Review of literature, Data Analysis and interpretation

1. Chapter 2
Review of Literature
2.1 Introduction
Research relies heavily on a number of steps, one of which is reviewing the existing literature. A
literature review is a collection of writings that aims to assess the major points of current
knowledge by analysing the most important findings and methods related to a certain topic. A
well-written literature review will include a logical progression of ideas, relevant and up-to-date
references, and a clear, objective, and comprehensive overview of relevant prior research as well
as any remaining knowledge gaps. A thorough understanding of the prior studies' suggestions for
future research and the research gap may be gained by a thorough literature review, which is the
primary motivation for the present investigation.
Recent research has led to insights in the field of EI, factors influencing EI, effects on demographic
profile and work profile on the different factors of EI. Numerous studies highlighting the impact
of EI on job satisfaction, career development, organizational effectiveness and organizational
performance have been carried out in the past. In the current research, the researcher has scanned
and reported most of the relevant studies carried out in India and in other countries in the field of
EI at workplace.
2.2 Role of EI in the Workplace
The relationship between the EI of the employees, service efficiency and customer satisfaction in
Indore banks was explored by Agrawal & Sondhiya (2013). The results of the study found that the
workers with varying EI skills had no significant effect on the retention of bank clients. An
important negative correlation between EI and career burnout among college professors in Karachi
was identified by Iqbal & Abbasi (2013). The connection between EI and success of leadership
among primary school managers was investigated by Javidparvar et al. (2013) and have concluded
that there is an encouraging association between EI and success in leadership. The connection
between EI and teaching effectiveness was explored by Stephen et al. (2012) and it was found that
the respondents were extremely pleased with the facets of success and appreciation as well as
interpersonal relationships.
The study has found that the recognition provided to faculty members with unique gifts and
exceptional accomplishments was substantially connected to the faculty members' EI. Other work
satisfaction variants were not substantially linked to faculty members' EI. The connection between
happiness and EI of women students participating in the Tenth Sport Olympiad of Iranian

2. universities held in the province of Semnan was investigated by Bahrololoum (2012). The
inferences of the study found that there was an essential link between EI and happiness.
The emergence of EI in individuals and the ability it can bring in organisational settings was
explored by Chaudhry & Saif (2012). The analysis suggests the existence of EI among respondents
and showed a beneficial role of EI in professional life thereby showing that EI competencies of
workers significantly contribute to enhancing their job performance. Another study by Darabi
(2012) on the role of EI on employee job-fit of female workers in government organizations was
carried out and was found that higher performance ratings were received by workers who scored
high on their EI. Furthermore, study has found that only 40 per cent of female workers were
adequately fit for work.
The relationship between EI and employee efficiency was explored by Garkaz & Mehrvarzi
(2012). Their results revealed that there was a powerful association between EI and the success of
brokers. Researchers indicated that the management of partnerships, as one component of EI, has
the greatest influence on organisational success. The bond between EI and organisational
engagement of employees at Salehieen Finance and Credit Institute was established by Ghorbani
& Sani (2012) and the study indicated that there was an association between emotional maturity
and degree of organisational involvement of workers (internal variables and components of
adaptability). The literature on EI in sustaining work performance (WQ) in various market
organisations was reviewed by Jain & Gupta (2012). It was found that EI was essential in assisting
workers or service providers to accomplish highly in four aspects of WQ namely work position,
career role, role of innovator and the role of company.
The effect of EI in service shops was mild, but more focus was paid to the retention of staff or
service providers. In mass service however, it was found that EI does not contribute substantially
to high WQ perceptions, and on the other hand the service provider characteristics played an
important role in promising WQ and enhancing service efficiency (SQ). The connection between
EI and stress among the nurses who served in Ankara province's private and government hospitals
were examined and discussed by Ayranci et al. (2012) and it was found that the EI and tension
were interconnected.
Mohamadkhani & Lalardi (2012) looked into the connection between employee emotional
intelligence (EI) and employee participation in their hotels' organisations in Tehran, Iran's five-
star hotels. This research confirms the significant link between EI and organisational participation,
as well as between the sub-components of these two key factors. The findings point to the
importance of finding and hiring emotionally intelligent individuals, providing them with
appropriate training, and allowing them to put their newfound talents into practise. Saeidipoura,

