Does Emotional Intelligence Predict Workplace Performance?

Does Emotional Intelligence Predict Workplace Performance?
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Abstract
Emotional intelligence (EI) has been associated with high performance and general life satisfaction. The assessment and understanding of EI have been approached either from a cognitive process approach or a personality trait approach, as presented in the two most common models of EI. However, little has been done, as indicated by the existing literature, to integrate the two approaches in the determination of whether EI can predict workplace performance. The current study reviews existing literature to develop a framework that combines concepts from the two approaches to improve the predictability of EI outcomes. The study reveals that EI can be used to predict workplace performance under the new framework.
Does Emotional Intelligence Predict Workplace Performance?
Importance of the Topic
Workplace performance is influenced by various factors, some of which include how an individual relates to others in the workplace. This involves being able to discern and manage individual emotions as well as those of others, hence the increased research on the relationship between emotional intelligence (EI) and workplace performance. According to McCleskey (2014), individuals have a different ability to discern and manage emotions, and the effect of this variation is experienced at an organizational context. There have been recent concerns that a high EI can also result in negative outcomes in organizations (McCleskey, 2014; Chamorro-Premuzic&Yearsley, 2017). However, a huge concern surrounds the issue of variability between the two approaches, trait EI and ability EI, and how they can be blended to improve predictability of EI outcomes, especially in workplace performance.
What’s known and not known about the Topic
Emotional intelligence (EI) is often operationalized as the understanding, perceptions, and management of emotions of an individual and those around the individual (Schutte&Loi, 2014). We believe there exists a relationship between EI and workplace performance. Both of these constructs can be measured using different measures. EI is measured using performance tests (Schutte&Loi, 2014), while workplace performance is measured using various employee performance metrics. Individuals who have high EI have better interpersonal skills and have more satisfying lives. However, it is not clear whether being emotionally intelligent is better than being generally intelligent (Murphy, 2013), and as such it is imperative to determine this, especially in the organizational context. Further, there is little research on the negative influence of high EI such manipulation of others due to the high ability to understand and manage their emotions. How such influence affects workplace performance on the part of the individual and those around him is an interesting area that needs more attention.
Overview of the Literature Review
Most of the existing literature focuses more on either the ability EI approach or the trait EI approach to emotional intelligence. The current research focuses on how the two approaches can be harmonized to increase EI predictability, especially when it comes to workplace performance, thus providing a fascinating insight into the issue. A thorough meta-analysis was conducted to increase the effectiveness of the study and enhance the results due to its superiority to individual studies.
Critical Appraisal
Description of Relevant Theories
The ability model is one of the models relating to EI. According to this theory, EI encompasses four abilities namely the ability to perceive, use, understand and manage emotions (Keefer, Parker, &Saklofske, 2018). The first ability, perceiving emotions, involves recognizing self-emotions and also the emotions of others by simply observing facial and body language. The second ability, using emotions, relates to the individual’s ability to use emotions to influence an outcome. The third ability, understanding emotions, involves deciphering and establishing a connection between emotions (Cote, 2014), and understanding how different situations influence them. Lastly, managing emotions involve regulating and responding to self-emotions and those of others. The model implies that ability EI can influence outcomes in areas such as leadership and work performance because it is perceived positively. This model is highly dependent on an individual’s cognitive processes (Keefer, Parker, &Saklofske, 2018), and as such, it is possible to train individuals to possess the traits of emotionally intelligent people. Based on this model, it is possible to acquire the traits associated with high EI through the course of your life, career or otherwise.
The trait EI theory proposes that EI is concerned with emotional perception rather than cognitive processes. The theory focuses on how an individual perceives their emotional abilities, and how these abilities affect their behaviors (Keefer, Parker, &Saklofske, 2018). Some of the emotional abilities considered in this theory include adaptability, self-esteem, stress management, self-motivation, and assertiveness. These are also some of the traits that are preferred in the workplace, and individuals who portray strong traits as mentioned above are deemed to be more productive. Further, this theory recognizes that different situations require different approaches and as such, some personal traits that are effective in handling a given situation might not be very effective in handling another (Keefer, Parker, &Saklofske, 2018). This is also the case in the workplace, which is very dynamic and different problems require different approaches. The theory has been used to predict work engagement and performance, and as indicated by Akhtar, et al. (2015), individuals who possess the traits of EI are more motivated at work, and as such, it becomes possible to predict their workplace performance outcomes.
Review of Current Research
Organizational researchers have put their main focus on the outcomes of hiring emotionally intelligent individuals. The outcomes that have been given much attention include work engagement, employee turnover, organizational commitment and, organizational leadership all which are related to workplace performance. For instance, Wong (2016) indicates that an organization with highly intelligent people whose abilities are not matched to their job roles is more likely to experience higher turnover than those who have low EI employees. This is because their abilities are not well utilized and this awareness may push them to seek other opportunities where their abilities will be appreciated.
Further, it is more likely that emotionally intelligent people are less committed to their organization, especially if their abilities are being underutilized. Gunu and Oladepo (2014) also indicate that emotionally intelligent people have a higher organizational commitment and as such, EI can be used to predict workplace performance. However, in order to predict performance effectively, emotionally intelligent individuals should be assigned roles that require an equivalent high emotional labor, such as in leadership roles. Further, organizations should not be alarmed because underutilization of these abilities does not affect the employee’s job performance negat...