Notesale: Turn your study into money

Document Preview

Extracts from the notes are below, to see the PDF you'll receive please use the links above

---

EMOTIONAL INTELLIGENCE AND
LEADERSHIP IN MANAGEMENT
Master's thesis
Written under the supervision of

Table of contents

Introduction
...
7
1
...
7
1
...
7
1
...
7
1
...
8
1
...
9
1
...
10
1
...
10
Chapter II: LEADERSHIP
...
1 Definition of Leadership
...
2 Leadership and emotional intelligence
...
3 Different types of leadership
...
4 Why emotional intelligence is needed in leadership?
...
5 Emotional intelligence and leadership effectiveness
...
18
3
...
18
1

3
...
19
3
...
19
3
...
19
3
...
20
3
...
21
Chapter IV: EMOTIONAL INTELLIGENCE, LEADERSHIP STYLES AND
SUPERIOR-SUBORDINATE RELATIONSHIP, SYNTHESIS, LINKS AND
ASSUMPTIONS
...
1 Synthesis
...
2 Links and assumptions between emotional intelligence and superiorsubordinate relationship
...
3 Links and assumptions between emotional intelligence and leadership styles
...
4 Links and assumptions between the leadership styles and superior-subordinate
relationship
...
5 Links and assumptions between emotional intelligence, leadership styles and
superior-subordinate relationship
...
6 Guidelines for Effective Social and Emotional Learning
...
37
5
...
37
5
...
37
5
...
38
Conclusion
...
49
List of tables :
...
On the other hand, more and more research highlights the
impact of emotional intelligence on leadership
...
Consequently, it appears that no satisfactory answer exists to explain the
relationship between emotional intelligence and leadership
...
A manager of a team must be credible in the
exercise of his role with leadership qualities
...

According to the attitudes and behaviors he adopts, his interactions to the members of
his team may represents to the rest of the team a source of satisfaction, inspiration or
recovery
...
Thus, the
leadership style adopted by a manager can affect the quality of his relationship with the
members of his team
...
In addition,
3

the behaviors associated with leadership are mostly interrelated; it is difficult to discern
their individual contribution
...
More and more research highlights the contribution of
emotional intelligence to leadership
...
Given or taking into
account that emotions are inevitable, they give meaning to the perceptions and
motivations of an individual
...

Consequently, emotional intelligence of the manager affects attitudes and behaviors
...
However, this observation remains hypothetical
...
Facing this novelty, popularity and potential impact of the
concept of emotional intelligence, research is needed
...

-The aim of the thesis:
The aim of this thesis is to answer the following research question: what are the
links between emotional intelligence manager, his leadership style and the quality of his
relationship with the members of his team? This research is going to focus on defining
the two constructs and examine their interrelationships
...
Specifically, the research question being asked is: what links exist between
emotional intelligence of the manager, his leadership style and the quality of his
relationship with the members of his team?
-The structure of the thesis:
-The first chapter of this thesis proposes a theoretical framework on emotional
intelligence, describing the different components of the emotional intelligence
...
Vandenberghe (1999)
...
transformational leadership: suggestions for future research, a
commentary on “Two Decades of Research and Development in Transformational Leadership” by B
...
" European
Journal of Work and Organizational Psychology 8: 26-32
...

-The third chapter is going to focus on the superior-subordinate relationship, its
development, the factors affecting it, the choice of the model
...

-The fifth and the last chapter is a case study where an interview with the key human
resources manager of the Iberostar hotel (Morocco) has been conducted to understand
the hotel s strategy to improve the emotional intelligence of its employees
...
The first one was the in-depth
literature overview
...

Then, an interview with the key HR manager was conducted to understand how
emotional intelligence affected the output of the organization from a managerial point of
view
...

-

The conclusion
The research has succeeded to identify the links between emotional intelligence

manager, his leadership style and the quality of his relationship with the members of his
team and how it could affect the general output of a company
...

-

The limitations of the thesis
The main limitation of this thesis is the fact that its theoretical part is not based

on a huge number of publications
...
What is more, the research was
conducted in specific conditions of hotel industry and it is hard to estimate to which
extent the findings and conclusions are applicable on other business fields
...
1 Emotional Intelligence
Emotional intelligence is a variable that can explain the leadership
...
The first two chapters of this paper are to present the two
constructs of this research, emotional intelligence and leadership
...
Then, their interrelationships identified by the scientific literature
are examined
...

Emotional intelligence is relatively a new concept that was developed by John
Mayer and Peter Salovey2
...
Several researchers have contributed to
this concept popularized by Daniel Goleman
...
To better understand the fundamentals of emotional intelligence, the
2

P
...


6

concept of intelligence is briefly described, but before discussing its relationship with
the emotions, it is pertinent to briefly describe what constitutes emotions
...
2 Emotions
By definition, emotions are a "constellation of high intensity responses that
include expressive manifestations, physiological and subjective types’
...
Most researchers believe that emotions have the
function of ensuring the adaptation of the individual
...
This definition highlights that emotions are inseparable from the
intelligence, point underlined by Jean Piaget and his successors
...
3 Intelligence
Piaget defines intelligence as "(
...
“In other
words, this is a biological process which aims to adjust the individual to his/her
environment
...

Assimilation allows the integration of external objects by linking them to
existing structures of thought, while accommodation allows changing these patterns of
thought to be in harmony with the environment
...
In fact: "(
...