3. Akbari, and Fashi (2012) studied the impact of EI on interpersonal learning among workers at the
Isfahan Jihad Agricultural Organization and concluded that emotional maturity has a substantial
impact on organisational learning. Sarboland (2012) looked at how EI and its dimensions relate to
employee engagement in the tax department in Ardebil province. The researcher found that there
was a significant association between EI and its dimensions and employee engagement, but that
the strength of the relationship varied across EI's dimensions.
Akomolafe and Popoola (2011) looked at how EI and locus of control influenced one another to
predict burnout in secondary school teachers and found that both factors were significant
predictors. Researchers advocated for introducing high school teachers to cognitive and emotional
development initiatives. Counsellors with the necessary skills and experience should be in charge
of such programmes to ensure their success. One study done by Parvez & Sabir (2019) at Apollo
Health City in Hyderabad looked at the connection between EI and organisational leadership, as
well as the influence of EI on leadership efficacy, and the results showed a substantial correlation
between the two. According to their findings, managerial responsibilities have devalued personal
development. The study authors also suggested that the healthcare organization's leadership foster
more self-management and social awareness among their staff to maintain its status as the premier
healthcare provider in the country. Prentice (2008) investigated how EI affected the service
performance of frontline employees in the casino business and found a positive correlation
between EI and the service efficiency of members of the casino's primary account.
Rego, Sousa, Cunha, Correia, and Saur (2007) looked at how leaders' EI relates to their teams'
creative thinking. The participants' levels of EI were assessed using a self-report scale that included
questions about how well they were in tune with their own emotions, how well they could control
their own emotions under pressure, how well they could read the emotions of others, and how
easily they could be influenced by the emotions of others. The findings showed that emotionally
intelligent leaders function in ways that enhance their teams' imagination. In conceptualising
collegial leadership in education, Singh, Manser & Mestry (2007) centred on the value of EI. The
study clearly indicated that a technocratic approach to leadership has been in conflict with
contemporary, visionary & people-centered approach at educational institutions. Leadership tests
over the past two decades have found that leaders' EI counts twice as much as academic skills such
as IQ. EI is not opposed to IQ, but it is an enhancement of the capacity of human beings to excel
in a people-oriented setting.
The definition of EI in the Arab world and its association with job outcomes such as work
innovation, work readiness, conflict management were explored by Suliman & Al-Shaikh (2007).
Researchers reported substantial variations in the understanding of EI, conflict management, work

4. readiness and work innovation among participants based on their demographic details such as age,
tenure, gender, and schooling. In addition, they found that workers with a higher level of EI
continued to report lower conflict levels and higher levels of willingness to create and innovate.
The outcomes of a survey done by Freudenthaler et al. (2005) among 250 executives in the Delhi-
National Capital Region revealed that leaders with higher levels of EI view changes as
opportunities for advancement and prioritise not continuity but the continued growth of both their
staff and the organisation. A correlation between EI and leadership effectiveness in the workplace
was studied by Rosete & Ciarrochi (2005). An objective success metric and a 360 degree
measurement were used by the researchers. The study found that executives with greater levels of
emotional maturity were more likely to produce corporate success and were perceived by their
subordinates and direct superiors as successful leaders.
Srinivasan and George (2005) wrote an article that investigated the connection between emotional
intelligence and conflict resolution skills among management students. The survey included
responses from over 500 students from several business institutions in Tamil Nadu, India. Based
on the results of the research, it appears that students who are emotionally competent may adapt
their approach to conflict management to meet the specific needs of every given circumstance.
The unequal and gradual relevance of an EI capability test was carried out by Brackett, Mayer &
Warner (2004). College students took an EI capacity test which is a personality trait instrument of
the Big Five Model, to offer information on life space scales that measured a range of learning
interests, recreational pursuits, patterns of self-care, and interpersonal relationships. Analysis
showed that women scored slightly higher than men in EI skills. Lower EI in men was linked with
negative effects, including illicit use of drugs and alcohol and debauched relationships with
friends.
Jordan and Troth (2004) looked at the potential of EI in predicting different methods of conflict
resolution, as well as the performance of individuals and teams. Three hundred and fifty
participants from one hundred and eighty-eight divisions were included in the survey sample and
given an EI examination. Positive correlations were found between EI indicators and team
achievements, and there was a marked disjuncture between EI and conflict resolution strategies.
Mandell and Pherwani (2003) looked at the correlation between EI and gender-neutral
transformational leadership. The research concluded that EI provided strong predictability of a
transformational leadership style. The study also noted that there was a significant difference in
EI levels between the male and female respondents. These results show that EI may be used to
identify leaders by highlighting traits associated with effective transformational management.

