Emotional Intelligence (EI) has become one of the most important modern training techniques with modern industries. Evidence has it that emotional intelligence is an important factor attributed to increase in personal effectiveness. According to (London, 2011) the emotional intelligence training programs is expressed in emotional quotient and measures the individual personal and social life. The development program provides information the individual active skills in their area of emotions (p. 64). The paper shall employ emotional intelligence in development of professional development program for Eastman Kodak. The proposal will provide insights on how the EI enhances organizational performance by fostering communication, teamwork, improving interpersonal relationships and strengthening of inter-level coordination.
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Emotional Intelligence (EI) and Motivation
Emotional Intelligence has been defined as having and individual awareness of personality type (Martin, Breunig, Wagstaff & Goldenberg, 2017). Developing an understanding of emotional intelligence can help leaders to understand behaviors, attitudes and motivations of followers. According to (Christie, Jordan, Troth & Lawrence, 2015) there is a close link between emotional intelligence and motivation, which is crucial for increased job performance and efficiency. Chapman (2014) asserts that human beings are goal-oriented and that having self-motivations means people pursue their goals with passion, energy, commitment and persistence. However, higher levels of motivation can be achieved only by overcoming internal states, harnessing of one’s emotions and channeling them in positive direction. The author argues that this enable people to achieve best performance, gain happiness and well-being (pp. 47).
Emotional intelligence consists of complex and systematic composition of building blocks which are critical in creating a distinction in the competencies that are required of a professional development program. Stein (2017) reiterates the role of relationship and self-management in influencing employee performance, job satisfaction and overall organizational efficiency. These two components are important in the development of employee potential, their performance as well as professional and social skills, which are necessary for meeting the organizational performance targets. Meeting employee social needs through favorable communication leads to satisfaction in workplace leading to job motivation.
The motivation theory is intertwined between self-management and relationship management. According to (Gorman, 2010) communication and employment of one’s social place in team (s) is important for job satisfaction, social well-being and self-actualization as outlined in Maslow’s pyramid of hierarchy of needs. For example, teamwork can be greatly enhanced by encouraging organization employees to boost their belongingness through joining teams, respecting their colleagues and clients and getting trust and encouragement from their supervisors. Moreover, the three-factor theory of needs developed by Alderfer defined relatedness satisfaction and growth, that lead to performance excellence and job satisfaction owing to better Emotional Intelligence competence (Ricketts & Ricketts, 2011). An example is encouraging of a sales unit employee to perform well and enjoy their job if they are trained on how to self-manage and to keep in touch with other organizational employees.
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EI and Social Skills and Decision Making
One of the greatest way of motivating individuals is encouraging participation and accepting of diversity of opinion (Ricketts & Ricketts, 2011). Leaders that have high levels of emotional intelligence incorporate diverse opinion and encouraging participation as a way of improving employee social skills. Participation allows organization employees to interact with one another and share workplace ideas. An interaction with company supervisors is also important in conflict resolution as well as problem solving.
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Moreover, (Styron & Styron, 2017) asserts that emotional intelligence impacts on the workplace environment through creation of a climate where information is shared, there is trust, risks can be taken and where there is encouragement of learning. In contrast, low levels of emotional intelligence promote fear and general anxiety. In the case of Eastman Kodak, the task force can identify potential leaders within the organization workforce and develop their emotional intelligence skills. For instance, if the EI skills of such leaders are developed within the company, better decisions can be achieved through creation of more solutions and incentives. Other employees can attain self-actualization and remain satisfied with the imposed authority.
The new organization leaders can analyze and explore their emotional intelligence competence so as o provide effective social communication among their subordinates. In return, the organization supervisors can encourage the new leaders in their roles to become mentors and internal consultants, creating a motivated workforce. Such motivation is critical in creation of empathy, teamwork and efficacy among the subordinates. In addition, motivation and team interest among the employees can be increased through rolling lead. If the authority within the organization lies with different employees with distinguishing mindsets and high emotional intelligence awareness, then decision making would be dynamic and can adapt to any changes within the company. The shift will be of benefit to employees through a satisfaction of their social and professional needs. This would lead to social and economic benefits to the company, such as workplace diversity, objectivity of decision making, inclusivity and increased motivation and commitment.
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An individual who is an effective team player allows for effective collaboration within teams. According to (DuBrin, 2011) being an effective team player is also a huge factor influencing perceptions of managers since organizational managers hold such behaviors with high regards. However, in order for one to be an effective team player, there are a number of core attributes that are important. The important team player attributes are task-related and people-related attributes.
Task related teamwork attributes are focused on the teamwork or group work goals than interpersonal relationships. According to (DuBrin, 2011) task related attributes include possession and sharing of technical expertise, assumption of responsibility for problems, willingness to commit to team goals, willingness to ask tough questions and ability to try new ideas. People-related attributes of an effective team cultivates a conscious awareness of interpersonal relations among its members. Together with trust, they constitute important factors for task accomplishment.
In order to enhance skills and improve teamwork, Kodak management and staff must implement the different elements of self-awareness, social-awareness, self-management and relationship management. These strategic elements are critical in development of team dynamics. Self-awareness provides a way in which the organization can make assessment and monitor the emotions of its employees. Possession of self-awareness is critical for employees when faced with challenges.
Moreover, social awareness is both a skill and an effective ingredient that is important for the development of empathy. Having such a skill is important for the management of group dynamics and influencing other members. Whereas self-management helps in strengthening team cohesion among staff, because they are adaptable and possess higher optimism for achievement and performance. Relationship management is important for diversity reasons as it allows team members to work with members from other diverse groups. Also, relationship management allows managers and team members to exert influence and inspire colleagues towards cohesive and common collaboration.
Reward system is one of the human resource interventions of appreciating employee contributions towards organization goals (Anderson, 2017). The employee reward system for Eastman Kodak Company should consist of staff rating and incentives. Staff rating provides a qualitative and quantitative framework for evaluation of employee performance. The motivational strategies such provision of job support should be aimed at finding out reasons for underperformance and providing appropriate measures oriented on EI, such as re-training, changing role to match employee capabilities and competencies and re-certification. Providing support during performance of job can greatly improve job satisfaction and increase willingness to learn.
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The use of incentives such as performance related bonuses and pay-rise is important for reinforcing good work ethics and encouraging high job performance. Employee ratings will provide an evaluation of performance which should be appreciated in form of incentives that include bonuses and pay rise. However, employees who do not attain the required levels of performance should be encouraged for example through open communication where an employee is taken through his rating and shown areas that need improvement. This should include an appreciation of their role in company performance and assured of their abilities to improve and contribute even to greater growth.
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