Report on the perspective of Emotional Intelligence

In this part of the literature review, both leadership and emotional intelligence are going to be discussed. There are different styles of leadership and in this chapter, we are going to discuss only Transformational and Laissez-Faire leadership styles. In an organizational context, leadership has a great significance and it has been suggested that at some extent, leadership is associated with emotional intelligence. Thus, studies are going to be examined and information will be collected from the point of view of different researchers.

Leadership of the perspective of Emotional Intelligence

Grint, Jones, and Holt (2016) explain that leadership as a topic has been gaining attention for more than hundreds of years. However, the necessity of effective leadership has been mentioned more strongly than at present. They argue that in this international and changing environment, an answer is held by leadership to the success for not only organizations and people, but also nations, regions, and sectors (Grint, Jones, & Holt, 2016).

In spite of the recognition of the significance of leadership, there is a certain confusion as to how leadership can actually be described and what its definition is now. In review research for leadership, the authors concluded that in studies, there are as many definitions as there are people who have tried to simplify the concept. At the center of the issue regarding the definition of leadership, there exist two basic difficulties according to Kruse (2013) (Kruse, 2013).

First of all, notions such as happiness, freedom, and love are often associated with leadership. It indicates that the concept is a complex construct which opens to different subjective interpretations.

Individuals have their own understandings of what leadership is all about based on both learning and experience. Secondly, the manner in which leadership is understood and defined is influenced strongly by the theoretical stance that a person takes. (Nohria & Khurana, 2010). In addition, there are people who perceive leadership as the result of some characteristics or traits which leaders possess. Some others perceive it as a social process that arises from relationships of groups. A difference in opinions is resulted by these divergent views.

Ulrich and Smallwood (2012) studying leadership theory seemed to identify 4 common themes in the manner how leadership is conceived now: (1) It is a process; (2) influence is involved in leadership; (3) in a group context, leadership takes place; and (4) goal attainment is involved in leadership.

Thus, they define “leadership is actually a process in which several individuals are influenced by a person for achieving a common objective” (Ulrich & Smallwood, 2012). It can be said that this definition is good but it still is indicating a person as a lead source. A more combined leadership concept emerges from a review: “Most of the leadership definitions illustrate an assumption that it includes a process of social influence where a person exerts an intentional influence over other individuals for structuring relationships and activities in an organization or a group”. However, even this definition is obscuring as much as it is revealing. It raises a question regarding the actual nature of this influence and how relationships and activities can be structured by it (Silva, 2016)

In short, the process of leadership is quite complex as it touches many other significant personal, social, and organizational processes. It relies on the procedure of influence, which inspires people to thrive so that they can achieve group objectives through personal motivation and not through coercion. Now, it is all upon the choice to select which definition as it will be informed by the person’s own beliefs, organizational situation, and predispositions (Porter & Nohria, 2010).

Style Linked with Leadership

Giltinane (2013) explains that both leadership styles and leadership have been the center of significant discussion and debate for as long as individuals have been collaborating in the form of groups. There are many definitions of leadership just as there are many researchers of the subject. Some researchers focus on a specific leadership characteristic while some exclaim that leaders possess some common skills and habits (Giltinane, 2013). In order to properly understand these characteristics and habits, styles of leadership have been proposed (Jogulu, 2010).

Transformation Leadership Style

Transformation leadership or superior performance of leadership takes place when leaders elevate and broaden the interests of their workers when awareness is generated by them and both the mission and purposes of the group are simplified. It also exists when leaders stir their workers for looking beyond their own interests for the stake of the group.

These results are achieved by transformation leaders in different ways; they might adopt a charismatic behavior towards their workers; they might be meeting the emotional requirements of workers, or employees might intellectually be stimulated by them. Obtaining charisma in the perception of employees is quite close to being effective in being a transformational leader (Sadeghi & Pihie, 2012). Such leaders are very capable and they don’t only have confidence but also trust in them.

Employees are both excited and inspired by charismatic leaders with the idea that they might capable of accomplishing tough goals with extra effort. In addition, transformational leaders are considerate. They make sure that they are paying close attention to differences which exist among workers (Odumeru & Ogbonna, 2013). They become teachers to all those who require their assistance in developing and growing. When it comes to being a transformational leadership, intellectual stimulation is also significant. Leaders who are intellectually stimulating are capable of showing new ways for solving problems and teach them to see issues as the problems which must be resolved. They also teach employees that rational solutions must be emphasized upon by them. A transformational leader is successfully able to make his employees just as capable as him by making their more innovative in the face of serious issues. With his help, they are able to overcome tough issues on their own (McCleskey, 2014).