5. Individuals' EI, physical health, and mental health were all investigated by Nikolaou and Tsaousis
(2002). The study found that improved physical and psychological fitness could be correlated with
a high degree of EI. It showed that lack of EI led to negative habits such as smoking and alcoholism
and on the other hand high to moderate levels of EI was positively associated with better quality
of life. Therefore, it could be said that better fitness and enhanced quality of life was correlated
with high EI levels. The relationship between EI, general intelligence, functional intelligence and
characteristic affectivity was analysed by Fox & Spector (2000). The study involved a work
interview with students of the University of South Florida. A formal 10-15 minute videotaped
interview was given by the respondents. The study concluded that it takes more than general
intelligence to perform well in an interview, and that there was a substantial connection between
general intelligence and functional intelligence in predicting the different facets of affective
reaction and interview performance. It was observed that EI, positive affectivity, and trait influence
were significantly connected to the results of the interview. Researchers have revealed that non-
verbal actions predicted affective reaction and interview responses from the interviewer.
The relationship between EI and leadership was examined by Barling, Slater & Kelloway (2000).
EI was found to be related to three facets of transformative leadership namely individualised
attention, inspirational motivation, and contingent reward. In comparison, EI was not associated
with management by expectation and free-rein leadership style. Previous research findings have
found that relational maturity plays a crucial role in the service sector than in the manufacturing
industry. Workplace success requires much more than qualifications, understanding of books or
experience. In order to be successful, organisations need achievement-oriented managers who in
turn need a high degree of EI. The capacity to recognise and control personal feelings and others'
emotions is EI. EI (EQ) matters as much as mental capacity matters (IQ).
Among 340 IT workers at a big Indian company, Singh (2007) researched the correlation between
EI and leadership performance. Results showed a significant and positive correlation between EI
and leadership roles in organisations, and this held true across genders. The study concluded that
there were no significant gender disparities among tech workers in terms of emotional maturity or
overall leadership effectiveness. Researchers concluded that among the dimensions of EI,
relationship management was the strongest predictor of leadership. Goleman (1998) argues that
addressing EI is more vital than honing focused on people's technical skills. According to a
competency analysis assessment of over 200 businesses and organisations throughout the world,
emotional skills account for almost two-thirds of the difference rather than technological
competence and academic abilities. According to Abraham (2000), one facet of EI, namely social
skills, is correlated with higher levels of job satisfaction and lower levels of stress in the workplace.