Piaget's theory on intelligence allows understanding how an individual
manages to interpret the stimulus from his/her environment, either by mobilizing his/her
past experience and deduction skills
...
Piaget explains the development of intelligence in four
nonlinear steps:
1
...
The stage of pre-operative intelligence (from about 2 years old to 6 years old);
7

3
...
The formal operational stage (approximately 10 to 16 years)
...
4 Theory of multiple intelligences
Based on Piaget’s theory, Gardner indicates that each cognitive ability of an
individual is linked to a particular neurological organization, located in a specific area
of the brain
...
Gardner3 identifies seven types of intelligence: logical-mathematical, spatial,
interpersonal, intrapersonal, bodily-kinesthetic, linguistic and verbal-musical-rhythmic
...

1
...
4 The intra- and interpersonal intelligences
Although they are formally distinct, Gardner combines the intra- and interpersonal intelligences because their development is interdependent
...
The More you develops this skill, the
more you are able to distinguish the varied and complex feelings you feel
...
The more the individual is skilled at this level, the more he can use
this knowledge to predict the intentions and desires of others
...
The intra- and interpersonal
intelligences are two difficult concepts, because their actions are strongly associated
with other forms of intelligence
...
To solve this problematic, Mayer and Salovey have the idea to
focus on a subset of inter personal and intra intelligences, or emotional intelligence
...
5 The emotional intelligence development
John Mayer and Peter Salovey were the first to suggest the concept of
emotional intelligence
...
Their initial research shows that their concept of
8

emotional intelligence meets these four criteria
...
In other words, their research gave the chance
to understand the impacts that can have emotions on the adaptation of an individual
...

According to Mayer and Salovey 3 , emotional intelligence is divided into four
categories: perception, assessment and expression of emotions; use emotions to
facilitate thought; understanding of emotions; managing emotions to promote emotional
and intellectual growth
...

Thus, an individual who has reached maturity in his ability to perceive, assess and
express emotions will be able to identify emotions and those of others, to accurately
express his emotions and to discern the real emotions of those simulated
...
6 Measurement of the emotional competencies (Goleman) model
After popularizing the concept of emotional intelligence, Daniel Goleman
proposes a revised version of his model
...
However, according
to him, having this skill does not guarantee its implementation
...
For this reason,
his model aims to identify these emotional skills, cognitive skills reflections of the
individual
...
The first two
groups refer to social intelligence, and the last two refer to emotional intelligence
...
In order to
provide superior performance, an individual must master a set of skills, which allows
him to be effective in a given job
...
Data collection
is based on a so-called 360-degree method
...

3

P
...


9

1
...

Specifically, they define emotional intelligence as:The skill to perceive, assess and
express emotions, to access and / or generate feelings when they facilitate thought,
understand emotions and emotional knowledge and regulate emotions to promote
emotional and intellectual growth
...

The MSCEIT suggest 15 main scores: total eiq score, two area scores, four branch
scores and eight task scores
...
A general eiq score make a
comparison of the individual achievement on the MSCEIT to those in the standard
sample
...
The four branch scores
present data on (a) grasping emotions, (b) easing ideas,(c) understanding emotions, and
(d) leading and managing emotions
...
this implicate
the ability to understand and to express feelings”
...
The
MSCEIT (Mayer, & Caruso) measures this approach via evaluation of emotions in
others and in images
...
D
...
(1997a)
...
Emotional development and
emotional intelligence
...
1 Definition of Leadership
In addition to appraising emotional intelligence and its relationships to
personality, many researchers were focused on the effect of emotional intelligence on
leadership skills, management skills and management development
...
They mark to contemporary business that focuses on
cases where emotional intelligence is missing in organizations
...
He mentioned that emotional intelligence makes the
capacity of change and adaptation easier, which is essential over an organizational
adjustment effort
...
This study has
as a purpose to get at part of that question
...

Their followers, how their behaviors combine with different situations and
how they can create big changes in their organizations
...
However for understanding how and why leaders have a positive impact on
their followers is still a compulsory question for researchers
...
It is likely then, that feelings play an
important role in leadership
...
Emotional intelligence defines the capability to collect feelings
and interpretation, using emotions to ease the critical thinking and reasoning
intelligently about them
...

Vitello-Cicciu and from a capacity perspective, she analyzed the emotional
intelligence and its relationship to leadership practices among nursing leaders
...
The impact of
emotional intelligence capability as a predictor of a good leadership was as well taking
into consideration
...
This capability focused
on emotional intelligence comes into sight to impact the prediction of success over the
other’s approach
...
An aspect
of emotional intelligence was used as a mean to check the effectiveness of emotional
intelligence in management performance and transformational leadership prediction
...
Sosik has tested either the self-awareness of leaders can
moderate the relationship between emotional intelligence, transformational leadership
behavior and managerial performance
...

These studies believe that there is an interest in appraising the role of emotional
intelligence and leadership
...
2 Leadership and emotional intelligence
Studies show the existence of a link between leadership style and emotional
intelligence
...
However, if a high emotional intelligence creates
12

transformational leadership, this implies that managers with a transactional leadership
style and laissez-faire have a lower emotional intelligence
...
Similarly, an exploratory study of Barling, Slater and
Kelloway notes that emotional intelligence is associated with the three aspects of
transformational leadership (idealized influence, inspiration and motivation through
individualized consideration), but also by management contingency, behavior which
falls transactional leadership
...