Malaise-Zaire Leadership Style

This style of leadership is also referred to as hands-off leadership style. It would not be wrong to say that when it comes to freedom, this style is the most flexible. The manager doesn’t offer instructions or directions to workers but gives them as much liberty as possible.L aissezFaires tyle appears to be easy-going and simple among subordinates and leaders. Both transactional and transformational leadership styles have been identified to be correlated positively with the outcomes in different kinds of organizations according to Chaudhry and Javed (2012) (Chaudhry & Javed, 2012).

Wong and Giessner (2018) say that Burns (1978) has mentioned behaviors of transactional leadership to be found on a process of exchange in which rewards are offered by the leader in return for the effort of a subordinate. Follower-leader relationships are believed to be formed on a set of bargains or transactions between followers and leaders. Recent studies on organizational commitment and leadership style (Wong & Giessner, 2018) indicate that transactional and transformational leadership have a positive relationship with the organizational commitment of workers while workers of KSA organization are more affected by transformational leadership. Authors also point out a sense of urgency in this leadership style is important for ensuring buy-in among workers.

In contrast to both transactional and transformational leadership, leaders adopting laissez-faire style exercise control over workers only a little and offer them significant freedom for carrying out their tasks in the absence of direct supervision. Such a leader also gives the authority of making decisions to the group and agrees with their collective decision (Yang, 2015).

Leadership and Emotional Intelligence

Goleman, Boyatzis, and McKee (2013) suggest that since the last ten years, interpersonal skills have gained more attention and have also become more important to effective leadership. And where leaders once appeared to inspect, plan, and control the running of a firm, leadership styles have taken the control. They appear to inspire and motivate others for fostering positive work attitudes and creating a sense of importance and contribution among workers (Goleman, Boyatzis, & McKee, 2013).

These contemporary requirements of leadership have place completely new demands on the training programs of leaders for developing these skills in leaders and on companies involved in the selection of leaders to determine them in candidates. Consequently, the study has been examining the underlying behaviors and attributes of leaders who effectively carry out these roles of leadership for identifying the training and selection criteria for the development and recruitment of effective leaders. Construct of EI or emotional intelligence has recently gained attention as an attribute of successful leadership (Harms & Credé, 2010).

Emotional intelligence is explained as a group of abilities which refer in part to how successfully a person handles emotions within others and himself. It has actually been suggested that in leadership, handling emotions effectively might contribute to how a person deals with the requirements of people and how one motivates workers Effective leadership skills at present have been suggested to depend on the understanding abilities related to EI and emotions (Cavazotte, Moreno, & Hickmann, 2012).

Transformation Leadership and Emotional Intelligence

In spite of concerns about several measurements of EI, interest in emotional intelligence still is high, particularly in the domain of leadership. Clarke (2010) explains that a recent meta-analysis has suggested EI has 0.24 as operational validity with criteria related to employment (Clarke, 2010). It has been noted by anthropologists that precise recognition and emotional displays of the emotional display of individuals are important for effective leadership and functioning in primate societies. In addition, there are several theoretical arguments which can be made for relationships among effective leadership and EI, particularly transformational leadership (Hur, Berg, & Wilderom, 2011).

Competencies of EI including empathy, transparency, self-awareness, and self-confidence have been discussed to be important exchanging visionary messages. It has been suggested by Mathew and Gupta (2015) suggest several aspects of emotional intelligence which would make transformational leadership easier. First of all, empathy might be important for transformational leaders who exhibit individual consideration to followers. Secondly, positive confidence and effective might be promoted by emotion management in followers to generate and express new ideas. Thirdly, self-aware leaders might have greater than normal sense of meaning and purpose. Fourth, those who are skilled at the management of emotions are also the ones who are more likely to put the needs of others ahead of their own needs. Authors also discussed that emotional appeals might be utilized transformational leaders for inspiring workers. They suggest that adherence to moral or professional leaders are common aspects of both transformational leadership and EI (Mathew & Gupta, 2015).

It has been identified that different styles of leadership can be displayed by leaders at different times to various degrees. However, effective leaders are explained as exhibiting behaviors of transactional leadership more than the ineffective and passive behaviors of non-leadership (Sadri, 2012). Even though there has been significant research displaying the success of transformational leadership in firms, there has been a lack of studies investigating the background of behaviors.

Early studies have connected transformational leadership with different biographical factors like parents having an active interest in their child’s development, high moral standards of parents, and whether or not workers enjoyed studying before their experience at the organization (Føllesdal & Hagtvet, 2013). With respect to psychological factors, this leadership has been connected with higher standards of traits including Openness, Emotional Stability, Agreeableness, and Extraversion. Transformational leadership has also been found to be associated with higher intelligence levels. But the overall capacity of differences to indicate transformational leadership has not been satiable (Corona, 2010).

