions according to the organization's goals. This study aims to determine and analyze the effect of emotional intelligence on managerial performance directly and indirectly through decision making. The sample in this study amounted to 44 regional device organizations leaders in Bungo Regency. Data analysis method using path analysis. The results of the study note that emotional intelligence and decision making simultaneously affect managerial performance, but partially decision making has a more dominant influence. The indirect effect of emotional intelligence on managerial performance through decision making is greater than the direct influence of emotional intelligence on managerial performance, thus decision making is able to be an intermediary variable for the influence of emotional intelligence on managerial performance. The implication of the study is that if a managerial has good emotional intelligence it will be able to produce the right decision, so that it will have an impact on managerial performance.
... Households having higher cognitive abilities participates more in stock market and gather more wealth as compared to households who have lower cognitive abilities (Korniotis et al., 2011). EI has positive association with organizational learning and conjunction in decision making (Ladd et al., 2004). Gender and emotional intelligence have significant positive relationship with each other. ...
Emotional Intelligence refers to capability of an individual to regulate his own emotions as well as the ability to influence other individual's emotion. Financial literacy is expressed as the understanding of financial terms which helps to lessen the risk and took better opportunity between different possibilities. This paper studies the moderating role of financial literacy and gender in the relationship of emotional intelligence and investment behavior. Data for this study was gathered via structured questionnaire adopted from prior studies. A sample of 300 household respondents was collected and analyzed. Convergent validity, discriminant validity, and factor loadings are checked using exploratory factor analysis. Moderation analysis are used to test the study hypothesis. This study finds the significant moderating role of gender and financial literacy. Financial literacy augments the effect of emotional intelligence on investment behavior and emotionally intelligent males are found to be higher side on investment behavior. In the end, conclusion and recommendations are given.
... These managers are found to be better at initiating capability development by using more expansive modes of thinking (Sinclair, Ashkanasy, & Chattopadhyay, 2010) and better at driving employee adaptation once capability development initiatives are introduced. They can perceive and manage emotions of others and assist others to respond positively to new initiatives (Scott-Ladd & Chan, 2004), induce others to re-evaluate their current negative feelings, regulate cynicism (Ferres & Connell, 2004), generate excitement, enthusiasm and optimism (George, 2000). They can mobilise concrete actions and resources to support new routines underpinning new capabilities (Huy, 1999). ...
Research uncovering the behavioural and cognitive foundations of capability development has gained traction in recent years. However, the emotional foundations of capability development have not been adequately addressed. This is an important gap; if emotions impact decisions and actions of key organisational actors, this suggests an influence on capability development processes in organisations, with implications for their survival and evolution. In this paper, we therefore explore ‘how do the emotions of key strategists enable and/or hinder capability development?’ Our in-depth qualitative research, based on five small- and medium-sized enterprises (SMEs), shows that emotions of key strategists, including emotional tensions and ambivalence, have multi-faceted effects on capability development depending on the activation level of pleasant and unpleasant emotions experienced. This adds to extant understanding of idiosyncratic foundations of capability development and extends conversations regarding the internal dynamics behind organisational survival and evolution.
... Pellitteri (2002) reported that people higher in EI were also more likely to use an adaptive defence style and thus exhibited healthier psychological adaptation. Scott-Ladd and Chan (2004) proved that organizational learning is more effective if enacted by emotionally intelligent employees within clear operating boundaries such as those offered by participation in decision-making. Schutte et al. (2001) emphasize, emotionally intelligent employees tend to want outcomes that benefit others as well as themselves. ...
This study focused on describing the implementation of PDEA (Philippine Drug Enforcement Agency) programs and their performance in 2012. These programs were primarily referred to demand and supply reduction while performance centered on community awareness and the agency accomplishments. Forty-two (42) staffs of PDEA
and 275 community members served as respondents of this inquiry. Essentially, a descriptive survey design was used employing two sets of validated survey questionnaires to gather data. Findings revealed that PDEA programs vis-à-vis demand reduction and supply reduction were well-implemented. Moreover, the respondents indicated that
they were “aware” on dangerous drugs, controlled precursors and essential chemicals, provisions of the Comprehensive Dangerous Drugs Act of 2002, common causes of drug use and abuse, and adverse effect of dangerous drugs on health. On agency accomplishments, PDEA XII records showed an average of 102 arrests annually. The agency apprehended these drug criminals in 78 buy-bust operations; a total of 23,408 grams of drugs were seized, and used as evidences in 145 cases filed in courts. Apparently, the use of the same vehicles both for intelligence operations and anti-narcotic entrapment was the most serious problem of the agency. Finally, it was concluded that the
implementation of PDEA programs is highly related to community awareness but not to the agency performance.
... EI increases the likelihood that an individual can experience sustained motivation in the face of emotionally difficult situations. EI is linked to greater resiliency (Edward and Warelow, 2005), better adaptation in response to rapid change (Huy, 1999;Scott-Ladd and Chan, 2004), responding more positively to failure (Mayer and Salovey, 1993), and better management of adverse life events (Armstrong, Galligan, and Critchley, 2011). ...
Research Summary: Using meta-analysis, we investigate the extent to which General Mental Ability (GMA) and Emotional Intelligence (EI) predict entrepreneurial success. Based on 65,826 observations, we find that both GMA and EI matter for success, but that the size of the relationship is more than twice as large for EI. Our study contradicts and adds important contextual nuance to previous meta-analyses on performance in traditional workplace settings, where GMA is considered to be more critical than EI. We also contribute to the literature on cognitive and emotional intelligence in entrepreneurship.