Indeed, their analyzes indicate that the data collection method affects this association
...

When emotional intelligence and leadership style are valued by different people, the
link between the two concepts is lower, but still significant
...
Furthermore, Harms and Crede analyses suggest that studies using measures
based on the traits have a stronger association with transformational leadership
...


2
...
3
...
In doing so, it avoids taking decisions and responsibilities that
arise from his title
...

2
...
2 Transactional leadership
When a manager takes transactional leadership, relationship with his
subordinate is characterized by fair trade to satisfy the interests of both parties
...
Doing so, employees are more confident for achieving the objectives
5

R
...
The relationship of leader-member exchanges, with laissez-faire, transactional, and
transformational leadership in naval environments
...
Greensboro,1992, Center for
Creative Leadership: 237-246
...

Specifically, the transactional behavior of the manager is characterized in the Bass
model, three components: management by contingency, management by active
exception and passive management by exception
...
To do this, it clarifies
expectations and indicates the subordinate effort to be reached and rewarded
...

Management by exception, for its part, means that the manager is in case of
deviance
...
Management by exception can be active or passive form
...
In
contrast, passive management by exception means that the manager expects
performance problems appear before taking further action
...

2
...
3 Transformational leadership
The transformational leader is usually characterized as a visionary who
inspired his subordinates, motivates them to innovate and grow
...

Although there are different concepts, charisma and idealized influence are grouped into
a single dimension of transformational leadership, as they are highly correlated while
they are measured
...
Subordinates
perceive it as an enlightened individual, endowed with knowledge, sensitive to the
problems and a model to which they can relate
...


6

12
...
D
...
(2010)
...
" Journal of Leadership & Organizational Studies 17(1): 5-17

14

Individualized consideration means that the transformational style manager is
attentive to the needs of accomplishment and development of his employees
...
To do this, he delegates, offers
coaching to employees and treat them with respect
...

Finally,

by

intellectual

stimulation,

and

motivation

by

inspiration,

transformational style manager encourages innovation and creativity
...
Specifically, he
encourages them to question their own beliefs, assumptions and values
...


2
...
This serial of exploration helped to determine the human effectiveness from
the social view as well as enhancing a very crucial feature of Wechsler’s definition of
intelligence: “The ability of the individual to behave carefully” According to Mayer and
Salovey “emotional intelligence affect the capacity to perceive correctly, evaluate, and
express feelings; the capability to reach and express emotions when they ease thoughts
and ideas; the capacity to define and understand the emotion and emotional knowledge;
and finally the ability to manage feelings to boost emotional and intellectual growth”
...
The classic historical models of
leadership does not apt for the emotional intelligence
...
In fact, people often use the same courageous language for leadership,
15

audacious and tough with a powerful sense of resolve
...
Today’s labor force does not agree the absolute style often accepted by leaders
following historical models of leadership
...
Leadership has to develop to match an evolving sense of democracy and
independence in the labor force
...
5 Emotional intelligence and leadership effectiveness
Studies have shown that managers who frequently improve their colleagues not
only have the technical competencies, but have mastered most of the form of emotional
intelligence
...
There is developing argument that the area of capacities that
build what is now called emotional intelligence has an important role in defining
success, both in one’s personal life and in the workplace
...


16

Chapter III: THE SUPERIOR-SUBORDINATE RELATIONSHIP
3
...
Dansereau9 , researchers
were interested in the 70 relations in the interpersonal job market
...
The research associated with it, demonstrate that a manager adopts a
leadership style and his behaviors affect his relationships with subordinates
...
Other employees are perceived as "out-group" and the
contacts are superficial and formal
...

On 22 February 2010, the database abi / inform global counted 312 documents
containing the word "lmx" or "leader-member exchange" in citations and abstracts
...
Also in abi / inform
global, subjects generally lmx are associated with organizational behaviors
(organizational behavior), management (management) and occupational psychology
(occupational psychology)
...


17

The LMX is mainly focusing on the quality of the exchanges in the superior
subordinate relationships
...
A relationship superior-subordinate low
quality, for its part, is characterized by a low support and low attention from the top,
lack of consideration and bilateral communication, more problems related to work and
by unidirectional influence, and where the employee sticks to the role which is
prescribed by the organization
...


3
...
Some authors mention the exchanges of skills, and the interpersonal; others
refer to the exchange of attention, support and sensitivity
...
Studies show that, in general, the quality
of exchanges between the superior (leader) and a member of his team quickly
determined in time and tends to maintain

3
...

However, more research is needed to bring out which are the determinants
...
According to the study of Breukelen,
Schyns and Leblanc , performance is a 43 key factors of a quality relationship
...
for
"human" factors, the superior(leader) personality and the subordinate should

be

considered to explain the LMX
...
The results of the study Nahrgang, Morgeson and Ilieş
demonstrate, for their part, that the LMX, as perceived by the Manager, is mainly
influenced by the level of his employee extroversion ; for this last, it is the degree of
agreeability of his boss which seems significant
...
Given that bonds are observed between personality
traits and emotional intelligence
...
4 The contribution of a superior-subordinate relationship quality
Based on a survey of 25 years of research on LMX, Graen and Uhl-Bien report
that many studies have found links between this concept and, especially, performance,
job satisfaction, labor climate, organizational citizenship behavior, empowerment, a
sense of justice, and career progression
...

