EMOTIONAL INTELLIGENCE AND ITS ROLE IN COLLABORATION Cox
The purpose of this manuscript is to discuss the linkage emotional intelligence may have in furthering collaboration efforts between individuals, groups, and organizations. The foundations of emotional intelligence in literature will be reviewed, as well as a fundamental evaluation of common understandings related to successful collaboration. Emotional intelligence is commonly discussed in the context of effective leadership, while collaboration is typically reviewed relative to the effectiveness of the combined efforts of teams made up of diverse members. This article seeks to advance the literature on these two subjects by discriminately elucidating the characteristics emotional intelligence may have on improving the prospects for successful collaboration. The literature review will establish the underpinnings of emotional intelligence and collaboration models existing today. The literature does not adequately consider the potential impact emotional intelligence may have on collaboration. This manuscript will present a unique and dynamic look at the interaction emotional intelligence competencies may have on improved collaboration skills for individuals, groups and organizations. For those involved in collaborative efforts or projects, acknowledgment of this writing will presumably offer a practical analysis and applied skill set to improve collaborative outcomes. This unique perspective of emotional intelligence and its relationship to successful collaboration will compliment the recent literature on these topics, and fill a gap where they are not considered together. INTRODUCTION This manuscript intends to explore the concept of Emotional Intelligence (EI) and its role in furthering positive outcomes in collaboration. The proposition is that leaders of the future with emotional intelligence competency will be more adept in handling diversity, globalization, and human resources engaged in collaborative efforts. Improved self and social awareness, relationship management, and team building will be keys to a leader"s success. Making the most of the valuable interactions we have as collaborative team leaders or members requires more than intelligence, it requires an emphasis on consideration of those we engage with. This article looks at the importance emotions, ours and others, have on positive collaborative outcomes. Interactive, codependent and collaborative relationships are manifested in communication intended to produce a positive result. Can emotional intelligence competency contribute to achievement of that positive result? With an influential and cooperative intent, emotional expressivity skills allow visionary leaders to establish an emotional connection with followers that may overcome resistance to produce meaningful change (Groves, 2006) Emotional intelligence competency is also seen to be increasingly important to an individual's ability to be socially effective (Kerr, Garvin, Heaton, and Boyle, 2006) It is in the application of this competency, to recognize, understand and use emotional information about oneself and others that leads to or causes an effective or superior performance (Boyatzis, 2007) Proceedings of ASBBS Volume 18 Number 1 ASBBS Annual Conference: Las Vegas 436 February 2011 Emotional intelligence is about knowing what you are feeling, and being able to motivate yourself to get jobs done. It is sensing what others are feeling and handling relationships effectively (Dulewicz, Higgs, 2000) Collaboration is a process of social interaction, where one"s ability to influence the emotional climate and behavior of others can strongly influence performance outcomes. EI competency then, as an emerging leadership attribute, is seen to be increasingly important to an individual's ability to be socially effective, and therefore more adept at enabling successful collaborative outcomes (Kerr, Garvin, Heaton, Boyle, 2006) The literature findings, conclusions and implications of this manuscript are intended for aspiring individuals, teams, and leaders desiring of improvement in self and social awareness, negotiation, and upward spirals in themselves and their collaborative interactions. For creating a team of emotionally intelligent members is essentially the same as in developing an individual. The more these skills and competencies are developed throughout the collaborative team, the more effective the group can become. This is especially important because it allows teams to dispel norms, and develop new and more prosperous cultures supporting a common goal (Xavier, 2005) EMOTIONAL INTELLIGENCE Emotions drive behaviors, and an individual"s ability to consider the potential overwhelming importance his or her own emotions may have on decision making is important. Emotional self awareness is recognizing our emotions and their effects on us and others. This does not mean that the emotionally aware person has to detach emotions from their actions, but rather that they be understood, and in control. This improves one"s ability to initiate and manage change. Within a collaborative team, having a positive attitude inclusive of the impact change has on others contributes to effective conflict management and resolving of disagreements; i.e. being able to negotiate, compromise, and seeking of the best alternatives that yield positive results (Xavier, 2005) There are four domains or competencies of emotional intelligence, and an individual"s knowledge, awareness, and application of these competencies can enhance his or her effectiveness (Xavier, 2005) They are: The self awareness cluster: Emotional self awareness recognizing our emotions and their effects on us and others. Accurate self assessment knowing one"s strengths, limits, and weaknesses. An individual or leader can be little aware of the emotions of others if he does not have an accurate view of his own. Self confidence having a strong sense of one"s self worth and abilities. Leaders and individuals lacking in self worth can appear weak, and lacking in inspiration. The ability to inspire and motivate others is a desirable leadership characteristic; self confidence, if genuine, can lead to improved leadership effectiveness. Leaders and individuals competent in self awareness are aware of their weaknesses and comfortable in admitting them, view constructive criticism positively, and recognize their emotions and the affect they have on the collaborative environment. The self management cluster: Adaptability flexibility in dealing with changing situations. Emotional self control inhibiting emotions that are in contrast to organizational norms. Initiative being proactive, and with a bias toward action. Exhibiting a ,can do" attitude is contagious. Achievement orientation striving to do better, and coaching of others to reach their highest potentials. Proceedings of ASBBS Volume 18 Number 1 ASBBS Annual Conference: Las Vegas 437 February 2011 Trustworthiness the ability to demonstrate integrity and consistency with emotions and behavior. Optimism exhibiting a positive view of life and the future. Collaborators are unlikely to embrace the enthusiasm of a pessimistic leader or team member. Emotionally intelligent leaders and individuals recognize the importance of creating a collaborative environment regulated with trust and equality, and are careful to manage their emotions and resultant behavior accordingly. Team members quickly adopt the optimism, enthusiasm, and inspiration of leaders and individuals demonstrating a genuine interest in the shared success of the team. The social awareness cluster: Empathy understanding others and taking an active interest in their concerns. Effective leaders and collaborators value the ideas, and futures of their team members. Service orientation recognizing and meeting other"s needs. Leaders and individuals who consider themselves as a resource to their team, and offering of themselves to help meet objectives gain the respect and camaraderie of others. Organizational awareness establishing meaningful relationships with customers, within work teams, and the organization pursuing a common goal. Effective leaders and individuals are not only aware of their own emotions, but those of their team. Empathy, trust and integrity are critical competencies in collaborative effectiveness, particularly in consideration of the diverse backgrounds and cultures that may be present in collaborative teams. Emotionally intelligent leaders and individuals can assess situations from other points of view, and that contributes to improved comradery, trust, and confidence in the capabilities of the collaborative team. The relationship management cluster: Inspirational leadership inspiring and guiding behavior. Being a role model for others, intellectually, and emotionally. Developing others helping others improve their performance, and reaching of their highest potentials. Change catalyst initiating and managing change. Having a positive attitude inclusive of the impact change has on others. Conflict management resolving disagreements. Being able to negotiate, compromise, and seeking of the best alternatives for the team. Influence the ability to get others to agree with you. Competent avoidance of autocratic dictation, yet influential in decision making that yields positive results. Teamwork and collaboration building relationships with a shared vision and synergy. Effective leaders and individuals work constructively with others, and understand the importance of moving their collaborative teams toward desired outcomes. "Emotional intelligence refers to an ability to recognize the meanings of emotion and their relationships, and to reason and problem solve on the basis of them" (Marques, 2007, p. 645) Without it an individual might lack the crucial quality of reading between the lines and listening to the unspoken. This skill facilitates problem solving, eases conflict resolution, and brings col