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Managerial Summary: While previous studies have shown General Mental Ability (GMA, cognitive intelligence) to be more important for success compared to Emotional Intelligence (EI) in traditional workplace settings, we theorize that EI will be more important in entrepreneurial contexts. Entrepreneurship is an extreme setting with distinct emotional and social demands relative to many other organizational settings. Moreover, managing an entrepreneurial business has been described as an “emotional rollercoaster.” Thus, on a relative basis we expected EI to matter more in entrepreneurial contexts and explore this assumption using a meta-analysis of 65,826 observations. We find that both GMA and EI matter for entrepreneurial success, but that the size of the relationship is more than twice as large for EI.
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Keywords: Entrepreneur, cognitive ability, emotional intelligence, firm performance, meta-analysis, entrepreneurship, small business, growth ventures, IQ, GMA, EI, EQ.
... They are likely to be predisposed in accepting or rejecting such occurrences of assigned tasks as Schutte et al. (1998) highlighted that employees with a greater level of EI will be more beneficial for the organization as they want the results that benefit others as well as themselves (Tsakalerou, 2016). Furthermore, their contribution towards organizational learning will be far better as they have higher concentrations of general intelligence, emotional knowledge (Johnson & Indvik, 1999), regulation and perception (Scott-Ladd and Chan, 2004). Grounded in the above discussion, it is proposed that: H1: Emotional Intelligence Positively & Significantly Effects On Organizational Learning Capacity. ...
The study was based on the investigation and validation of the association between the most emerging traits of human capital in the organizations i.e. Emotional Intelligence (EI) and Organizational Learning Capacity (OLC) and further testing the moderating role of Individual Innovation among the faculty and staff of Higher Education Institutions (HEI’s) in Pakistan. The results show that EI has a significant contribution towards the OLC and when measured together with the trait of Individual Innovation the results significantly improved which suggest that individual innovation positively and significantly affect the relationship between EI and OLC. The study has implication for policymakers for the enhancement of EI traits in their employees and also for the individuals to focus and improve the value of EI in their personality to gain the benefits of their innovation and organizational learning capacity.
... Participation is seen as a key methodology in overcoming cynicism (Brown & Cregan, 2008). There is a high level of support for using participatory approaches to organisational change (Emery, 1995;McTeirnen, 2011;Scott-Ladd & Chan, 2004;Zink, 2008). A much under reported area of Lewin's work was Lewin's belief in, and use of participation, in the Harwood studies (Burnes, 2007), this work was truly visionary for its time (1940s). ...
Measuring availability and utilisation sets up the dynamics of a blame culture, siloed thinking and competition rather than collaboration. Availability and utilisation do not include rate losses, or quality losses. When overall equipment effectiveness (OEE) is measured these additional losses are included, that identify far more opportunities for improvement. More importantly OEE is an overarching asset management measure, focused at a high level. Everyone should be focused on OEE, not just what is going on in their department. This paper will outline a well proven theoretical management of change model, and show how to change an organisation intent on arguing minor details, into an organisation focused on the big picture. This paper describes the change process steps, from convincing the CEO, to having OEE embedded in the DNA of the organisation. Details included in this paper are: the key steps to embedding change, how to convince a CEO to adopt OEE, and leadership styles to engage the entire organisation. This paper describes the four year journey from Availability and Utilisation to having OEE embedded in the organisation. A significant number of change programs in large organisations fail (Kotter, 2007). This identifies an organisational change process that has a theoretical basis, and demonstrates how this model was used successfully to implement a major organisational change.
... The key findings of the SEM contribute to the literature as follows. First, our structural model shows the positive relationship between PDM and the four components of MOTIV factors (RegM, EcoM, StakM, and EthicM), which is supported by Scott-Ladd and Chan (2004). They demonstrated the share of power and decision-making between managers and employees often plays an enhanced role in stimulating the motivation effects (Scott-Ladd and Chan 2004). ...
Given the environmental impact caused by the agricultural and agri-food sectors, eco-innovation is exceptionally important in the context of food production. In this respect, this study analyses the combined effect of motivational factors, participative decision-making practices, and eco-innovation capabilities and examines the peculiarities of these effects on Tunisian agricultural and agri-food sectors. Our results reveal several findings: (1) motivational factors are positively related to participative decision-making, and eco-innovation capabilities; (2) economic and ethical motivations constitute the most critical factors for offering innovative behaviour that would enhance participative decision-making and further boost the capacity of both entrepreneurs and employees to generate eco-innovation practices; and (3) motivational factors exert a mediating role on both participative decision-making and eco-innovation capabilities. Our findings further report that enterprises could not ignore the vitality of environmental issues and motivational eco-innovation factors in order to attain sustained economic and environmental performance. Our study highlights the critical role played by participative decision-making in the process of shaping a motivational and innovative work environment, while the enterprise’s goals were not only the economic performance but also to attach great importance to achieving the environmental targets. Our study, therefore, supports that the combined impacts of these relevant constructs might overcome environmental, economic, and institutional barriers and generate further a better society that is sustainable in the long term.
... Dynamic and uncertain environments require a culture that is oriented toward constant, productive learning, which leads to innovative approaches (Rebelo and Gomes, 2011a). Therefore, a learning culture is essential for knowledge organizations' survival and development (Scott-Ladd and Chan, 2004). A culture of learning is important for continuous improvement (van Breda-Verduijn and Heijboer, 2016). ...
Purpose
The study aims to determine how the acceptance of mistakes is related to adaptability to change in a broad organizational context. Therefore, it explores how knowledge, collaboration and learning cultures (including “acceptance of mistakes”) might help organizations overcome their resistance to change.
Design/methodology/approach
The study used two sample groups: students aged 18–24 years (330 cases) and employees aged >24 years (326 cases), who worked in knowledge-driven organizations. Structural equation models were developed, assessed and compared.