Meta-analysis of Gerstner and Day confirms the conclusions of Graen and Uhl-Bien
...
Moreover, their analysis suggests that quality LMX causes an
increase in employee satisfaction levels, promotes mutual influence as well as open and
honest communications
...
In this spirit, Townsed, Philips and Elkins found in
their study, a negative relationship between LMX quality and employee reprisals
...

Finally, the study by Krishnan reveals that a high quality LMX is more
determinant than transformational leadership to explain employee satisfaction and
surplus of these efforts
...
It is therefore possible that a mediator or
moderator affects the efficiency of these two variables and the relationship between
these two variables (hence the relevance to explore the impact of emotional intelligence
on them)
...
5 The choice of the model
19

Although the LMX has been the subject of several studies, its components and
its measures are not the subject of consensus
...
To counter this problem,
the components of LMX as proposed and revised by the founders of the concept, Graen
and Uhl-Bien , are retained for this search
...
In this model, three components should be considered in
assessing the LMX: trust, respect and commitment
...
Their recent measure, the LMX is the most used
in searches and justifies the choice of this model for this study
...
6 The synthesis of research on the superior subordinate relationship
subject
The superior-subordinate relationships just been briefly introduced
...
It is
therefore possible that some of his behaviors and attitudes are most optimal, which
makes the theory plausible that his leadership style and / or emotional intelligence affect
LMX
...
Synthesis of superior-subordinate relationship
Definition

Managers develop a heterogeneous relationship
with their subordinates
...
Goleman,Book emotional intellligence

IV: EMOTIONAL INTELLIGENCE, LEADERSHIP STYLES AND
SUPERIOR-SUBORDINATE RELATIONSHIP, SYNTHESIS,
LINKS AND ASSUMPTIONS
4
...
Leadership styles were also presented
...

Finally, the relationship between a superior and his subordinate was presented
...

The purpose of the research is to understand how emotional intelligence is related to
leadership styles and superior-subordinate relationship, and how these three concepts
interact together
...
The following section presents these different
publications
...


4
...
After an exhaustive search of the
scientific literature, we have observed that four studies explored the association
...
This study was carried out in a social
context, it is relevant to verify whether these results are reproduced in a professional
context
...

The thesis of Gordon shows, that managers have a strong 7ability to identify
their emotions and those of others have better superior-subordinate relationships
...
Note that the
measurements used in this study were measured by self-assessment, WLEIS to measure
emotional intelligence, and LMX-7 to measure the quality of the superior-subordinate
relationship
...
Their 8analyzes indicate
that emotional intelligence of the manager and his employees affect jointly the quality
of their relationship
...
When the emotional intelligence
of the superior and subordinate are both weak, a quality relationship is nevertheless
observed
...
Finally, when the emotional intelligence of two members is
different, the quality of the relationship is lower
...
His study shows that emotional intelligence does
not explain the superior-subordinate relationship when the personality and intelligence
of the participants are controlled
...
More precisely, managing
emotions and perception of emotions are factors of emotional intelligence that
demonstrated a significant link in in this section [studies in model and Furnham Petrides
,these variables are represented respectively by self-regulation and emotionality]
...
Since this is the measurement and
7

,G
...
"Relationship-based approach to leadership: Development of leader-member exchange
(LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective
...
G, Sears,C, Holmvall,
...
" Journal of Business and Psychology,Oxford university press,2010, 593-605

22

Furnham Petrides that is used in this research, another measure than those used in the
studies mentioned above will be used to compare the results
...

Hypothesis 1
...

Hypothesis 1
...

Questions implied: there is a relationship between emotional intelligence manager and
the quality of relationships with members of his team? If this is the case, what factors of
emotional intelligence best explain part of the variance in the quality of the superiorsubordinate relationship?

4
...
Specifically, transformational leadership is often associated with a high
level of emotional intelligence
...
Yet the study of Jin and
Shapiro shows that managers with low emotional intelligence can become
transformational leaders
...

Meta-analysis of Harms and Crede also provides shade to the association
between emotional intelligence and transformational leadership
...
According to their
analyzes, the relationship between emotional intelligence and leadership style is
moderate when both measures are completed by the same person
...
The collection of data from various sources
therefore limits the risk of bias and causes
...
Analyzing the results of their study, they come
23

to the conclusion that the link between emotional intelligence and transformational
leadership has been, to date, overestimated
...
Because this study uses an approach to measure emotional intelligence, it
is likely that a link between this concept and transformational leadership is identified in
the analyzes
...
Finally, it is possible that a
link be found between emotional intelligence and contingency management by (facet of
transactional leadership)
...

Hypothesis 2
...

Hypothesis 2
...

Hypothesis 2
...

Hypothesis 2
...

Questions implied: is that emotional intelligence manager explains part of the variance
in leadership? If this is the case, what leadership behaviors are best explained by
emotional intelligence manager?

4
...
Thus, the study of Deluga reveals that the
superior-subordinate relationship is positively associated with transformational and
transactional leadership
...
Moreover, linear regressions indicate that transformational leadership,
especially the charisma and individual consideration, has a positive impact on the
superior-subordinate relationship, beyond the transactional leaderships and laissez-faire
...