6. The study's author also suggested that employees with strong social skills had stronger business
loyalty. The connection between leadership and EI in upper-level management was investigated
by Gardner and Stough (2002). Transformative leadership and EI were shown to have a strong
association in this study. Furthermore, a negative connotation was discovered between a laissez-
faire style of management and EI. Bosman (2003) determined how well the actions and decision
to leave corporate citizenship as well as the subordinate's conflict management approach could be
predicted by leadership style and EI of leaders and whether a causal model could be developed to
reflect the relationships between the variables chosen for the current research work. Carmeli
(2003) analysed the degree to which healthy job habits, actions and performance are generated by
senior managers with high EI. Researchers have found that EI increases optimistic attitudes
towards jobs, career success, and altruistic behaviour. In addition, researchers also found that the
impact of work-family tension on career engagement is moderated by EI, but not the effect on job
satisfaction. McQueen (2004) provided an overview of EI and emotional labour literature and
found the importance of EI among nurses. An analysis of the literature was carried out using the
CINAHL and MEDLINE framework databases. Study has shown that EI plays an important role
in the development of good relationships and connections between individuals. In developing
therapeutic nurse-patient relationships, relational labour has been valuable but carries the
possibility of burnout. Nurses need to follow techniques to protect their health in order to solve
this issue.
Vakola, Tsaousis & Nikolaou (2003) explored numerous ways of looking at and dealing through
organisational transformation by reflecting on the feelings and characteristics of people. By
examining the relationship between these qualities and attitudes towards organisational change,
the researchers investigated the ways in which emotional maturity and the 'big five' dimensions of
personality can promote organisational change at an individual level. The findings suggested that
there was a correlation between personality characteristics and the behaviours of employees.
Researchers also indicated that the contribution of EI to behavioural attitudes was found to be
important. Webb (2004) investigated how transformative leaders exhibit EI. Eleven-hundred
professors who were responsible for advising doctorate students participated in the study and were
evaluated on their EI abilities in a variety of areas. Doctoral students that were supervised by each
professor rated them on how much of a transformative leader they were. The findings concluded
that many facets of transformational leadership, including charisma and inspirational drive, could
be predicted by EI.
Freudenthaler et al. (2005) claimed that for cross-cultural leaders to excel, both emotional and
cultural intelligence have become critical with the current growth of globalisation. When they

7. grasp and operate within complex international contexts, global leaders will make the best use of
EI and enhance success. The creation of various intelligence systems helps to execute global
corporations' leadership growth programmes. Kernbach & Schutte (2005) investigated whether
greater emotional maturity exhibited by service providers relates to higher customer loyalty. Video
clips portraying a service provider showing three distinct degrees of EI in transactions of high or
low service complexity were seen by a community group of 150 participants. The results showed
that client happiness and loyalty to a service increased in proportion to the provider's level of
emotional maturity. Carmeli and Josman (2006) looked at the connection between EI, task
performance, and organisational citizenship behaviour, and they discovered a possible link
between EI and worker output. While studies have shown a link between EI and successful
outcomes on the work, researchers say that this study largely focuses on self-reported evaluations
and fails to take into account the multifaceted nature of job performance. The researchers also
indicated that the job role of a leader does not revolve around the success of the tasks, but also
depends on other factors such as task efficiency, maintaining civil relationships with other
subordinates and co-workers and also rendering the required support to the subordinates. The
capacity of subordinates to carry out the leader's task conscientiously may be influenced by the
subordinates' desire to maintain the leader's regard, which research suggests may be driven both
by altruism and general obedience. Researchers in Israel examined 215 employees from 66
different organisations to see if there was a connection between EI and the altruistic and obedient
behaviour of subordinates. Data was obtained from both subordinates and superiors. The results
indicated that both altruism and obedience was positively correlated to the success of the
assignment. Researchers have observed that three components of EI were related to work success
and altruistic behaviours, but only partly to enforcement behaviours (appraisal and expression of
feelings, anger control, and use of emotions). There have been studies carried out to understand
the impact of EI and its components on people and the way they react to others.
A study by Paul (2006) explored the effects of EI on factors that lead to the success of
organisations. It was found that within organisations, EI could contribute to a situation where
workers interact with empathy and reverence and where faith and excitement have been instilled
in the company. In their research, Lenaghan, Buda and Eisner (2007) found that in the face of
work-family tension, EI would serve as a predictor of one's well-being. The findings show that EI
levels correlated positively with worker satisfaction. Those who reported high EI and low work-
family conflict were the happiest, whereas those who reported low EI and high work-family
conflict were the least happy. The 205 participants in the study came from a big university and
represented a wide range of professions, from unionised trade unionists to senior managers.