Findings
The effect of the “learning climate” on “adaptability to change” mediated by “acceptance of mistakes” has been detected for young students aged 18–24 years; however, this relationship is not significant for business employees aged >24 years. This result indicates that organizations, unlike universities, do not use mistakes as a tool to support learning that is to lead to change.
Research limitations/implications
Both samples used in the study were obtained from Poland. The business sample was in the majority represented by small and medium-sized enterprises. Therefore, the presented findings may only be applicable to Poland.
Practical implications
Acceptance of mistakes is vital for developing a learning culture. Mistakes help employees adapt to change. Hence, a learning culture that excludes the acceptance of mistakes is somehow artificial and may be unproductive. Paradoxically, the findings reveal that the fact that employees’ intelligence (adaptability to change) improves via mistakes does not mean that organizational intelligence will also increase. Thus, organizations that do not develop mechanisms of learning from mistakes lose the learning potential of their employees.
Originality/value
This study proposes a constant learning culture scale that includes the “acceptance of mistakes” and “learning climate” dimensions. Further, it empirically proves the value of mistakes for adaptability to change. Moreover, it also contributes to the existing literature by demonstrating the mechanism of the relationship between knowledge, collaboration and learning cultures in the context of adaptability to change. This study breaks with the convention of “exaggerated excellence” and promotes the acceptance of mistakes in organizations to develop organizational intelligence.
The paper examines the adoption of a data‐driven decision‐making (DDDM) process in organizations from purposefully selected European Union (EU) countries. It determines what organizational changes are required to adopt this process in organizations. This study uses a mixed‐method approach to identify organizational changes required for DDDM adoption. The responses from quantitative research in 10 EU countries (1091 respondents) and qualitative research with 20 C‐level managers are analyzed. The study offers the following organizational changes needed to implement DDDM in organizations: culture and mindset changes, digitalization, process improvements, new competencies, re‐organization, and legal requirements. This research contributes to a better understanding of the usage and adoption of DDDM globally and suggests specific organizational changes required to adopt this process.
Purpose
The present research attempts to show the contribution of emotional intelligence and servant leadership climate to individual adaptive performance. The authors intend to explain the relations between the emotional intelligence of employees as well as of manager and the employee's adaptive performance. Moreover, this research assesses the significance of the mediating role of “servant leadership” climate in the relationship between the emotional intelligence of the manager and the employee's adaptive performance.
Design/methodology/approach
This research uses the quantitative research method and is included in explanatory research. Data collection used several informants for each organization. Data were collected using a sample of 57 managers and 204 team members spread over 24 companies belonging to different sectors of activity.
Findings
Employees' emotional intelligence directly influences individual adaptive performance. There is a direct influence of manager's emotional intelligence on individual adaptive performance. Then, there is an indirect influence of emotional intelligence on individual adaptive performance through the mediation of servant leadership climate.
Originality/value
The novelty of this research is in its effort to observe the multilevel mediation of servant leadership climate with other variables developed in the research model. No previous studies have found a relationship between employee and manager's emotional intelligence and individual adaptive performance.
In this chapter, we review the role of worldviews and emotions in influencing people’s responses to change and acting as drivers as well as blockers. Worldviews impact how an individual perceives and analyzes events, and the way he or she comprehends and engages with reality. They define the space in which people function, shaping their reactions as per their “beliefs and assumptions”. Emotions, on the other hand, play a critical role in the working of the mind and brain in dealing with issues, especially when one is faced with the uncertainties of circumstances.KeywordsLeadership developmentSelf-awarenessConscious and unconsciousDriversBlockersDrivers and blockersImmunity to changeInsightfully aware leadershipLeadership transformationIndividual changeLeadership development objectivesCoaching approaches and tools
En un entorno cada vez más turbulento y competitivo la capacidad de aprendizaje organizativo se ha señalado como un mecanismo estratégico para lograr un continuo éxito organizativo. Por ello, las organizaciones y los académicos están tratando de encontrar fórmulas para crear entornos laborales con una elevada capacidad de aprendizaje. Sin embargo, todavía no se han podido consensuar claramente las formas más eficaces que tienen las organizaciones para desarrollar su capacidad de aprendizaje. Por ello, en esta investigación proponemos el altruismo y la confianza organizativa como antecedentes de la capacidad de aprendizaje organizativo. Para validar las hipótesis se ha empleado la técnica de las ecuaciones estructurales sobre los datos procedentes de una encuesta realizada a empresas españolas excelentes en la dirección de recursos humanos. Los resultados de esta investigación demuestran que, en estas empresas, el altruismo podría favorecer la capacidad de aprendizaje tanto directa como indirectamente (a través de la confianza organizativa). Estas averiguaciones constatan que las organizaciones pueden encontrar en el altruismo un valor que les permita mejorar su capacidad de aprendizaje.
The study's goal was to look at the emotional intelligence and well-being of physicians working in private health care facilities. For fulfillment of this study, we comprised total 100 doctors and divide them into two groups of private hospitals (50 male & 50 female). For measuring emotional intelligence, Emotional Intelligence Scale (MSREIS-R) constructed by RakeshPandey and TulikaAnand (2013) and for assessing quality of life, PGI Quality of Life Scale administered on them. Data was collected from different private hospitals of Saharanpur, Shamli&Muzaffarnagar district of Uttar Pradesh (India). For this study data analyzed by using parametric statistical technique (M, SD,'t' test and Pearson 'r'). Male and female doctors differed significantly on the factors of emotional intelligence and quality of life. There is a favourable correlation between emotional intelligence and life satisfaction.
