Emotional Intelligence (EI) Research Paper by Champ
Emotional Intelligence (EI)
This paper is a review of research literature to identify and evaluate where voids or gaps currently exist in identifying how emotional intelligence (EI) relates to sales outcomes.
# 98937
| 2,570 words
| 20 sources
| APA
| 2007
| 
Published
on Oct 24, 2007
in
Psychology
(Social)
, Business
(Human Resources)
, Research Designs
(General)
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Description:
This research study examines how emotional intelligence may impact sales outcomes, and to what extent the research conducted in the past has effectively explored the direct relationship between sales outcomes and emotional intelligence. The paper explains that the literature review focused on previous methodologies, hypothesis, concepts and analytical procedures to help establish whether data correlating emotional intelligence scores to sales outcomes was more qualitative or quantitative in nature. The author points out that, from the review of the literature, it is clear that much of the research focused broadly on the ways emotional intelligence may impact outcome without too much specificity given to the topic of sales outcomes. The paper concludes that future research needs to focus on exploring the exact impact emotional intelligence has on sales outcomes, exploring how negative emotional intelligence affects the organization and examining what tools, aside from applied learning or goal orientation, can be used to transform negative emotional intelligence into positive intelligence.
Table of Contents:
Literature Review
Emotional Intelligence Defined
Review of Popular Studies
Summary of Literature Analysis of Gaps
Table of Contents:
Literature Review
Emotional Intelligence Defined
Review of Popular Studies
Summary of Literature Analysis of Gaps
From the Paper:
"Ashkanasy (2002) conducted a study of emotional intelligence and perception of emotion in organizations in an attempt to improve understanding of "organizational behavior through investigation of the cognitive and affective processes" underlying attitudes among employees and behavior. The author hypothesized that leaders within an organization are characterized by certain traits or outcomes that may predispose them to their roles within the organization, concluding that attribution theory is most likely the best causal explanation for why people act the way they do, and how this may impact organizational efficacy, as in the case of sales.Sample of Sources Used:
- Ashkanasy, N.M. (2002). Studies of cognition and emotion in organizations: Attribution, affective events, emotional intelligence and perception of emotion. Australian Journal of Management, 27(2): 11+
- Bandura, A. (2000). "Cultivate self-efficacy for personal and organizational effectiveness." In Locke, E.A. (Ed.), The Blackwell handbook of principles of organizational behavior. Oxford: Blackwell.
- Bandura, A. (1997). Self-efficacy: The exercise of control. New York: Freeman.
- Barsade, S.G. (2002). The ripple effect: Emotional contagion and its influence on group behavior. Administrative Science Quarterly, 47(4): 644
- Clark, K. (1999). Positive and negative creativity in groups, institutions, and organizations: A model and theoretical extension. Creativity Research Journal, 12(3): 211
Cite this Research Paper:
APA Format
Emotional Intelligence (EI) (2007, October 24)
Retrieved December 05, 2023, from https://www.academon.com/research-paper/emotional-intelligence-ei-98937/
MLA Format
"Emotional Intelligence (EI)" 24 October 2007.
Web. 05 December. 2023. <https://www.academon.com/research-paper/emotional-intelligence-ei-98937/>