Premium
Emotional intelligence and participation in decision‐making: strategies for promoting organizational learning and change
Author(s) -
ScottLadd Brenda,
Chan Christopher C.A.
Publication year - 2004
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.668
Subject(s) - operationalization , emotional intelligence , conceptualization , psychology , perception , organizational learning , knowledge management , learning organization , social psychology , computer science , artificial intelligence , epistemology , philosophy , neuroscience
This paper argues that organizational learning is more effective if enacted by emotionally intelligent employees within clear operating boundaries such as those offered by participation in decision‐making. Organizational learning, based on Senge's (1992) conceptualization of the five elements of personal mastery, mental models, shared vision, team learning and systems thinking, aims to facilitate an organization's ability to learn and adapt to change. Emotional intelligence is claimed to promote emotional knowledge, perception and regulation as well as general intelligence (Mayer and Salovey, 1997). However, this has to be harnessed to contribute to the organization's success. This paper synthesizes a model of how emotional intelligence, organizational learning and participation in decision‐making can be operationalized to improve an organization's capacity to manage change and improve performance outcomes.Copyright © 2004 John Wiley & Sons, Ltd.