The objective of the study was to investigate the emotional intelligence and quality of life of doctors of private hospitals. For the fulfillment of this study, we comprised total 100 doctors and divide them into two groups of private hospitals (50 male & 50 female). For measuring emotional intelligence, Emotional Intelligence Scale (MSREIS-R) constructed by Rakesh Pandey and Tulika Anand (2013) and for assessing quality of life, PGI Quality of Life Scale administered to them. Data was collected from different private hospitals of Saharanpur, Shamli & Muzaffarnagar district of Uttar Pradesh (India). For this study data analyzed by using a parametric statistical technique (M, SD,'t' test and Pearson 'r'). Results revealed a significant difference in male and female doctors on the factors of emotional intelligence and quality of life. Positive correlation found between the variables emotional intelligence and quality of life.
Corporate entrepreneurship is an organizational process for transforming individual ideas into collective actions through the management of uncertainties. The main purpose of this study is to identify empirically study of the influencing of high performance work system, emotional intelligence, entrepreneurial orientation, organizational learning capability and creativity on management support of corporate entrepreneurship. Data was collected from 400 executives working in 12 manufacturing companies in Chennai and multiple regression analysis was adopted to select the respondents. This indicates that respondents are ready to consider the factors while management support in manufacturing company. Results showed that the factors like management support significant of corporate entrepreneurship.
The study is concerned with assessment on the effect of participative decision making on job satisfaction in case of manufacturing companies in Coimbatore. The main objective of the study is to assess the effect of participative decision making on job satisfaction. The relevant data of the study collected from primary source of data. Primary data were collected through close ended questionnaire and interview. This study involves 275 samples of respondents. The questionnaire was distributed to the sample of respondents, which are selected using multi stage sampling. The study was described in qualitative and quantitative terms. The data collected from the questionnaire was analyzed by using descriptive stastical tools such as mean, standard deviation and regression analysis. The results obtained from the analysis showed that, majority of employees participate in decision making process and majority of employees are satisfied with the current decision making process of the companies. With regard to regression analysis all variables have significance and positive relation with job satisfaction. Finally the researcher recommended that manager of the organization should recognize its employees as a power full engine that could drive the organization in to desirable and profitable direction and they have to consider employees satisfaction regarding their job. The study would contribute to current knowledge regarding effect of participative decision making on job satisfaction which participative decision have a positive significant effect on job satisfaction
This research study is based on the investigation and validation of Organizational Learning Capacity with regards to leaders in educational sector as source of Competitive Advantage to the Higher Education Institutions and testing the impact of leader’s Emotional Intelligence (EI) and Resistance to Change to enhance Organizational Learning Capacity (OLC). This study can be the hallmark for the HEI’s for gaining competitive advantage through their human capital.The results shows that EI has significant contribution towards the OLC and when measured together with the trait of resistance to change the results significantly transformed which suggest that RTC negatively and significantly affect the relationship between EI and OLC therefore, to control and reduce the aspect of resistance to change by enhancing and investing in the trait of Emotional Intelligence of the individuals and leaders is suggested to gain the benefits of OLC to become superior in the industry.
Corporate entrepreneurship is an organizational process for transforming individual ideas into collective actions through the management of uncertainties. The main purpose of this study is to identify empirically study of the influencing of high performance work system, emotional intelligence, entrepreneurial orientation, organizational learning capability and creativity on management support of corporate entrepreneurship. Data was collected from 400 executives working in 12 manufacturing companies in Chennai and multiple regression analysis was adopted to select the respondents. This indicates that respondents are ready to consider the factors while management support in manufacturing company. Results showed that the factors like management support significant of corporate entrepreneurship.
Background/objective
The impact a cancer diagnosis and its treatment are affected by psychosocial factors and how these factors interrelate among themselves. The objective of this study was to analyze the relationship between optimism and social support in spiritual wellbeing in cancer patients initiating chemotherapy.
Methods
A cross-sectional, multi-center (15 sites), prospective study was conducted with 912 cancer patients who had undergone curative surgery for a stage I–III cancer and were to receive adjuvant chemotherapy. They completed the Functional Assessment of Chronic Illness-Spiritual Well-being Scale (FACIT-Sp), Life Orientation Test-Revised (LOT-R), and the Multidimensional Scale of Perceived Social Support (MSPSS).
Results
Significant differences on spirituality scales (meaning/peace and faith) were detected depending on age (≤ 65 vs > 65), sex, marital status, employment, and cancer treatment. Married or partnered participants had significantly higher meaning/peace scores compared to their non-partnered counterparts (p = 0.001). Women, > 65 years, unemployed, and patients treated with chemotherapy and radiotherapy had significantly higher faith scores versus men, ≤ 65 years, employed, and subjects only receiving adjuvant chemotherapy (all p < 0.030). Multivariate analyses indicated that meaning/peace and faith correlated positively with optimism and social support.
Conclusion
During oncological treatment, the positive effects of optimism and social support exhibit a positive correlation with spiritual coping. A brief assessment evaluation of these factors can aid in identifying at risk for a worse adaptation to the disease.