A meta-analysis of the relation between Big Five traits and transformational leadership found that correct correlation among these constructs ranges to .23 from .09. Consequently, it has been described that all other unexplored factors like emotional intelligence might be helpful in predicting the behaviors of transformational leadership (Batool, 2013)

Although there are a few theoretical underpinnings for guiding hypotheses regarding the relationship of laissez-faire and transactional leadership styles with emotional intelligence, it has been explained that for providing an equitable and effective exchange in characteristics of behaviors of contingent reward, traits, and abilities related to the elevated EI must be possessed by leaders. Since routine and reactive leadership behaviors are reflected by active management, it is not presumed that a relationship with emotional intelligence would exist. However, it is also expected that emotional intelligence would exhibit a negative relation with the passive management and behaviors of laissez-faire leadership because people with elevated emotional intelligence are perceived to be higher on self-efficacy and initiative (Anand & UdayaSuriyan, 2010).

Leadership Self-Efficacy

Personal well-being and human accomplishment are enhanced by a strong sense of self-efficacy in various ways. Individuals who have high assurance in their abilities approach tough tasks as nothing but challenges to be cleared rather threats which must be avoided. Deep engrossments in tasks and intrinsic interest are promoted by this efficacious outlook. They maintain a strong commitment to all the tasks that get. In addition, it is not difficult for them to set challenging goals are even fulfill them. They sustain and heighten their efforts in the failure’s face. Even if they face failures, they are able to quickly recover this efficacy. Failure is attributed by them to deficient knowledge and insufficient efforts which are acquirable. Personal accomplishments are produced by such an efficacious outlook while lowering vulnerability to a feeling of depression and reducing stress (Bandura, 2010).

Maddux (2016) says that people who doubt their abilities back away from all tough tasks which they come to perceive as personal threats. They have a weak commitment and low aspirations to the objectives which they set. When they are faced with tough tasks, they think about their personal deficiencies and other obstacles rather than believing in themselves. It makes them give up on the tasks very quickly (Maddux, 2016). They are quite slow in recovering their sense of self-efficacy when they fail to achieve what they wanted. Since they perceive insufficient performance as a deficient aptitude, it doesn’t need many failures for them to be disappointed and lose their faith in their abilities. In addition, they are also subjected to depression and stress easily.

Emotional Intelligence and leadership Self-Efficacy

Self-management in terms of emotions has a significant part in leadership. Schwarzer (2014) notes that managing emotions is quite difficult. Self-management, for leaders, encompasses several competencies which involved self-control. It refers to the ability to stay clear-headed and calm during the periods of crisis and high stress. It is significant for leaders to create ways of managing their emotions and disruptive emotions, particularly in intercultural situations (Schwarzer, 2014).

Initiative and adaptability are required by self-efficacy. Adaptability is the skills of juggling multiple demands, adapting to the new issues, and adjusting to the changes. It enables a person to deal effectively with cultural ambiguities. An initiative of a person might be to seize all the issues and turn them into better opportunities (Petrides, 2011).

Learning to create a positive perspective will assist in improving self-efficacy and it will improve the capability of being resilient to issues as explained by Mortan, Ripoll, Carvalho, and Bernal (2014). This is how a person begins to see what makes other people best and how the future outcomes will be positive (Mortan, Ripoll, Carvalho, & Bernal, 2014).

Lee and Song (2010) indicate that choosing an attitude can change the perspective of a person and also create a new possibility. Their thinking on this matter has actually been instrumental in creating new opportunities of thinking about the capability of humans to not only survive but find meaning in life. Self-efficacy allows a person to be quite capable and successfully overcome the challenges that he faces in both organizational and emotional context (Lee & Song, 2010).

Fitzgerald and Schutte (2010) suggest that little research has been carried out on the relation of self-efficacy and emotional intelligence in the organizational context of Saudi Arabia. There are numerous studies that can be found alone on the influence of emotional intelligence on the success of a leader but there are not many studies available with the focus on organizations in Saudi Arabia. With the rise of EI influencing styles of leadership, it has been explained that almost ninety percent of the competencies distinguishing incredible leaders from the average ones are associated with emotional intelligence (Fitzgerald & Schutte, 2010). Perceived capabilities or self-efficacy affect the development of strategies of functional leadership, skillful execution of different plans, and influence behavioral and cognitive functions which are important for regulating group processes. It has actually been determined with individuals with a high EI seemed to have a high sense of self-efficacy.

Programs and organizations supporting workers can enhance both self-efficacy and emotional intelligence through awareness and training (Ramchunder & Martins, 2014).

Perception of Power and Emotional Intelligence

Meisler and Vigoda Gadot (2014) testify that success in both the organizational context and political context is based on the consistent calculation of the power of an individual. In other words, a person who recognizes his power to its actual level is capable of achieving success (Meisler & Vigoda-Gadot, 2014).

However, it is significant to note that in the organizational context, the perception of power is not recognized sufficiently. There is a significant lack of studies available on the concept of emotional intelligence and perception of power. The perception of power is significant for two reasons (Collins & Cooper, 2014). First, in any interaction that involves power usage, people rarely have perfect information regarding how capable they really are and how well they can perform. With a proper perception of power, objectives can be effectively achieved.