24

Although a superior-subordinate relationship quality seems associated 9 with
transformational leadership, a careful reading of the scientific literature emphasizes that
this association is not categorical
...
Their analyzes indicate that the
management of contingency is considered highly effective and sometimes more than
transformational leadership
...
In light of these study results, the categorical link between transformational
leadership and the quality of the superior-subordinate relationship must be qualified
...
However, they
also show that we must not overlook the contribution of transactional leadership,
particularly management by contingency
...

Hypothesis 3
...

Hypothesis 3
...

Hypothesis 3
...

Hypothesis 3
...

Hypothesis 3
...

Questions implied: Is the leadership manager affects the quality of his relationship with
the members of his team? If this is the case, what leadership style and leadership
behaviors the best explain this variable?

4
...
J,Deluga
...
Impact of leadership
...


25

According to Brown and Moshavi, emotional intelligence can be a mediator
transformational leadership, moderator 4 between this leadership style or being an
independent factor
...

Webb analyzed the relationship between emotional intelligence, superior-subordinate
relationship and transformational leadership
...
His analyzes show that emotional intelligence
partly explains the charisma and motivation through inspiration (components of
transformational leadership) and beyond the personality measures used
...
Finally, in his study, the superior-subordinate relationship is a moderator of the
relationship

between

emotional

intelligence

and

charisma

(component

of

transformational leadership)
...

Although Webb10 has used the same concepts as those used inthis research, its
approach differs
...
This link is also
analyzed in this research, but our primary interest is to understand the impact of
emotional intelligence on the leadership style and the quality of the superior-subordinate
relationship
...
Taking this postulate as a starting point, the assumption was that the superiorsubordinate relationship is a moderator in the relationship between emotional
intelligence and transformational leadership
...
This research, in turn, challenges the unequivocal link
between transformational leadership and superior-subordinate relationship quality and
analysis of the contribution of emotional intelligence in leadership and superiorsubordinate relationships
...
Examining emotional intelligence and leadership
...

South Florida,2005,P 93

26

3) Leadership and the quality of the superior-subordinate relationship, it is plausible to
assume that emotional intelligence affects the relationship between leadership and the
quality of the superior-subordinate relationship, or by being a mediator or a moderator
...
If a high
emotional intelligence is required to have leadership that ensures a superior-subordinate
relationship quality, the concept can be seen as a mediator
...

Finally, if the results show that the quality of the superior-subordinate relationship
depends on certain leadership behaviors and emotional intelligence does not bring
considerable nuance, we will contribute to question the relevance of the concept for this
aspect of management
...

Hypothesis 5: overall emotional intelligence manager is a moderator of the relationship
between the leadership style and the quality of relationship with the members of his
team
...

Although these studies allow assumptions about the intended subject, the fact remains
that the results presented are nuanced and sometimes contradictory
...


4
...
6
...
They are
organized in the shape of a flow chart that determines the optimal process for helping
individuals to increase their emotional skills in personal and interpersonal situation
...
The optimal Process for developing emotional intelligence in organizations

28

Source: http://www
...
org/reports/technical_report
...
The first
happens 11before the individual starts training
...
This
operation happens on organizational and individual levels
...
It helps people to change their way to view the world and figure out the
social and emotional demands
...
Evaluation is the final phase
...

- Motivation is very crucial in social and emotional learning
...
The question is how trainers and managers can increase the learner s motivation
before the start of the change process?
- Evaluate the needs of the organization
...
For social and emotional training, two challenges that must be addressed in
this phase
...
A methodical study can demonstrate that
such a connection exists
...

- The second challenge in applying this guideline to social and emotional training
efforts is to identifying all the appropriate competencies that are crucial for success
...
In fact, a primary needs evaluation in one
airline started with a taking into consideration the airline’s business strategy
...
Therefore, 12many efforts have been focused
on the way in which flight attendants managed passengers
...
eiconsortium
...
html
Bass, B
...
(2008)
...
The Bass Handbook of Leadership
...
New York, Free Press: 400-436
12

29

that a superior performer owns two types of skills: self-management (resilience,
efficiency, adaptability) and interpersonal (caring for and managing customers well, and
teamwork)
...
It means that

the training program

also needed to contain these elements
...

- Evaluate personal limits and strengths
...
First of all, people are
usually less conscious of weaknesses skill in the emotional and social fields
...
However, there is a chance that they won’t be allowed to define the emotional
skills needed with view to enhance their action in this area
...

Second of all, these skills are obvious in social interaction
...
In fact, the
motives, beliefs, and feelings of the assessor affect ratings of emotional and social
competence
...
The best evaluation method for launching emotional and social
learning thus is usually based on different assessment lead from diverse perspectives,
such as 360-degree assessments that include boss, colleagues, and subordinate
evaluation
...
If it is not used properly, it
can cause opposition rather than readiness
...

- Support feedback with care: given a response and a feedback on the evaluation
results can be a good way to improve the Motivation
...
These skills are approximately matched to
a person’s identity and pride
...
People also are more
likely to be motivated to change when they believe that the feedback is constructive and
accurate
...
Time
for people is very important to think about the information and its implications
...

The understood aim of the feedback also has an impact on its emotional and
motivational effects
...
However, when it is used
for enhancement reasons and the person offering the feedback is treated as unconcerned
individual whose motivation is to help, and then the consequences turn to be more
positive
...

The assessment is used as a tool of development
...
Usually, People are more motivated to change when
they are14 free to choose to do so
...
For instance, choice
is very determinant
...
It also is better if the choice is true
...

