The Influence of Emotional Intelligence on Organizational Culture

Abstract

In the present day workplace, organizational culture is critical in influencing how workers behave, work in teams and their overall performance. The notion of emotional intelligence (EI) as the ability to recognize, understand and regulate both own and other people feelings has emerged a major concern in the pursuit of organization effectiveness. In this paper, the relationship between emotional intelligence and organizational culture is analyzed in the perspective of understanding how EI is relevant in the development and sustainability of healthy working environments. The integrated method used to collect primary data involved administration of structured questionnaires and in-depth interviews to the various employees within the various industries. The statistical tests on which quantitative analysis was founded included correlation tests and regression tests in an attempt to ascertain the strength and significance of interaction between EI elements-self-awareness, self-regulation, social awareness and relationship management and the significant components of organization culture which comprised innovation, collaboration, adaptability and ethical orientation. Information about the impact of the behaviours of emotional intelligence on the cultural norms, communication patterns, and leadership patterns was provided through qualitative results. The results indicate that positive relationships between high level of emotional intelligence and presence of adaptive, cohesive and ethically inclined organizational culture are important. The fact that the workers and the leaders were able to demonstrate higher degree of EI resulted in improved conflict management, improved teamwork, and enhanced acceptability to organizational change. The paper brings out that one of the main components that need to be integrated in the human resource management, leadership training and organization development strategies are the development of emotional intelligence. Once the organisations have created EI in their workforce and leaders, they would create a culture that can enable innovation, worker engagement, and performance sustainability outcomes. The implication of these findings into practice to the managers, HR professionals and policymakers is that they are interested in matching workforce capabilities and organizational values. Further studies can be focused on how EI interventions affect changing organizational culture and performance indicators in the long term.