Ashkanasy, Zerbe, and Hartel, (2016) suggested in their book that person could assume the capabilities of power by managing the powers’ impressions and the extract adversary’s concessions which predicted from the capabilities of objective power becomes greater (Ashkanasy, Zerbe, & Hartel, 2016).

By suggesting the power’s cognitive aspect in social interaction can be manipulated, the research on the perception of power may help us to understand such management of impression. Second, the cognitive relevance can be assessed by the research on power perception, and the concepts of phenomenological validity of power by determined the thought variables to govern the form of objective power estimates the power subjective.

Many emotional intelligence definitions have been proposed by the researchers, scholars, and managers with the increasing usage of emotional intelligence; however, the equal of both cognition and emotion appears on only one of them. According to Mayer and Salovey (1997), ability or a single trait is not reflected by the emotional intelligence, but, rather, the abilities of distinct emotional reasoning composition; regulating emotions, understanding, and perceiving (Wong, Wong, & Peng, 2010).

Eileen Grafton, Brigid Gillespie, and Henderson (2010) assumed that recognizing and interpreting the emotional states variation meaning are involved in perceiving emotions, as well as the experiences of other sensory relationship. The comprehension on how the complex emotions are the blended form of basic emotions involved in understanding emotions, how events surrounding experiences could affect emotions, and whether the reactions of various emotional are in the given social settings likely (Grafton, Gillespie, & Henderson, 2010).

The emotions control in others and in oneself encompassed in regulating emotions. How he or she perceives, understands, and regulates emotions indicates an emotional intelligence of the individual. Emotional intelligence in sum is an intelligence form that involves “the monitoring ability of one’s own and the emotions and feelings of others, to discriminate between them, and guide the actions and thinking of one by using this information.

Ashkanasy, Neal M.; Zerbe, Wilfred J.; Hartel, Charmine EJ (2016) suggested in their book that person could assume the capabilities of power by managing the powers’ impressions and the extract adversary’s concessions which predicted from the capabilities of objective power becomes greater.

By suggesting the power’s cognitive aspect in social interaction can be manipulated, the research on the perception of power may help us to understand such management of impression. Second, the cognitive relevance can be assessed by the research on power perception, and the concepts of phenomenological validity of objective power by determined the thought variables to govern the form of objective power estimates the power subjective. The unimportant of studying objective power does not imply from such reasons for studying the perceptions of power, but warranted seems like the only attention that greater to the power’s subjective aspect.

Many emotional intelligence definitions have been proposed by the researchers, scholars, and managers with the increasing usage of emotional intelligence; however, the equal of both cognition and emotion appears on only one of them. According to Mayer and Salovey (1997), ability or a single trait is not reflected by the emotional intelligence, but, rather, the abilities of distinct emotional reasoning composition; regulating emotions, understanding, and perceiving.

Recognizing and interpreting the emotional states variation meaning are the consisted of perceiving emotions, as well as the experiences of other sensory relationship. The comprehension on how the complex emotions are the blended form of basic emotions involved in understanding emotions, how events surrounding experiences could affect emotions, and whether the reactions of various emotional are in the given social settings likely.

The emotions control in others and oneself encompassed in regulating emotions. How he or she perceives, understands, and regulates emotions indicates the emotional intelligence of an individual. Emotional intelligence in sum is an intelligence form that involves “the monitoring ability of one’s own and the emotions and feelings of others, to discriminate between them, and guide the actions and thinking of one by using this information.

Importance of Job Performance of leadership

How well the duties performed by employees might be the assumption of job performance by an entrepreneur. However, there are various factors involved in job performance. For example, a particular employee might be expected to your company substantial added-value because of a high-level task of performed in his task with his capability. But “contextual performance” and “task performance” involved in “job performance.” For example, a task of shoe salesperson is to evaluate how many sandals, sneakers, or work boots sold by her on a daily average, week, or month. How the customers and co-workers could get along with her, how the affected problem of the team or company solved effectively by her, and how during the slow periods she keeps busy rated on her contextual performance.

To make a strong job performance imperative, the success of business mainly rests on its employees’ shoulders since they are one of its greatest significant assets.

Striving to meet or exceed your goals are understood by the topnotch performers.

The interest of stakeholders and on board helped to keep by the overall performance of a good job.

Motowidlo and Kell (2012) mentioned in their book that how well the duties performed by employees might be the assumption of job performance by an entrepreneur. However, there are various factors involved in job performance. For example, a particular employee might be expected to your company substantial added-value because of a high-level task of performance in his task with his capability. But “contextual performance” and “task performance” involved in “job performance.” For example, a task of shoe salesperson is to evaluate how many sandals, sneakers or work boots sold by her on a daily average, week or month. How the customers and co-workers could get along with her, how the affected problem of the team or company solved effectively by her, and how during the slow periods she keeps busy rated on her contextual performance (Motowidlo & Kell, 2012).