- Link learning objectives to personal values
...
eiconsortium
...
html

31

them lessons about "behavioral styles
...
By motivating learners that training will help
them for a career success will be hard if success is not that important to them
...
In one famous
emotional competence program, many persons taking part into this program mentioned
that the skills they learned were as beneficial in directing relationships at home as they
were at work
...
Expectations about accomplishment can become selffulfilling prediction
...
Unluckily, in the case emotional and social learning,
several persons are doubtful that emotional intelligence can be enhanced
...
To increase motivation, learners have to believe not only those
greater emotional skills will lead to evaluate results, but also that it can be improved
...
Trainers can improve learners’ self-efficacy in different ways
...
The trainers purposely make many mistakes during the role-play
...
The participants notice
how beneficial the approaches are, and the trainers indicate that the participants have
shown that they already know most of what the experts know about how to lead a good
job interview
...
Studies on different variety of behavior change programs
propose that people go via many stages of readiness for change before they are willing
to make a real commitment
...
In
the next stage, people start to observe that they need to enhance, but they are not sure
that anything can be done about their issues and they delay making a decision
...
It is not until the fourth
stage that the person is willing to act
...
Before training starts, the training staff should appraise the readiness
32

stage of each participating into this training
...

4
...
6 Phase 2: Training
- Appoint clear goals
...
A goal such as "learn how to have a better communication with

subordinates" is less efficient than "use active listening with at least four times every
week
...
The best trainers have the
ability to help the learners appoint clear and challenging goals without violating on the
learners’ sense of ownership for the goals
...
Break goals into manageable steps
...
Even if, challenging goals
are more motivating than usual ones, it also helps if the goals are reachable
...

- Maximize opportunities to practice
...
In emotional and
social learning, there often must be more practice than in other kind of learning because
old, more effective ones established
...
And learners need to practice on the job, not just in a situation where
training is needed, for transfer to happen
...

Though an intense workshop taking many days usually is not enough to help people
unlearn old, rooted habits and evolve new ones that will endure
...
Feedback is crucial while the change
process as a way of showing whether the learner is on the right path
...
Feedback can be useful
in emotional and social learning because the learners face difficulties knowing how their
emotional and social behavior manifests itself
...
Thus, they need even more concentrated and sustained
feedback as they practice new behaviors
...
Simulations, group discussions, role plays,
usually are more efficient than lecturing or assigned reading for emotional and social
learning
...
A lecture is good for maximizing understanding of emotional intelligence, but
experiential usually are important for a serious behavior change
...
The programs that used
experiential tools produced twice as much enhancement in performance, as rated by
supervisors and peers
...
Even if experiential operations sound to be especially
productive for social and emotional learning, insight also can play an important role
...
It improves selfawareness, the essential of emotional intelligence
...
One of the most effective training blends experiential ways
and the development of insight
...
The trainer started the lesson by showing an excerpt
from a famous comedy film in which one character bothered another one by violating16
on his personal space in different ways
...
After getting and collecting more insight into their own emotional reactions, the
participants were willing to learn some social and emotional competencies which could
help them to deal with these annoying actions
...
The purpose of relapse prevention is to make people
mentally ready to face slips, to recognize at the starting that difficulties are a normal
part of the change process
...
Without preparation for these
setbacks, they can be a reason of discouragement and give up before the mentioned task
has reached the point where the new, learned response is the automatic one
...


16

1
...
eiconsortium
...
html
...
3
...
To encourage learners to apply what they
have learned supervisors, peers, subordinates, and others in the work environment
...
Reinforcement is a good way to push trainees to apply their new
competencies on the job and to continue doing so
...
Transfer and
maintenance of particular skills seems to be influenced by the range to which the
organization values learning and development in general
...
The atmosphere
of the work environment is very determinant for transfer of social and emotional
learning to the job
...
4
...
Evaluation is important for an efficient
training
...

Only through appraising can modest programs be enhanced and effective ones retained
...
When an assessment suggests that a program falls short in reaching its goals,
it should not be taken as a way to punish an individual or group
...
Evaluation should be
matched to learning and the continual pursuit of quality
...
The ones who did try to evaluate their efforts relied
primarily on measures such as reactions to training and employee opinion surveys
...


35

Chapter V: APPLICATION OF THE EMOTIONAL
INTELLIGENCE IN THE HOTEL INDUSTRY- CASE STUDY
5
...
it
proposes a study on the theme of intelligence emotional which is more particularly
related to the human resources sector and quality services and customer satisfaction but
also employees at the individual level in hotels
...

Having completed an internship

during

my first master, the author had an

opportunity to work at the headquarters in the Iberostar Department of the EuropeAfrica-Middle East area
...
The author was able to fully enjoy their experiences, opinions and
visions on emotional intelligence to develop this memory
...


Emotional intelligence appears as being a performance tool that is intuitively used in

36

business without being clearly identified
...


5
...
It is the property of Iberostar group, which also under the property of

Iberostate Golf, Villas & Condos
...
The Iberostar was created in 1986
in Palma, Majorca, Spain by the Fluxá family
...
The rest of hotels under the brand name Of Iberostar are located in
of Europe, North America, Latin America, and Africa
...
On April 7, 2010, Iberostar declared that Antonio Banderas was nominated as
the new face of a global campaign to sponsor the company's hotels and resorts
...
This
treaty is scheduled to persist until 2017 Toni Nadal, also from Majorca, wears an
Iberostar brand hat to every tennis match he attends
...
3 Application of the emotional intelligence in the Iberostar Hotel
The hotel industry is a service-based industry
...
The hotel
sector is composed of different types of services such as reception, concierge, catering,
event-and recreational services (spa, discos etc
...