8. In the research by Mo, Dainty & Price (2007), the emotional maturity of construction management
students were measured and suggestions were provided to enhance the same. The analysis found
that the existing content of the modules tested did nothing to increase the rate of emotional
maturity. Researchers have proposed that on the basis of both gender and age, there could be
variations in emotional maturity of the respondents. The results of the study by Hopkins &
Bilimoria (2008) indicated a strong association between emotional maturity and organizational
success. The researchers clearly specified that there were no noteworthy dissimilarities between
masculine and feminine leaders in terms of emotional maturity, however there was a significant
and noteworthy dissimilarity between male and female leaders when it came to the demonstration
of competency and achievement. Masculine leaders were found to be more effective as compared
to the female leaders despite exhibiting the same levels of emotional maturity and competence.
Othman, Abdullah & Ahmad (2008) reviewed the relationship between EI and emotional labour
and its influence on work performance (WQ) in various business environments; technical service,
mass service and service shops. In professional services, it was found that EI was essential in
helping workers perform strongly in five aspects of WQ such as the role of employment, innovator
role, job role, organisational role and team role. EI's presence in the service shop was moderate;
however emotional labour played a more significant role. In comparison, EI did not contribute
substantially to high WQ in mass service, but emotional labour played an important role in
promising the WQ. Researchers concluded that the role of EI and emotional labour depended on
the type of service organization in affecting the standard of service. Ali (2009) studied the
moderating role of task characteristics in relation to EI and performance. Around 444 participants
were chosen to complete a survey study of private sector organisations. Findings showed a strong
connection between EI and success. It was found that the workers’ success can greatly be estimated
on the basis of their EI abilities. In addition, functional characteristics such as autonomy and
internal contact have shown to moderate the output relationship with EI. The researcher proposed
the use of the EI test as a selection tool for human resource management and its potential as a
constructive measure to minimise the turnover of workers. Another study by Sunil & Rooprai
(2009) suggested that there was a major association between EI, stress and anxiety variables. Stress
control factors and aspects of anxiety had a statistically important association with EI.
Ngah, Jusoff and Rahman (2009) examined the relational intelligence of university workers at
work. The results indicated that EI was positively linked to work-attitude and mild association
existed between EI and work related enjoyment and expression of feeling, job success and job
satisfaction. Harris (2009) looked explored how EI, as evaluated by the Emotional Quotient
Inventory indices, correlates with actual sales success among medical sales representatives.

9. According to the results, there is a robust relationship between EI and commercial achievement.
The impact of a leader's emotional maturity was studied by Whitman (2009). The study's findings
corroborated a relatively beneficial link between a leader's emotional maturity and performance.
In addition, it was shown that EI had a meaningful association with a myriad of leadership
outcomes including efficiency, work satisfaction, LMX, organisational performance and others.
Many researchers have suggested that IQ, or traditional intelligence, is too narrow and certain
individuals are socially and interpersonally incompetent yet academically brilliant.
In one of the studies carried out by Serrat (2017), it was found that success does not accompany
those who have a high IQ ranking immediately. Wider intelligence areas make or decide how
effective the workers are. EI was found to be critical to individual success, corporate effectiveness
and individual growth because its values offer a different way of recognising and assessing
people's actions, management styles, perceptions, leadership abilities, and ability. In human
resource preparation, work profiling, recruiting interviewing and placement, learning and
development, and client relations and customer support, among others, EI has seemingly become
an increasingly important factor. The results of the research carried out Mishra and Mohapatra
(2010) showed that there was a positive association between EI and success at the workplace
among corporate executives. The researchers have looked at the influence of demographic factors
such as gender, job experience and academic credentials on EI and the findings of the study have
indicated that increased EI scores were positively correlated with increased success among
executives employed in different industries. There was a strong connection between work
experience and EI. Experienced staff ranked higher on the EI scale relative to less experienced
administrators.
Gryn (2010) studied incoming call centre managers in the medical aid industry to see if there was
a correlation between EI and professional achievement. A total of 208 people from a wide range
of ages and backgrounds participated in the survey. In this study, we looked at the correlation
between EI and work performance among leaders in contact centres and found no statistically
significant link. The effect of EI managers on marketing innovation in Jordan's commercial banks
was carried out by Hashem (2010). Research study showed that there was a high influence of EI
on marketing imagination and that effect did not differ based on staff members' personal and
practical variables such as age, background and marital status in Jordan's commercial banks.
Masitoh et al. (2011) explored the role of EI in service sector workers in employee success. The
results showed that six EI variables contribute to individual success in the role. Those variables
were self-assessment self-monitoring, honesty and social interaction, behaviour and motivation