To make a strong job performance imperative, the success of business mainly rests on its employees’ shoulders since they are one of its greatest significant assets.

Striving to meet or exceed your goals are understood by the topnotch performers. The interest of stakeholders and on board helped to keep the overall performance of a good job. The examples are such as work ethics, communication, interpersonal skills and performance of job on all level displayed healthily is essential to the long-term success.

Conclusion on the perspective of Emotional Intelligence

Overall, leadership, leadership styles, emotional intelligence, self-efficacy, and the relationship between self-efficacy and emotional intelligence have been explained in this chapter. Leadership is actually a process in which several individuals are influenced by a person for achieving a common objective. And the transformational leadership style has proven to be more effective in increasing employee satisfaction because it offers them equal attention. Meanwhile, self-efficacy refers to the recognition of one’s own capabilities and how a person can act in a certain situation. It has been determined that with high emotional intelligence, a person can be an effective leader. Still, the lack of research on the described concepts significantly limited the potential of research and even hindered the way to precise results. However, this gap can be filled in the future.

Chapter 3

Emotional intelligence and job performance

Employee performance vs emotional intelligence

Emotional intelligence

The literature review considers the impact of emotional intelligence employee performance in the various organization. The review considers the evaluation of emotional intelligence on the basis of the various theories that are required for enhancing the performance of the employees in the organization. The role of emotional intelligence and effective leadership is considered from the perspective of human services and comprehensive studies of emotional intelligence (Boyatzis, et al., 2000). The review includes studies of competence employee performance and how it affects the success of the organizations. The theories of modern organizations consider emotional intelligence as a competitive tool to help the organization about the development of vision (Ugoani, 2016).

The organizational leaders are often enthusiastically committed with the vision of the organization and enable the co-workers to work effectively. A number of models are designed in the organizations for the clarification of thinking and identification of simplicity regarding the performance. A number of researches are carried out to explore the relationship between employee performance and emotional intelligence (Ugoani, 2016). The emotional intelligence induces a positive impact on the leadership in the organizations. In the private or public organization, leaders find benefits by using the behavior attributed to emotional intelligence. The development of the non-profit organization depends on the ability of managers to have access to decisions and consequences of the decisions (Hess & Bacigalupo, 2013).

In previous research, Boyatzis et al (2000) and Goleman’s (2001) proposed four important elements for the emotional intelligence that are mainly associated with the twenty competencies of behavior (Boyatzis, et al., 2000). The emotional intelligence skills are developed in the leadership for the growth of the non-profit organization (Goleman, et al., 2000). The research was based on brain research and leadership styles. The scientific evidence used in the research shows the enormous impact of leadership on the growth of the organizations. There are four dimensions of emotional intelligence including self-awareness, relationship management, social awareness, and self-management (Boyatzis, et al., 2000; Goleman, et al., 2000).   

            According to (Boyatzis, et al., 2000) emotional intelligence is the personal competence of a leader that enables the person to use the emotions in the management of workers and workplace environment. The theory for the implementation of emotional intelligence emphasizes the importance of clustering and predicting performance methods. As a convenient phrase, emotional intelligence considers the human talent and complex personal capability to explore different areas of social intelligence (Boyatzis, et al., 2000; Goleman, et al., 2000).

            The first expression of emotional intelligence was used by Salovey and Mayer in 1990 that described four domains including knowing, handling of the personal and co-worker emotions. The concept of emotional intelligence is further categorized in practical intelligence and successful intelligence. Emotional intelligence is based on cognitive abilities, effective measures, and competency approach (Boyatzis, et al., 2000). In non-profit organizations, leaders function as managers to create solutions to complex problems on the basis of changing circumstances. The ability of organizations improves by the implementation of quality decisions that are independent of intrinsic as well as extrinsic factors (Hess & Bacigalupo, 2013).

Emotional intelligence is emerging as a subject of significant importance. The emotionally intelligent organization identifies new terms and conditions for the development of organization on different bases and values. In western societies, nonprofit organizations are increasing the employment rate and delivering services to a population and are known as a third sector (Boyatzis & Sala, 2004). The growth of the nonprofit organization depends on the quality of directive leadership. In a previous research Lane and Wallis competitive advantages of a nonprofit organization for the leadership functioning and handling processes (Hess & Bacigalupo, 2013).

The leaders of nonprofit organizations are responsible to deliver the best possible quality of the services.  Researchers have been focused on identifying the role of human emotions in the decision-making processes and Leadership processes (Ugoani, 2016). The artist believes that decision-making processes can be improved by emotional thinking about logical and rational considerations. A linear model is predicted by researchers for the decision-making processes on the basis of emotional learning (Boyatzis & Sala, 2004). The research suggests that human beings take a better decision when cognitive functions are transformed into the emotion-free microprocessor. Instance IBM has developed a new cognitive Computing processor that identifies a pattern of human thinking.   This computerized platform is capable to identify six different types of emotions such as anger, fear, Joy, disgust, surprise, and sadness (Hess & Bacigalupo, 2013).   