Several studies have shown that for customers, the service provider is a separate
element

of the product
...
In hotels, customer

satisfaction is an ongoing challenge
...
The self-awareness and experience of others are the
major elements that allow resolve an issue
...

1
...
Customer satisfaction
17

http://en
...
org/wiki/Iberostar_Hotels_%26_Resorts
...
Notoriety of brand
It is in this quality strategy and positioning that on June 16, Iberostar Launched
the "ambassadors" humanist strategy which is one of the six priorities of the Brand
...
The ambassador program provides monitoring both
professionally and personally Via three types of training:
- "Be yourself" (in recruitment to develop a new approach
Selection of candidates)
- "Be ready" (allows attending 3 types of mandatory training and developing 3
Key brand values such as openness, passion for excellence and
The essence of pleasure)
- "Be beautiful"
...
In the luxury business hotel, the human factor is undoubtedly the real key
to success
...
In this case study we will try to
understand how and why Iberostar has made such a program and what are the emotional
skills needed? We'll see how Iberostar uses and seeks emotional skills among its
employees "ambassadors"
...
The national working group led
by Mr
...
The word
"ambassadors" has been commonly chosen because it expresses clearly what an
Iberostar employee
...
By position, responsibilities and complexities, a feature within 5 themes will be
required
...
Even if Iberostar never used that term, requirements and appropriate
skills of employees are on emotional intelligence
...
It is also necessary to identify them
...

-Profile:
The Iberostar brand founded its organization on three values which

19

every

employee is Daily guarantor: passion for excellence, the essence of fun and openness
...
Then we'll link with
different characteristics of the profiles sought by Iberostar with emotional intelligence
to try to understand the value of emotional skills
...
"
Openness was defined as follows "In our view, the difference is a wealth
...
For Iberostar ambassadors means: Integrating different
cultures, different ways of thinking
...
Have the fortitude to
accept Critics, comments; have the talent to be positive and to improve
...
"
-Profile of "I am":
5 characteristics were selected to determine the skills required for the profile "I
am" and standardized by Iberostar
...
The competencies determined in the profil “I am" in detail and sought by
HR:
Features

of

the

Criteria sought by Iberostar

profil”I am”
generosity
19

- A good heart in all circumstances

Iberostar database, Morocco,2010

39

- like to share
- Satisfied at best customer needs
Team spirit

- Enjoys working in a team, share goals, wins and
difficulties
- Accepts constraints teamwork
- Is sensitive to teamwork
- Enjoys working with and for others
- Rest integral in all circumstances
- Make a team progress through concrete actions
and dynamic

Curiosity

- Is able to be creative
- like to compare
- Seeking spontaneously new products, techniques,
tools and cultures
- Shows interest to others, clients or colleagues
- Asks questions to obtain information that it
will make his job better
- like to confront different things and new methodswillingness to bring new ideas, information,
knowledge etc

Humility

Adopts a modest and unassuming attitude vis-à-vis
clients and colleagues
- Is respectful
- Let others speak
- Demonstrates effective discreetly
- Recognizes that he can learn from others
- Is listening to others

Authenticity

Is honest and natural
- Show interest and in all circumstances
- Reveals his true nature and does not hide behind a
mask
- Expresses opinions
- Finds equilibrium between body language and
oral communication

Source: interview with the HR manager

-The Profile "I am":

40

The author will compare the characteristics of the Iberostar profile "I am" with
the emotional competencies according to the theory of emotional intelligence
GOLEMAN
...
What are the 5 characteristics of
the profile "I’m" in relation to the emotional competencies according to GOLEMAN
theory?
The Profile "I am" brings together the competencies which aspire Iberostar for its
employees and especially for the competencies that characterize the personality of
Iberostar ambassadors
...

Profile "I Am "is made by generosity; team spirit; curiosity; humility and authenticity
...

Table 3
...

- Assign the task to the right
person and deal with specific
situations
...

- Congratulate and celebrate
success (personal or group)
example
"Let's Celebrate" meeting to
present the success of results
but also training successes
employees

Integration

/

promotions Ambassadors
...
Sometimes terminologies and competencies are exactly the same,
sometimes they emanate by a group of several emotional competencies
...

-Profile: "I know"
Iberostar defined profile "I know" to represent knowledge and cognitions of its
20

employees in seven categories: the desire to learn; professionalism; the ability to

Understand the needs of customers; cultural sensitivity; empathy; attention to detail and
Knowledge of the brand
...
The competencies determined in the profil “I know" in detail and sought
by HR:
Profile Features

Required features by iberostar

I know
Desire to learn

20

- Is willing to improve his knowledge, his desire

Iberostar Hotel Database

42

to learn and get a training
- Is willing to study in his spare time
- Seize every opportunity to develop
knowledge
Professionalism

- Has solid knowledge and experience
- Behave appropriately in all circumstances
- Seeking constantly to improve competencies and
Professional skills

The ability to understand

- Is able to discern the style and customer expectations

the customer s needs

by observing quietly
- Can ask the right questions to identify
expectations of a customer
- Is focused and rigorous
- Knows how to evoke a subject
...

