This assessment requires to answer the question in 400-500 words. The question is 1. What measures c

This assessment
requires to answer the question in 400-500 words.
The question is
1.
What
measures can a manager take to increase the emotional intelligence of staff,
and why is this a worthwhile aim?
The following is an example of the question and it should
be in this way

What measures can a manager take to increase the emotional intelligence of
staff, and why is this a worthwhile aim?
Although Emotional
Intelligence (EI) does not directly help in the technical area of an
organisation, it does facilitate the formation of a psychologically and
socially conductive environment for the accomplishment of a technical task
(Yuan, Hsu, Shieh & Li 2012). This makes EI an essential skill at
workplaces that involve maximum social interactions.
According to McShane,
Olekalns and Travaglione (2013), EI consists of a group of abilities that
enables the perception and management of one’s own emotions and other people’s
emotions. EI is not only essential for managers to formulate effective
strategies and to oversee change management issues, but also the staff should
be trained to be emotionally intelligent in order to collaborate with the
colleagues and other stakeholders effectively (McShane, Olekalns &
Travaglione 2013).
In order to build
staff’s EI, Larson et.al. (2013) proposed to conduct workshops, training
programs and courses that can improve staff’s political skills, and stress and
time management tactics. However, the most powerful measure that managers
should pursue is their own behaviour because leading by example is the most
effective way of influencing the staff’s behaviour and emotional responses to
various issues (Larson et.al. 2013). Further, managers can develop staff’s
self-awareness and attitude towards others by following the techniques
described by McShane, Olekalns and Travaglione (2013), such as motivating staff
to keep a daily/weekly journal of what they think and feel, and providing
professional feedback to staff’s emotional experience and response in the
event of difficult situations. Similarly, Hammerly, Harmon and
Schwaitzberg (2014) reported how the 360-degree feedback technique provided a
quick measure of self-awareness and an indirect analysis of EI through common
self and other participants’ responses towards a particular physician. As a result
of this technique, the physicians showed great improvements in self-awareness,
civility, teamwork, leadership, communication and interpersonal skills
(Hammerly, Harmon & Schwaitzberg 2014). Finally, Larson et.al. (2013)
delineated that one of the essential parts of EI is to build conflict
resolution skills in order to enable staff to avoid dysfunctional conflicts,
while at the same time, engage in constructive conflicts (Larson
et.al. 2013).
The aim of increasing
staff’s EI is valuable because Lee and Ok (2012) found that employees with high
EI can deal with emotional experiences effectively. They can devise helpful
strategies to manage frustration, depression, emotional stress and scepticism.
Moreover, EI also improved their mental health, work involvement and sense of
personal achievement. Eventually, this led to the feeling of high job
satisfaction among employees (Lee & Ok 2012). Further, Yuan, Hsu,
Shieh and Li (2012) explained that employees with high EI show enhanced task
performance and organisational citizenship conduct more likely than
employees with low EI do (Further, Yuan, Hsu, Shieh & Li 2012).
Based on the above
discussion, it is evident that EI is a fundamental need for both a manager and
the staff to improve their emotional responses to various challenging
situations. This is how an organisation can grow by having a group of
emotionally healthy people who are skilful at handling the day-to-day social
interactions constructively.
Reference
Hammerly, ME, Harmon, L
& Schwaitzberg, SD 2014, ‘Good to great: Using 360-degree feedback to
improve physician emotional intelligence’, Journal of Healthcare
Management, vol. 59, no. 5, pp. 354-365.
Larson, EW, Gray, CF,
Honig, B, Baccarini, D & Dantin, U 2013, Project management: The
managerial process,McGraw-Hill, Sydney, NSW.
Lee, JH & Ok, C
2012, ‘Reducing burnout and enhancing job satisfaction: Critical role of hotel
employees’ emotional intelligence and emotional labor’, International
Journal of Hospitality Management, vol. 31, no. 4, pp. 1101-1112.
McShane, S, Olekalns, M
& Travaglione, T 2013, Organisational behaviour: Emerging
knowledge, global insights, 4th edn., McGraw-Hill, Sydney,
NSW.
Yuan, BJC, Hsu, WL,
Shieh, JH & Li, KP 2012, ‘Increasing emotional intelligence of employees:
Evidence from research and development teams in Taiwan’, Social
Behavior and Personality, vol. 40, no. 10, pp. 1713-1724.

The refrencing is Harvard style.
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