Essays on The Arguments for Against the Concept of Emotional Intelligence Coursework

Download full paperFile format: .doc, available for editing

The paper 'The Arguments for Against the Concept of Emotional Intelligence " is a good example of business coursework.   The concept of emotional intelligence is dated back in the early 1920s. Scholars in the early 1980s started to conceptualize the emotional intelligence idea in a systematic way. The work that was done previously which include conceptualization of interpersonal and intrapersonal intelligence as well as work done on emotional literacy served as a building block of what was termed as emotional intelligence by Salovey & Mayer. On his previous work, Bar-On viewed emotional intelligence generally as a cognitive intelligence where they defined it as an arrangement of social, emotional, personal abilities as well as skills that influence the ability of individuals to cope with environmental pressures and demands in an effective manner. Salovey & Mayer defined emotional intelligence as a social intelligence subset which involves the ability of an individual to monitor one’ s own and the feelings and emotions of others, to discriminate among them and then use this information to the guide the actions and thinking of oneself.

The two later refined emotional intelligence and defined it as the ability of an individual to perceive emotions, to generate and access emotions in order to assist thoughts, to understand emotional knowledge as well as emotions, and to regulate emotions reflectively in order to promote intellectual and emotional growth.

Goleman also defined emotional intelligence at the most general level as the ability to recognize as well as regulate emotions in ourselves and also in others. Emotions are feelings that are self-referential that an employee or an actor experiences or may claim to experience in relation to the performance that he or she is bringing to the social world.

The states of feelings are regarded as basic emotions such as love and anger as well as social emotions such as envy, guilt or shame and related constructs such as moods, affect and sentiments. This article examines the relevance of the concept of emotional intelligence in the context of organisational behaviour by considering the literature that favours and opposes it. In the last few decades, there has been more research in regard to the significance of emotional intelligence for successful leadership as well as the entire success of organisations.

Most scholars view emotional intelligence as one of the factors that have the potential to contribute more positive outcomes, behaviours as well as attitudes. At the same time, there is evidence that conceptualizes emotional intelligence as either ability or a personality trait. Salovey & Mayer argue that individuals with high competencies of emotional intelligence are more likely to gain success in their places of work. They noted that social skills are crucial for executive leadership as well as for other individuals in order to ascend the hierarchy of the organisation.

They added that social intelligence is also becoming relevant in the determination of the one that will become successful or not in an organisation. From their argument, it can be seen that the competency of emotional intelligence is essential and has the potential for performance improvement for personal as well as organizational levels. In addition, individuals who have high emotional intelligence tend to be more valued assets in their organisation as compared to those who are less emotionally intelligent.


Ashforth, B. E & Humphrey, R. H. “Emotion in the workplace: a reappraisal”, Human relations, vol. 48, no.3 (1995): 97-125.

Bar-On, R. & Parker, J.D.A. The handbook of emotional intelligence: theory, development, assessment, and application at home, school, and in the workplace, Jossey-Bass, San Francisco, CA, 2000

Becker, T. “Is emotional intelligence a viable concept?” Academy of Management Review, (2003): 192-195

George, J. M. “Emotions and leadership: the role of emotional intelligence”, Human relations, vol. 53, no.8 (2000): 1027-1055

Goleman, D. Emotional intelligence: issues in paradigm building. In C. Cherniss and D. Goleman (ed), The emotionally intelligence workplace. San Francisco: Jossey-Bass, 2001.

Jordan, P. J. “Dealing with organisational change: can emotional intelligence enhance organisational learning?” International Journal of Organisational behaviour, vol. 8, no. 1 (2004): 456-471

Jordan, P. J., Ashkanasy, N. M. & Hartel, C.E.J. “Emotional intelligence as a moderator of emotional and behavioural emotiona to job insecurity”, Academy of Management Review, vol. 27 (2002): 361-372

Mayer J. D & Salovey, P. What is emotional intelligence? Implications for educators in Salovey, P. & Sluyter, D (ed), Emotional development, Emotional Literacy, and emotional intelligence, Basic Books, New York, NY (1997): 3-31

Mayer, J. D. & Geher, G. “Emotional intelligence and the identification of emotion”, Intelligence, vol. 22 (1996): 89-113

Salovey, P. & Mayer, J. D. “Emotional intelligence”, imagination, cognition, and personality, vol. 9 (1990): 185-211

Schutte, N. S., Malouf, J. M., Simunek, M., McKenley, J. & Hollander, S. “Characteristic emotional intelligence and emotional wellbeing”, Cognition and Emotion, vol. 16, No. 16 (2002): 769-785

Woodruffle C. “Promotional Intelligence”, People Management, vol. 11 (2001): 26-29.

Download full paperFile format: .doc, available for editing
Contact Us