The phrase of the emotional intelligence focuses on the components of human Talent, the earliest psychologist explored a concept of social intelligence that defines multiple capabilities of the human leaders (Boyatzis & Sala, 2004). The concept of emotional intelligence is related to the functioning of neural endocrine, neural circuitry, job outcomes and lifestyles, and human personality and behavior.  The psychological construct of emotional intelligence shows convergent and discriminant validity (Boyatzis & Sala, 2004).  The theory of emotional intelligence is related to the functioning of neural endocrine functioning.  The multiple components of emotional intelligence are different pathways. Some integrated concepts of emotional theories provide a convenient framework for the human dispositions, job performance, the theory of action, and capabilities of outstanding performance (Boyatzis, et al., 2000).

 According to Boyatzis in 1982, emotional intelligence is basically the ability of a leader to understand, recognize and emotionally consider the effective and Superior performance. A simple definition describes emotional intelligence as the intelligent use of emotions in the workplace. Davies and Stankov in 1998 described emotional intelligence as a focal point that allows the leader to do use abilities, competitors, and emphatically resolve the issues in the workplace. Ackerman and Heggestad in 1997, describe emotional intelligence as a confusing point that is more related to the cognitive ability of the leader (Boyatzis & Sala, 2004; Boyatzis, et al., 2000).

Employee performance in all services sectors

In all services sectors, the job performance is the most essentials elements that cannot be ignored on any cost. The concepts of the execution of the job can take place by the precise meaning of the performance. Accomplishment and attainment are also included in employee performance. There are the series of the objectives that are based upon the concepts of the employee performance that are set by the mission of the organization and its future strategy.

Furthermore, there are multidimensional aspects of the concepts of the job performance that are required presenting the procedure’s task-performing. The practical resources, concertation of efficiency and skills creativity also includes ibn this employee performance. Thus, there are two9 basic forms of the job performance is usually recognized from which the first one contains on the creating job meanwhile the other one component required to reflecting the particular behavior of the jobs along with the technical capacities which are limited with few careers. All kinds of the jobs area also include in the second kind of the job performance and this performance can be explained as the individual's actions in which are the actions of the outcomes is not includes (Armstrong, 2014).

According to Muhammad Munira, (2017) the achievements of the goals also resulted as the employee’s performance in efficient and effective manners. It is also referred to as the variables of the individual level that can contribute to the performance of the organization significantly. There are two distinct dimensions in which the employee performance is divided particularly. These dimensions are the extra role and in role performance. The complimenting obligatory job task needs a formal job for the in-role performance. Meanwhile, the behaviors of the organizational citizenship include in the extra-role performance that can positively contribute for attaining the goals of the organization by creating the positive impact on the psychological conditions of the organization (Muhammad Munira, 2017).

At the work paces the intellectual abilities related to the work and motivation that are affected by the performance behaviors of the individuals. The major attention is paid towards the contributions of the emotional intelligence for performance and social behaviors of the individuals and their personal lives. At the workplaces, the integral role of emotional intelligence has been observed. It has been observed by the several studies that by increasing the emotional intelligence the outcome of the work also increase. It also includes the high performance of the job and measures of the careers.

Relationship between employee performance and emotional intelligence

The exploration of the association between the performance of the job and emotional intelligence are the aims of this study. The determined individual life and organizational success is the consideration of emotional intelligence. However, how important to study emotional intelligence and its effectiveness on performance improvement among the academic administrator still become a gap regarding insufficient understanding. The organizations’ strategic competence is a major role in it. The performance led directly from the emotional intelligence is the assumption of the study  (Cartwright, 2008).

According to Cartwright & Pappas, to efficiently act and as their profession’s part, it was more likely that the identification of high emotional human resources’ high emotional intelligence to the feelings expressed. The general performance of occupations could be predicted by emotional intelligence as shown by a meta-analysis. Conversely, the outcome factor was not predicted or indicated strongly and adequately by the emotional intelligence that was a real display of the capacity of one to achieve success with the required skills. In contrast, some revealed evidence presents a weak relationship with a performance that sighted by emotion  (Al Ali, 2012)..

Cote and Miners (2006) examined the relationships between the emotional intelligence, process satisfaction, process behaviors, and performance of a team among two partners consisted of 81 teams. The related significant of the performance of the team and emotional intelligence revealed by the findings. Nevertheless, a weak significant relationship between emotional intelligence and performance of organization reported by  (Maryam Mahdinezhad, 2017,).