Günümüzde işletmeler varlıklarını sürdürebilmek için öğrenmeye ihtiyaç duymaktadırlar. Örgütsel öğrenmenin varlığı öğrenilen bilgilerin o işle ilgili olmasına ve uygulanabilir olmasına bağlıdır. Ayrıca işletmelerin varlıklarını devam ettirebilmeleri açısından önemli bir diğer kavram örgütsel vatandaşlık davranışıdır. Bireylerin çalışma ortamında bildiklerini paylaşması, birbirlerine yardımcı olmaları iş tatmini açısından önem arz etmektedir. Çalışmanın amacı, örgütsel öğrenme ve örgütsel vatandaşlık davranışının iş tatmini üzerindeki etkisini incelemektir. Bu amaç çerçevesinde 256 akademisyene anket çalışması uygulanmıştır. Elde edilen veriler regresyon analizi ile test edilmiştir. Yapılan analizler sonucunda örgütsel öğrenme ve örgütsel vatandaşlık davranışının alt boyutlarının iş tatmini üzerinde etkili olduğu görülmüştür. Bu kapsamda örgütsel öğrenmenin deneyim boyutunun iş tatmini üzerinde pozitif yönde anlamlı bir etkisi olduğu görülmüştür. Ayrıca örgütsel vatandaşlık davranışının centilmenlik ve sivil erdem boyutlarının iş tatmini üzerinde pozitif yönde anlamlı etkisi tespit edilmiştir.
Due to globalization organizations have to keep on learning something and undergo one or the other change to keep themselves updated. Changes leads to confusion and insecurities in employees. To handle these changes efficiently emotional intelligence is crucial. Therefore EI was studied to understand if it predicts different phases of organizational learning in heavy manufacturing industries. It was found that total EI and its dimensions-emotional sensitivity and emotional competence had significant positive relationship organizational learning; while emotional competence was the only significant predictor of organizational learning.
I present a multilevel theory of emotion and change, which focuses on attributes of emotional intelligence at the individual level and emotional capability at the organizational level. Emotional intelligence facilitates individual adaptation and change, and emotional capability increases the likelihood for organizations to realize radical change. I also present a mesolevel framework relating emotion-attending behaviors to three dynamics of change: receptivity, mobilization, and learning. These behaviors, which I term emotional dynamics, constitute the organization's emotional capability.
This article reviews theories of organizational learning and presents a framework with which to organize the literature. We argue that unit of analysis provides one critical distinction in the organizational learning literature and research objective provides another. The resulting two-by-two matrix contains four categories of research, which we have called: (1) residues (organizations as residues of past learning); (2) communities (organizations as collections of individuals who can learn and develop); (3) participation (organizational improvement gained through intelligent activity of individual members), and (4) accountability (organizational improvement gained through developing individuals' mental models). We also propose a distinction between the terms organizational learning and the learning organization. Our subsequent analysis identifies relationships between disparate parts of the literature and shows that these relationships point to individual mental models as a critical source of leverage for creating learning organizations. A brief discussion of the work of two of the most visible researchers in this field, Peter Senge and Chris Argyris, provides additional support for this type of change strategy.
The present study examined the impact participation in decision-making (PDM) had on the relationship between perceptions of organizational politics and expressions of job satisfaction among 1251 public sector employees. We hypothesized that perceptions of organizational politics would reduce job satisfaction and that the detrimental effect of poltics on job satisfaction would be weakest among workers who engage in consensus decision-making with their supervisors. We used confirmatory factor analyses to determine whether the variables used in this study reflected distinct constructs. Then, we used correlational analysis and hierarchical moderated multiple regression analyses to test the hypotheses. Results indicated that the variables reflected distinct constructs and confirmed the hypotheses. Examination of the interaction indicated that the effect of PDM on job satisfaction was robust at high levels of perceived politics.
Investigates whether emotional intelligence measured by the Swinburne University Emotional Intelligence Test predicted transformational, transactional and laissez-faire leadership styles measured by the multifactor leadership questionnaire in 110 senior level managers. Effective leaders were identified as those who reported transformational rather than transactional behaviours. Emotional intelligence correlated highly with all components of transformational leadership, with the components of understanding of emotions (external) and emotional management the best predictors of this type of leadership style. The utility of emotional intelligence testing in leadership selection and development is discussed.
This paper presents a model of team learning and tests it in a multimethod field study. It introduces the construct of team psychological safety—a shared belief held by members of a team that the team is safe for interpersonal risk taking—and models the effects of team psychological safety and team efficacy together on learning and performance in organizational work teams. Results of a study of 51 work teams in a manufacturing company, measuring antecedent, process, and outcome variables, show that team psychological safety is associated with learning behavior, but team efficacy is not, when controlling for team psychological safety. As predicted, learning behavior mediates between team psychological safety and team performance. The results support an integrative perspective in which both team structures, such as context support and team leader coaching, and shared beliefs shape team outcomes.
Participation in decision making (PDM) takes several distinct forms. A review of empirical studies demonstrates that effects of participation on satisfaction and performance vary according to form. The findings cast doubt on the conclusions of earlier reviews based on a unidimensional view of PDM and raise several issues for the study and practice of PDM.
Despite a reluctance on the part of organizational researchers to deal with the subjects of emotions or spirituality, recent researchers have begun to argue for the importance of exploring their relationship to workplace performance. Recent research, for example, has shown a positive relationship between emotional intelligence and workplace success. Similarly, it appears that spirituality is related to workplace performance or effectiveness. This paper explores the impacts of emotional intelligence and spirituality on workplace effectiveness, presents several theoretical models examining possible linkages among these variables, and, finally, presents several ideas for future research deriving from the models.
One hundred and eight adults ranging in age between eighteen and sixty years were surveyed to assess their emotional intelligence (EI), goal orientation, life satisfaction, and depression symptomatology. Path analysis outcomes attested to the construct validity of EI. In addition, path analysis showed EI to be positively related with an adaptive form of goal orientation and with life satisfaction—and to negatively influence depression symptomatology through mediation of these other processes. Implications for personal functioning were discussed and recommendations were made for further study.
