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Need help with synthesizing and summarizing these practitioners…
Need help with synthesizing and summarizing these practitioners findings
Sections 2.5.1 and 2.5.2 examine the practitioner’s literature to identify themes or trends in previous efforts to address the issue of retail executives with low EI who struggle to manage complex organizational changes, resulting in reduced staff engagement and performance (Ojo et al., 2020). They contrast past endeavors before 2018 with current efforts from 2018 to 2023. The analysis identifies a practice gap and a project to comprehend retail leaders’ perspectives on EI’s impact on organizational change and utilization. This helps to understand how EI contributes to change implementation and potential areas of development and innovation.
2.5.1 Previous Practitioner Efforts to Address the Problem
In the research section, measuring and developing EI with retail leaders can help them influence employee motivation and change within the organization. This section will discuss EI measurement, employee motivation, and controlling organizational change. In addition, practitioners who have addressed these topics related to the business problem will be identified in this section. The report will also detail how the issue was addressed and how much success or failure was achieved. Additionally, this section will explore areas of agreement and disagreement among academic researchers and data collection techniques and instruments used by previous researchers.
2.5.1.1 EI Measurement
Dulewicz et al. (2003) found significant links between EI and job performance, with higher scores indicating lower stress, higher health, and better performance at work. All five measures were also influenced by self-awareness, emotional resilience, and motivation. Using the Mayer and Salovey (2000) EI model, Groves et al. (2008) examined the development of EI among fully employed business students. Through training, EI can be deliberately developed, providing empirical evidence for EI’s deliberate action. A 24-item EI measurement instrument, the EISDI, demonstrated acceptable scale reliability, consistency, and divergence from personality dimensions and social attractiveness. To reference management development activities and improve leadership skills, the EISDI is a valid self-report measure of EI ability based on Groves et al. (2008)’s study.
Muyia (2009) defines emotional intelligence (EI) as three types: ability model, personality model, and mixed model. EI develops over time and can be measured through performance tests. Emotion perception is essential, whereas using, understanding, and managing it involves regulating emotions in oneself and others. Mixed models emphasize “noncognitive intelligence” by combining emotional ability with personality, motivation, and affective dispositions. To measure EI, it uses self-reported inventories (Muyia, 2009). According to Goleman’s (1995, 1998) performance-based leadership model, self-awareness, relationship management, social awareness, and self-management are the four dimensions of leadership. According to Bar-On (1997), the mixed model of personality has five significant dimensions and 15 competencies, including intrapersonal skills, interpersonal skills, adaptability skills, stress management, and general moods. These competencies will influence employees’ ability to understand themselves, express themselves, relate to others, and cope with daily demands and pressures.
According to Goleman & Boyatzis (2017), a well-balanced set of EI skills is crucial to success, and coaching offers expert support during the ups and downs to improve EI deficits. EI can be learned and developed through proper training to predict successful life outcomes and is crucial to success. The relationship between EI and job performance has been examined using assessment tools like the MSCEIT. Experts have questioned its validity, and few studies have been published because of self-assessment questionnaires (Druskat & Woff, 2001; Goleman & Boyatzis, 2017).A person’s emotional intelligence can be improved through training and awareness of themselves and others. Emotional intelligence can be developed through targeted training and practice in understanding, managing, and perceiving emotions (Ovans, 2015). Practitioners leverage various training techniques to enhance emotional intelligence skills and promote well-being, including mindfulness exercises, role-playing scenarios, and self-reflection activities. These can be applied in many business contexts, especially in retail.
2.5.1.2 Employee Motivation
Motivating employees and fostering a positive work environment requires effective leadership. The impact of EI on job performance is still debated, but management has embraced it. According to a cascading model developed by Joseph and Newman (2010), emotional intelligence is linked to job success. According to Vidyarthi et al. (2014), contextual modifiers of employees’ job performance are related to leaders’ emotions. Evidence shows leaders’ perceptions of power distance may influence employee work performance-related behaviors. Emotions of leaders accounted for 24.3% of the variance between groups in work performance.
The results support theories on individual-level cultural traits and suggest that leaders’ EI can be helpful to employees without good exchange ties.In Hong et al. (2014)’s study, EI and motivation to lead (MTL) are correlated in the development of student leaders. EI predicts leadership motivation as individuals can regulate their emotions, make prudent decisions, and promote constructive cognitive processes (Herbst & Maree, 2008). Maamari and Majdalani (2017) investigate the relationship between EI and organizational commitment, focusing on financial outcomes. An employee’s and leader’s EI positively correlates with their leadership style, with transformational leadership being more beneficial to teamwork, cooperation, and performance (Jufri & Wirawan, 2017). Future studies should examine leadership styles across various economic sectors and compare organizational commitment and EI factors. As a strong predictor of leader emergence in leaderless group discussions and project teams (Hong et al., 2014), further research is needed to generalize findings and explore the individual-level factors affecting how EI impacts leadership. Employee performance can be improved by understanding personality traits and leadership effectiveness (Vidyarthi et al., 2014).
Leadership that promotes EI significantly improves employee performance and job satisfaction.In addition to recognizing and expressing emotions effectively, leaders with high EI contribute to the organization’s vision by influencing others. Studies have shown that emotional intelligence is closely related to leadership effectiveness, overall job performance, and organizational commitment (Kerr et al., 2006; Van Rooy & Viswesvaran, 2004). Employee satisfaction, performance, and corporate success are all enhanced by investing in emotional intelligence.
2.5.1.3 Influencing Organizational Change
Practitioners have studied emotional intelligence and interpersonal justice to reduce adverse effects of mood and emotion on organizational reactance and subversion, finding that Low-intensity emotions affect information processing, memory, decision-making, and problem-solving (Castro et al., 2014; Intelligent Way to Manage Change, 2014). Effective leadership requires emotional intelligence to facilitate organizational change. Organizations need emotional intelligence to stimulate creativity and EI. Transformational leaders understand and control emotions to foster creativity, identity, and a healthy workplace culture (Castro et al., 2014). Emotional intelligence boosts employee innovation even without the standard method variance mistake (Altindag & Kösedagi, 2015).Creativity is affected by some EI dimensions, but not all. Castro et al. (2014) examined 66 leader-employee dyads in a large healthcare institution in Iberia using the Climate for Creativity Scale (KEYS).Sunheim (2017) suggests that leaders should be self-encouraging and understand their followers’ emotions to assist them in recovering from negative emotions.By developing trust and maintaining organizational identity, emotional intelligence plays a crucial role in influencing organizational change (Castro et al., 2014; Sunheim, 2017)
High emotional intelligence allows leaders to build confidence within their teams and across the organization (Prati et al., 2003). A leader with emotional intelligence can also better navigate the complexities of organizational change by maintaining and promoting a sense of corporate identity and vision.Smollan & Parry (2011) studied how emotional intelligence (EI) influences employees’ change and emotional responses. Leaders with high EI are better able to handle emotional labor. The study of 24 participants found that followers appreciated leaders’ authentic emotional reactions, which helped them cope with change processes. Sincerity is essential for emotionally intelligent and honest leadership. A leader who acknowledges their emotions provides psychological support and is more optimistic about change (Lee, 2013). By creating a safe space for followers to express their feelings, organizations can improve well-being and solve complex problems. Practitioners believe emotional intelligence is essential for effective leadership in facilitating organizational change.
