Emotional Intelligence Case Study

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Introduction: As stated by Snow (2011), “Distorted pay scales may mean loss of staff motivation and the reward that comes from promotion and training.” A situation was taken from an article by Chase Et. Al (2000), for a case study of how Jean, an unappreciated employee who has given her organisation six years of hard work and dedication, would deal with a situation where she needs to confront her boss regarding issues seeming unfair to her.
“If the pay differentials between staff are not re-instated, there could be discontent between groups.” To address this de-motivation that Jean was feeling, she decides to meet with her boss. Performance review meeting can generally be pressured and patronising. The most ideal way of communication using
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Jean should face the speaker and make eye-contact to encourage a fruitful conversation. Enhanced listening will increase Jeans productivity in the future (Rane, 2011).
Emotional Intelligence skills:
(Salovey & Mayer, 1990) stated, “Reasoning that takes emotions into account is what we have referred to as Emotional Intelligence.” They discovered that this definition does not cover all aspects of Emotional intelligence and hence corrected their definition to, “Emotional intelligence involves the ability to perceive accurately, appraise and express emotion; ability to access and/or generate feelings when they facilitate thought; the ability to understand emotions and emotional knowledge; and the ability to regulate emotions to promote emotions and intellectual growth.” (Salovey & Mayer, 1996).

“Emotional intelligence involves knowing when and how to express emotions, as much as controlling emotions. Simply controlling emotions is not adequate for sustained success.” (Webb,
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As cited in (Omran, Mahmood & Hussin, 2009) ten qualities were proposed to make a manager effective, they are, Ability to delegate tasks among subordinates, inspiring a shared vision, good communicating skills, enthusiasm, team building skills, problem solving skills, empathy, and competence cool under pressure. It was further explained that these qualities ought to be practiced altogether before significant results can be seen. (Barry, T. R., 2000).
According to Rosso, (2013) Jean should develop a give-and-take relationships with her managers while understand his agendas and perspectives and hence successfully balance her personal needs with those of the broader organization. (Rosso, 2013)
Jean should also adopt the ‘Benevolent Autocrat’ style of leadership while dealing with her HOD; thus knowing what she wants from him, the situation and how to get things completed in her way without causing resentment. She needs to accept that she would eventually have to collaborate with her HOD and finally reach a consensus which is beneficial to them both as well as the organisation as a
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