This study examined the mediating role of procedural justice in the relationship between participation and satisfaction. The study design used 3 possible goal-setting methods—assigned, self-set, and participative. A total of 235 undergraduate students participated in 3 trials of a class scheduling task. Structural equation modeling of the predicted model showed that perceived participation affected satisfaction through effects on the perceived fairness of participation in decision-making procedures. Tests of an alternative model further supported the hypothesized relationship. The results suggested that perceived justice may be responsible, at least in part, for participation effects on satisfaction and may provide an explanation for inconsistencies in prior participation studies. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Implementation of organizational learning is complicated by the lack of a systematic approach that includes the measurement of learning capability. We propose that by identifying and measuring the essential organizational characteristics and management practices that promote organizational learning, one could develop a benchmark of learning capability that would enable managers to design interventions to overcome specific barriers in building a learning organization. Based upon a review of the literature, we developed an Organizational Learning Survey (OLS) to measure learning capability. Our research with five different organizations indicates that the OLS does discriminate between organizations on those characteristics important to learning. We also discuss the implications of using such an approach for intervention and change in building more effective learning organizations. The paper also discusses other perspectives of organizational learning, some of the limitations of the OLS measurement scale and future research directions.
We present a model linking perceptions of job insecurity to emotional reactions and negative coping behaviors. Our model is based on the idea that emotional variables explain, in part, discrepant findings reported in previous research. In particular, we propose that emotional intelligence moderates employees' emotional reactions to job insecurity and their ability to cope with associated stress. In this respect, low emotional intelligence employees are more likely than high emotional intelligence employees to experience negative emotional reactions to job insecurity and to adopt negative coping strategies.
Relying on concepts found in prospect theory (D. Kahneman & A. Tversky, 1979), the value function of voice-based participation (i.e., the relationship between the amount of voice received and the value attached to that quantity) was examined. In keeping with tenets of prospect theory, the value function of voice exhibited a nonlinear pattern. Points were identified in which voice displayed significant improvements and diminishing marginal returns on response measures of process fairness, decision control, and outcome satisfaction. Task meaningfulness, a moderator of voice-based participation, did not change the general shape of the value function but did influence the intensity of participant reactions at low and high levels of voice. Voice influence, a second moderator of voice-based participation, had minimal impact on participant responses.
The present study examined the impact participation in decision-making (PDM) had on the relationship between perceptions of organizational politics and expressions of job satisfaction among 1251 public sector employees. We hypothesized that perceptions of organizational politics would reduce job satisfaction and that the detrimental effect of poltics on job satisfaction would be weakest among workers who engage in consensus decision-making with their supervisors. We used confirmatory factor analyses to determine whether the variables used in this study reflected distinct constructs. Then, we used correlational analysis and hierarchical moderated multiple regression analyses to test the hypotheses. Results indicated that the variables reflected distinct constructs and confirmed the hypotheses. Examination of the interaction indicated that the effect of PDM on job satisfaction was robust at high levels of perceived politics.
In the study on which this article is based, nursing homes with the most improvements in resident outcomes had greater registered nurse (RN) participation in decision making than did homes with the least improvements. The results suggest that nursing homes that want to improve quality can use RN participation to make improvements without significantly increasing costs. Complexity theory served as a framework for the study.
This study examined the mediating role of procedural justice in the relationship between participation and satisfaction. The study design used 3 possible goal-setting methods-assigned, self-set, and participative. A total of 235 undergraduate students participated in 3 trials of a class scheduling task. Structural equation modeling of the predicted model showed that perceived participation affected satisfaction through effects on the perceived fairness of participation in decision-making procedures. Tests of an alternative model further supported the hypothesized relationship. The results suggested that perceived justice may be responsible, at least in part, for participation effects on satisfaction and may provide an explanation for inconsistencies in prior participation studies.
Relying on concepts found in prospect theory (D. Kahneman & A. Tversky, 1979), the value function of voice-based participation (i.e., the relationship between the amount of voice received and the value attached to that quantity) was examined. In keeping with tenets of prospect theory, the value function of voice exhibited a nonlinear pattern. Points were identified in which voice displayed significant improvements and diminishing marginal returns on response measures of process fairness, decision control, and outcome satisfaction. Task meaningfulness, a moderator of voice-based participation, did not change the general shape of the value function but did influence the intensity of participant reactions at low and high levels of voice. Voice influence, a second moderator of voice-based participation, had minimal impact on participant responses.
We propose a model of gainsharing as an organizational learning system. Analyzing employee suggestions submitted over the first four years of a gainsharing plan at one plant, we found that although conventional explanations of how gainsharing works predicted changes in the volume of total suggestions, changes in their content were consistent with an organizational learning process. Suggestions indicating "first-order learning" were initially high but declined over time as a percentage of total suggestions, and suggestions congruent with "second-order learning" became a larger portion of the total suggestions over time.
In this research, I proposed and tested a model of how firms learn from their strategic alliances. Based on a survey of 151 firms, the results suggest that experience alone is insufficient for the achievement of the greatest benefits from collaboration. Experience must be internalized first, and collaborative know-how must be developed for this experience to contribute to future collaborative benefits.
163 school administrators were surveyed to examine the relationships among participative decision-making, over-all job satisfaction, facet job satisfaction, and organizational commitment. All associations among these variables were positive, significant, and meaningful. The findings were discussed in light of recent organizational practices toward a more decentralized management approach, characterized by empowerment of lower-level employees and increased use of teamwork.
Organizations considering having their employees participate in workplace decision making are faced with significant decisions about the nature and extent of activities in such programs. In general, the managerial literature provides mixed reviews on the success of these types of programs. The present study examines, by means of Rasch model analysis, the experiences of a large sample of organizations undertaking a variety of participation-related activities. The results suggest that there is an underlying relationship among differing employee participation activities, and, consequently, attention must be given to the processes used to choose and implement those activities.