Rexhepi & Berisha suggested that the performance of employees in almost all jobs types has a direct association with emotional intelligence. Dulewicz and Higgs (2000) found a direct contribution from a key success of emotional intelligence more than Intelligent Quotient (IQ) and managerial intelligence in the performance of employees. Moreover, according to Bagshaw (2000), there is a positive contribution of emotional intelligence in the overall success of business and performance of organizations. Therefore, Cadman & Brewer (2011) suggested that employees with emotional intelligence’s high-level started hired by employers.  According to Karimi (2014), besides the jobs types, such association directed in various industries and service founded in a wide range of recent studies. The industries mentioned are marketing, hotel industry, retailing, hospital/health services, and education  (Zeidner, 2017).

Hence, we believe that the positive outcomes, especially the performance of employees resulted in the enhancement level of emotional intelligence. The scholars and practitioners’ attention caught by this direct relationship to discover indirect construct aspects, emotional intelligence’s effects and context (it is learnable as well) and, consequently, the performance of employees enhancement.

Therefore, the skills of emotional intelligence which believed by researchers that through the interventions of training and coaching, it could be learned and enhanced. The emotional intelligence’s level enhancement would contribute an outcome positively toward the employee performance enhancement  (Rexhepi, 2017).

According to a book titled “Emotional Intelligence in the workplace” by Dalip Singh (2003), the competitive advantages of a person given by emotional intelligence. And he also mentioned that in the establishment of renowned business, where the training made to make everyone be smart and productive managers are the persons who have emotional intelligence’s strong rate. He also argues that you may become a legal scholar or a brilliant fiscal analyst with being endowed with abilities of great intellectual. But what will make you a CEO candidate, a successful politician, a powerful bureaucrat, or a brilliant trial lawyer is emotional intelligence that developed highly  (Besar Berisha, 2017). 

Emotional intelligence is referred as the ability of the individual that is required for successfully and appropriately responding towards the wide variety of the emotional incentive that can be easily elicited by the immediate environment as well as inner self. There is a major three psychological dimension by which the emotional intelligence which emotional intelligence can be established. These dimensions are; emotional competency, emotional, maturity and emotional sensitivity by which an individual can be motivated towards the recognition of the truthfully for handling the tactfully and interpreting the honestly of the dynamics of behavior of humans.   

As indicated by the study of the Cote, (2006). Those people who are at the high levels of the emotional intelligence they experience more success in their carrier such kind of the several arguments are given by the various researchers. There are several authors who agree with the argumentation of the emotional intelligence for enhancing the performance of the organization. It has been observed in the various research studies if the employers will ensure the security of the jobs to the employees than the emotional intelligence of the employees will enhance effectively. Those people who have a high level of emotional intelligence can lead more effectively to their team and they are also more adapt6able for the team performance and team leadership (Cote, 2006).

It has been argued by the studies of the number of Elfenbein, (2016) there is a number of theoretical contributions that had been presented in the research. These studies are also used to examining the distinction among the other focused emotional intelligence dimensions and self-awareness. It also explains the uncertain links between job performance and emotional intelligence. In emotional intelligence, the distinctions of the self-others also have been mentioned in the literature review of the study.  In a systematic way, it also can be sparsely. In another case, the mixtures of the other focused and self-focused dimension of the emotional intelligence are examined for measuring the use of the isolation of emotional intelligence.  At the third time, the dairy choice can be approached to allow us to differentiate among the actual display of the emotional intelligence and general potential of the people for displaying.  Emotional intelligence at person level can be measured along with the one time survey that is needed for the common level of emotional intelligence (Keri A. Pekaar, 2017).

The meta-analysis related to the emotional intelligence that is explained earlier in this paper, it has been used for the measures of emotional intelligence. It has been observed that there is a positive significant relationship between emotional intelligence and employee performance. It has been traveled by the meta-analysis that there is quite a moderate relation among the interpersonal contact performance relationship at the job.  At the workplaces, the performance of the emotional intelligence is much stronger than the high level of the interpersonal contact such as; counseling jobs and sales (Elfenbein, 2016).

Basic fundamentals of emotional intelligence

 Generally, emotional intelligence can be referred to as the emotions that are not necessarily against the thinkings of the individuals. But there are different means of thinking related to various types of problems which can exist in the world of the business. In another case, the emotions can be referred to as the very valuable tools that are required for guiding for our decision making and choices. Another word, the positive emotions, just like as joy can indicate us about the situation that is considered as the good for survival. Joy is considered as the emotion which can motivate you for looking towards more things  (Goleman D. B., 2013).  

This also referred to as the basic analysis and it cannot understanding and explaining the complexities of the emotional world along with the social world.  It also provides us an idea for various emotions that are required for guiding our behaviors in various ways. Emotional intelligence is related to them being more aware of our emotions and it also allows the signaling for us (Şenyuva, 2014).

Self-Awareness and major key of the emotional intelligence

The self-awareness is referred to as the main indicators and major key of the emotional intelligence and it is the first pillar which is related to paying attention towards your own emotions. According to these points emotions can be come up with the two major parts; these parts are contained on the psychological and physical parts of the emotional intelligence.