- Good for agreement to
very different people and
from different cultures
attention to detail

Passion for serving

- Efficiency in every
details

(Guest

relation,

process,cleanliness,

the

floors)
knowledge of the brand

statesmanship

- Representation and daily
promotion

(spirit

corporate)
- Includes operating the
organization
-

Importance

of

relationships
networks (and on which it
creates it relies (to carry
44

goals for changing)
Source: Interview with HR manager of the Iberostar

The skills of «I know» are important especially with respect to the degree of
awareness of this knowledge
...

Within the Iberostar Hotel, the emotional intelligence would ensure the wellbeing company (by generating job satisfaction, good health, motivation and better
management of stress and emotions in the global sense)
...
Emotional intelligence is a great performance factor
...
Also, by developing and cultivating emotional
skills, the employees enjoy

much more pleasant working environment that has a

positive impact on the organization (more attendance, satisfaction, motivation) and in
addition that promotes satisfaction and customer loyalty
...


45

Conclusion
Emotional intelligence optimizes the beneficial actions and promotes better
management of those causing some form of suffering
...
This research has shown that
Emotional Intelligence, as technical competencies, can be improved via a methodical
and persistent approach to get competence in personal and social awareness, selfmanagement, and social skill
...
Because the foundations of emotional and social competencies
are usually laid down early in life and strengthen over many years they turn into being
symbols with our self-image and hence need concentrated attention over time to lead
about change
...
It evolves a sense of awareness, balance feeling and a strong
blend of emotional ability (critical thinking, conceptual and creative thinking), people
competencies (Interpersonal competencies, influence competencies and communication
competencies)
...

Every person of different age can be socially and emotionally competent
...
Improving emotional skill needs that we
let down old habits of thought, emotions, and action that are deeply rooted, and get a
chance to grow new ones
...
The guidance also proposes that the maintenance preparation and
transfer phases of the training process are very important
...
Organizations increasingly are offering development and training
that is explicitly labeled as "emotional intelligence" or "emotional competence" training
...
This would contain most management and
executive development efforts as well as training in supervisory skills, diversity, stress
management, sales, customer relations, etc
...
The effect of
following to the guidance is synergistic: the more guidance that trainers can adhere, the
greater and more lasting will be their impact
...
Only when the training is based on sound, empirically
based methods will its promise be realized
...
This research has succeed to reach its aim by defining the links between
emotional intelligence manager, his leadership style and the quality of his relationship
with the members of his team and also by analyzing the two constructs and examine
their interrelationships
...
P
...
H
...
Bass, B
...
(1999)
...
leadership
...
Bass, B
...
(2008)
...
The Bass
Handbook of Leadership
...
New York, Free
Press,

4
...
A
...
E
...
, Lerner, N
...
(2006)
...
" Journal of Personality and Social Psychology,

5
...
F
...
(2005)
...
" Journal of Organizational behavior,
48

6
...
R
...
, D
...
(2002)
...
Multiple intelligences and leadership
...
Riggio, Murphy, S
...


7
...
(1983)
...

New York, Basic Books,
8
...
M
...
"Emotions and leadership: the role of emotional intelligence
...
Goleman, D
...
The Emotionally Intelligent Workplace; How to Select for,
Measure, and Improve Emotional Intelligence in Individuals, Groups, and
Organizations
...


10
...
E
...
Emotional intelligence as an antecedent of leader-

member exchange relationships and leader effectiveness
...
New York, University at Albany, State University of
New York
...


Harms, P
...
, Credé, M
...
"Emotional intelligence and transformational

and transactional leadership: a meta-analysis
...


Hartog, D
...
D
...
, Jaap, J
...
L
...
"Transactional versus

transformational leadership: an analysis of the MLQ
...


Mayer, J
...
, Salovery, P
...
What is emotional intelligence
...
P
...


Gardner, H
...
The personal intelligence The theory of multiple

intelligence
...


Goleman, D
...
The Emotionally Intelligent Workplace; How to Select

for, Measure, and Improve Emotional Intelligence in Individuals, Groups, and
Organizations
...


Webb, S
...
Examining emotional intelligence and leadership
...
South Florida,

17
...
"The joint influence of supervisor and subordinate

emotional intelligence on leader-member exchange
...


Krishnan, V
...
(2005)
...
" Electronic Journal of Business Ethics and Organization
Studies
...


Mayer, J
...
, Salovery, P
...
"Emotional intelligence
...

20
...
B Bernerth, A
...
,Field, H
...
, Giles, W
...
Walker, The influence of

personality differences between subordinates and supervisors on perceptions of LMX,
Sage Publications,London,2008,

21
...
(1957)
...
Paris, Collection

Uprisme
...


R
...
The relationship of leader-member exchanges, with laissez-

faire, transactional, and transformational leadership in naval environments
...
Greensboro,1992, Center for Creative Leadership,

Internet sources
23
...
eiconsortium
...
html
...


Http://en
...
org/wiki/Iberostar_Hotels_%26_Resorts
...
21
Table2: The competencies determined in the profil “I am"…………………………40
Table3: The competencies determined in the profil “I am"…………………………42
Table4: The competencies determined in the profil “I know" in detail and sought by
HR………………43

List of graphs
The Optimal Process for Developing Emotional Intelligence in organization

---