Implementing continuous quality improvement (CQI) in acute care general hospitals was investigated as an occurrence of a paradigm shift and organisational learning. Presented within a contextual framework, two case studies are reported, and are complemented by a survey of hospitals operating in Ontario, Canada. The findings support a top-down approach where the CEO exhibits transformational leadership and aligns the organisation's strategy, structure, and culture to CQI. The conflicting stakeholder goals of quality of care and cost savings are harmonized. Organisational members undergo both a cognitive and behavioural adjustment centred on teamwork, facilitated by training and education. Teamwork and involvement of physicians remain long-term challenges.
This paper adopts a view of organizations as complex adaptive systems and makes a case for making organizations more complex internally through the use of a fairly simple managerial rule - using participative decision making. Participation in decision making enhances connectivity in organizations, which in turn, gives the organization the opportunity to self-organize and co-evolve in more effective ways than when there is minimal connectivity (i.e., autocracy). The paper uses a specific body of research to support the arguments about why participation can benefit the practice of management in modern organizations.
An emerging challenge for health-care administrators is how to ensure harmony in a multicultural workforce. This is a cross-cultural study with 48 Australian and 90 Malaysian nurses. Using a path analytic approach, it was shown that the perceived content and context work properties contributed differently to job satisfaction. Specifically, for the Australian nurses, the task content dimensions were significant determinants of job satisfaction, while only the perceived information cues substantially contributed to the affective responses of the Malaysian nurses. Both types of workplace attributes influenced the nurse's organizational commitment. The implications for human resource practices in the increasingly important evolving health-care delivery industry are discussed.
Few topics have resulted in as much theory, empirical study, controversy, and practical application as participative decision-making (PDM). Although most past empirical research has assumed that the decision-making process in PDM was unidimensional, this paper explores a multidimensional view and examines the integration of degree of participation and decision-making processes and their relationship with satisfaction and performance. The results suggest that the degree of involvement in generating alternatives, planning, and evaluating results are related significantly to satisfaction and that degree of involvement in generating alternatives and planning are related significantly to performance.
This paper suggests that feelings (moods and emotions) play a central role in the leadership process. More specifically, it is proposed that emotional intelligence, the ability to understand and manage moods and emotions in the self and others, contributes to effective leadership in organizations. Four major aspects of emotional intelligence, the appraisal and expression of emotion, the use of emotion to enhance cognitive processes and decision making, knowledge about emotions, and management of emotions, are described. Then, I propose how emotional intelligence contributes to effective leadership by focusing on five essential elements of leader effectiveness: development of collective goals and objectives; instilling in others an appreciation of the importance of work activities; generating and maintaining enthusiasm, confidence, optimism, cooperation, and trust; encouraging flexibility in decision making and change; and establishing and maintaining a meaningful identity for an organization.
The present article chronicles the history of the field of organizational justice, identifies current themes, and recommends new directions for the future. A historical overview of the field focuses on research and theory in the distributive justice tradition (e.g., equity theory) as well as the burgeoning topic of procedural justice. This forms the foundation for the discussion offive popular themes in contemporary organizational justice research: (a) attempts to distinguish procedural justice and distributive justice empirically, (b) the development of new conceptual advances, (c) consideration of the interpersonal determinants of procedural justice judgments, (d) new directions in tests of equity theory, and (e) applications of justice-based explanations to many different organizational phenomena. In closing, a plea is made for future work that improves procedural justice research methodologically (with respect to scope, setting, and scaling), and that attempts to integrate and unify disparate concepts in the distributive and procedural justice traditions.
Theoretical development and integration in organizational learning and learning organizations are currently impeded by three conceptual issues—issues of definition, of bridging cognitive and behavioral perspectives, and of linking individual and organizational learning. This paper reviews these issues and suggests how they may be reconciled.
The paper argues against attempts to create asingle framework for understanding organizationallearning. Relevant literature is reviewed from sixdisciplinary perspectives: psychology and OD; management science; sociology and organizational theory;strategy; production management; and culturalanthropology. It is argued that each discipline providesdistinct contributions and conceptions of problems.Furthermore, a basic distinction between organizationallearning and the new idea of the learning organizationis noted. Whereas the former is discipline based andanalytic,the latter is multidisciplinary and emphasizes action and the creation of anideal-type of organization. Due to thediversity of purpose and perspective, it is suggestedthat it is better to consider organizational learning asa multidisciplinary field containing complementary contributions andresearch agendas.
Previous experimental studies of participation have typically examined its motivational (especially commitment) benefits. These studies showed that these benefits are neither large nor consistent. The present study focused on the cognitive benefits of participation in decision making (pdm) and on the role of a different motivational mediator, self-efficacy. Unlike previous research which claimed to study the cognitive (informational) effects of participation, the present experiment: (a) allowed the information concerning task strategies to emerge from group discussion rather than being manipulated by the experimenter; (b) measured the actual strategies that were developed and used by subjects in the pdm condition; and (c) measured self-efficacy which was associated with the discovery and use of these strategies. It was found that the strategies developed by the subjects and their self-efficacy completely mediated the effect of participation on performance. Further, participation in setting goals, consistent with previous studies, did not affect performance but did affect self-efficacy.
Despite a plethora of studies purporting that learning could occur at the individual, team and organizational levels, there is still a lack of reported empirical evidence on these linkages. Accordingly, these theoretical assumptions will be tested with empirical evidences in this study. Interestingly and contrary to the literature, individual learning was not significantly related to organizational learning. Internal team learning (learning within teams) was partially related to organizational learning, and external team learning (cross-functional team learning) was significantly related to organizational learning. Organizational learning was conceptualized and tested as a three-factor variable that consists of commitment to learning, shared vision, and open-mindedness. A discussion of the results is provided.