The beliefs, attitudes, and thoughts that are underlying in most of our emotions are included in the psychological components.  The sensation of the body that is required for stating the various emotions are included in eth physical components (Ciarrochi, 2013). Such as the peoples are involved in the feeling of the various emotions as they feel they are getting pain their stomach but they can explain it. You become weaker to control your emotions and sometimes you cannot. But the most accurate and honest reflection of the emotions can be sued to helping and understanding yourself is much better than explaining yourselves to others (Pradhan, 2016).

Self-Regulation

The self-regulation is related to how the person can control his self for actions of the other and if the person becomes more aware towards your emotions the most next pillar of the emotional intelligence is related to responding in a good way. But it depends on the various situations that there are various policies that can be used for the better for regulating our emotions. Few of these strategies are;

·         To control your emotion in innovation effective and constructive manners for example painting, writing and exercising and various other activities.

·         Avoiding the triggers is another strategy that can be sued for emotional intelligence just like, environments. Peoples and situations which is most similar to creating negative emotion.

·         To looking for positive experiences for the reverse negative ruts just like as; to watch the comedy movie can be considered as the good ways to positive emotions.   

·         To change your emotions by performing opposite to your choices.

·         Being a passive observer to watch out your emotions as compared to acting them impulsively.

·         These policies are used to assist us in regulating our emotions on a daily basis in good ways (Moshe Zeidner, 2012).

·         By considering the kind of tool kit the emotional intelligence. There serval various ways that are required for responding the specific emotions.

·         It doesn’t require all of the tools for measuring it in effective manners.    

Empathy/ Social awareness is the third pillar of emotional intelligence

Social awareness is the third pillar of emotional intelligence. By recognizing and interpreting the emotional states variation meaning are involved in perceiving emotions, as well as the experiences of other sensory relationship. The comprehension on how the complex emotions are the blended form of basic emotions involved in understanding emotions, how events surrounding experiences could affect emotions, and whether the reactions of various emotional are in the given social settings likely  (Jean Greaves, 2002).

The emotions control in others and in oneself encompassed in regulating emotions. How he or she perceives, understands, and regulates emotions indicates an emotional intelligence of the individual. Emotional intelligence in sum is an intelligence form that involves “the monitoring ability of one’s own and the emotions and feelings of others, to discriminate between them, and guide the actions and thinking of one by using this information.

Ashkanasy, Neal M.; Zerbe, Wilfred J.; Hartel, Charmine EJ (2016) suggested in their book that person could assume the capabilities of power by managing the powers’ impressions and the extract adversary’s concessions which predicted from the capabilities of objective power becomes greater.

By suggesting the power’s cognitive aspect in social interaction can be manipulated, the research on the perception of power may help us to understand such management of impression (John Hurley, 2018).

Social Skills are the fourth pillar of the emotional intelligence

Social skills are the fourth pillar of the emotional intelligence and itis the most important component of the emotional intelligence that is defined about the social skills that an individual have to deal with others in good manners (Zeki Yüksekbilgili, 2015).

It has been demonstrated the emotional intelligence skills of the leaders for all the individual workers is different and for non-profit leaders, the emotional intelligence can be further categorized in self-awareness, interaction with the others, self-management, relationship management, and the social awareness (Hess & Bacigalupo, 2013).

In the absence of emotional intelligence, the leaders of the non-profit organization, board, and CEO fails to identify the importance of the decisions. The leader of a non-profit organization gains moral authority and trust. The trust is an important factor while taking decisions and establishing emotional control.

The concept of emotional intelligence is further categorized in practical intelligence and successful intelligence. Emotional intelligence is based on cognitive abilities, effective measures, and competency approach (Boyatzis, et al., 2000). In non-profit organizations, leaders function as managers to create solutions to complex problems on the basis of changing circumstances. The ability of organizations improves by the implementation of quality decisions that are independent of intrinsic as well as extrinsic factors (Hess & Bacigalupo, 2013). The best example of relationship management can be viewed by observing the emotional intelligence in the no-profit organization.             

The leaders behaving as a developer in a non-profit organization exercises new judgments consider the responsibility of the organization for the development and takes initiative for the growth of the non-profit organization. The role of a leader in the organization is significant that is linked with the emotional growth of the workers. The relation between the leaders and the workers in the organization affects the activity of the participants in the work (Boyatzis, et al., 2000).

In a non-profit organization, the leaders play there a role in the decision making process and judgments of the work that is often expected by the stakeholders. The leadership styles in the non-profit organization are managing and balancing the interests on the basis of emotional intelligence. The leader as change agent confronts a number of challenges regarding the sustainability of organizational growth and development. The changes in the non-profit organization are forced by technological changes, economic and regulatory variation for effective leadership (Goleman, et al., 2000).