In decades past, workers were, in effect, told to leave their emotions at home and most complied. No more. A person with high emotional intelligence (EI) has the ability to understand and relate to people. In fact, this skill is now considered to have greater impact on individual and group performance than traditional measures of intelligence such as IQ. When emotional intelligence is present, there is increased employee cooperation, increased motivation, increased productivity, and increased profits. However, emotional intelligence is lacking in the US workplace. This lack is clearly chronicled in the comic strip, Dilbert, where Scott Adams, the creator, lampoons what occurs in the workplace: vapid corporate-speak with no guts and no emotionally-honest message. This article defines emotional intelligence, describes how the comic strip, Dilbert, daily depicts situations where emotional intelligence is lacking, and discusses the organizational benefits of having emotionally intelligent managers and employees.
To succeed, educational leaders must be able to forge working relationships with many people and be mediators and mentors, negotiators and networkers. Administrators must be self-confident, be able to modulate emotions, be unusually persuasive, cultivate positive relationships, and continually develop their emotional intelligence. The right kind of training can help increase leaders' social competence. (13 references) (MLH)
Addresses criticisms of the authors' previous linking of emotion and intelligence by explaining that many intellectual problems contain emotional information that must be processed. Using P. Salovey and J. D. Mayer's (1990) definition of emotional intelligence as a type of social intelligence that involves the ability to monitor one's own and others' emotions, to discriminate among them, and to use the information to guide one's thinking, it is argued that intelligence is an appropriate metaphor for the construct. The abilities and mechanisms that underlie emotional intelligence are described. These mechanisms are (1) emotionality itself, (2) facilitation and inhibition of emotional information flow, and (3) specialized neural mechanisms. Emotionality contributes to specific abilities, and emotional management influences information channels and problem solving. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This paper reviews the literature on organizational learning. Organizational learning is viewed as routine-based, history-dependent, and target-oriented. Organizations are seen as learning by encoding inferences from history into routines that guide behavior. Within this perspective on organizational learning, topics covered include how organizations learn from direct experience, how organizations learn from the experience of others, and how organizations develop conceptual frameworks or paradigms for interpreting that experience. The section on organizational memory discusses how organizations encode, store, and retrieve the lessons of history despite the turnover of personnel and the passage of time. Organizational learning is further complicated by the ecological structure of the simultaneously adapting behavior of other organizations, and by an endogenously changing environment. The final section discusses the limitations as well as the possibilities of organizational learning as a form of intelligence.
Implications of organizational learnin_g for nursing managers from the cultural, interpersonal and systems thinking perspectives
This paper discusses the implications of organizational learnin_g to healthcare administrators, in particular nursing managers, from the cultural, interpersonal and systems thinking perspectives. In the various perspectives the reasons for organizational ineffectiveness and remedies are presented. There is little doubt that pressure for nurses to perform is escalating as healthcare institutions attempt to improve the quality of service through restructuring and change, which leads to greater job dissatisfaction, higher turnover, lower morale and increased industrial actions of nurses. An integrated approach to organizational learnin_g is arguably important for the effective management of nurses during periods of transition.
In the present study, two models were tested that can improve understanding of the link between participation in decision-making and organizational citizenship behaviour (OCB). In Model 1, it is assumed that perceived supervisory support mediates the link between participation in decision-making and OCB. In Model 2, organizational commitment is presented as the mediator variable. The sample (N = 142) was drawn from employees from 10 departments of a medium-sized trade company in the Netherlands. To improve the reliability of the results, the data were subjected to multilevel analyses. Because no link was observed between commitment and OCB, Model 2 was rejected. In contrast, Model 1 was supported by the data, suggesting that participation in decision-making promotes employees' sense of supervisory support to them, which made employees more likely to reciprocate by exhibiting OCB.
This paper synthesizes research on the organizational learning phenomenon. The concept of organizational learning systems is proposed and developed. Learning systems are the mechanisms by which learning is perpetuated and institutionalized in organizations. Findings from an exploratory study of organizational learning are used as a basis for developing a typology of organizational learning systems.
In the present study, two models were tested that can improve understanding of the link between participation in decision-making and organizational citizenship behaviour (OCB). In Model 1, it is assumed that perceived supervisory support mediates the link between participation in decision-making and OCB. In Model 2, organizational commitment is presented as the mediator variable. The sample (N = 142) was drawn from employees from 10 departments of a medium-sized trade company in the Netherlands. To improve the reliability of the results, the data were subjected to multilevel analyses. Because no Link was observed between commitment and OCB, Model 2 was rejected. In contrast, Model 1 was supported by the data, suggesting that participation in decision-making promotes employees' sense of supervisory support to them, which made employees more likely to reciprocate by exhibiting OCB.
In the study on which this article is based, nursing homes with the most improvements in resident outcomes had greater registered nurse (RN) participation in decision making than did homes with the least improvements. The results suggest that nursing homes that want to improve quality can use RN participation to make improvements without significantly increasing costs. Complexity theory served as a framework for the study.
This paper outlines a broad conceptual framework for participation in organizations, which provides an overview of four defining dimensions of participatory social arrangements in organizations and their often complex interdependencies. The dimensions of participation discussed in this paper include the social theories underlying participatory social systems and the values and goals each of them implies for participation, the major properties of participatory systems, the outcomes of participation in organizations, and the contextual characteristics of participatory systems which limit or enhance their potential. The view of participation presented in this paper is of a multidimensional, dynamic social phenomenon, the study of which transcends questions unique to any given discipline paradigm and which requires an integration of micro and macro questions. The implications of this conceptualization for theory building, research, and methodology are briefly discussed.