10. and empathy. Test results showed that enhancing emotional maturity would improve employee
output and productivity.
Another study by Chaudhary & Usman (2011) analysed the interaction and output of employees'
EI. The findings showed a relatively high association between EI and corporate citizenship
behaviour. The study has showed that workers who perform well can be foreseen substantially on
the basis of their EI abilities. The predictive nature of EI for success indicates the application of
EI as a human resource manager screening method. Devi et al. (2015) studied the connection
between burnout and the emotional maturity of normal and special school teachers. The findings
indicated that there is a strong negative association between burnout and EI. In addition to this a
major gap was observed between normal and special school teachers, suggesting high burnout and
poor EI in special teachers.
Farzana, Zakkariya and Muhammed (2011) investigated the relationship between service
orientation and emotional maturity in banking organisations. EI was found to be essential in all
service industries, especially the banks. Service excellence was found to be supported by workers
who were socially self-conscious and who perceived people at a more emotional level. Emotions
have been found to be essential to the development of service interactions. Gorji & Ghareseflo
(2011) concluded that there is a positive and substantive connection between EI and its factors
with the cultural intelligence, motivational cultural intelligence, and appreciation of cultural
intelligence among employees.
Kafetsios & Nezlek (2011) explored the interaction between active leaders and subordinates with
EI and job outcomes. The results of the research study have shown that there is a productive
interaction between leaders who have high levels of EI with their subordinates. On the other hand,
leaders who tend to demonstrate anger in front of their subordinates had a very unproductive
interaction with them. The researchers also stated that EI was positively connected to work results
and job satisfaction. Kaura (2011) explored the relationship between quality of service and EI. The
measurements of service efficiency were: courtesy, flexibility, accessibility, assurance and
customer loyalty. The study showed that there is a clear positive association between banking
employees’ EI and their service quality, albeit poor in the case of public sector banks relative to
private sector banks in India.
EI and managerial decision-making styles in Iran's oil sector were studied by Moghadam et al.
(2011). The study's findings indicated a negative, meaningful association between EI and
managers' avoidant and logical decision-making styles, and a robust, significant relationship
between EI with managers' intuitive decision-making style. Findings did not disclose any
substantial association between EI and each of the manager's reliant and random decision-making

11. types. Othman, Daud and Kassim (2011) examined the role of neuroticism in moderating the
relationship between EI and JP of the service providers. The findings suggested that Neuroticism
substantially moderates the relationship between ROE, UOE and the JP of Malaysian service
providers.
Özyer, Azizoğlu and Fahreeva (2011) explored the relationship between EI and life satisfaction.
The findings of the study showed strong positive correlations between EI and life satisfaction
which was aligned many of the previous studies. Higher the level of EI, greater is the individuals’
satisfaction with his or her life. Raza & Kashif (2011) published a study to evaluate the efficacy
of EI at the leadership and coordination level. Researchers conducted a class survey at UMIA
University to assess the growth of EI of experiential learning among students across Action
Learning Sets (ALS). Researchers used the 360-degree questionnaire Emotional & Social
Competence Inventory (ESCI 3.0) and administered the questionnaire in the same class in two
stages, one at the beginning of the curriculum and the other at the middle of the module, to assess
the growth and progress of the EI in the various ALS. The findings from the different ALS showed
better positive outcomes for the concept of EI as needed for the research project. Yadav & Punia
(2013) investigated the influence of EI on job efficiency, in particular on life insurance sales
practitioners. It was found that the sales professionals with higher levels of EI demonstrated higher
levels of job efficacy and were better performers as compared to those with lower levels of EI.
The importance of EI to the professional achievement of hotel managers was studied by Zainal,
Nasurdin, and Hoo (2011). According on the findings, hotel managers' subjective perceptions of
their own professional performance should be influenced by EI. Danaeefard et al. (2012)
investigated the interaction between EI and interpersonal learning mediated by organizational
culture. Findings indicated that there was a strong and positive correlation between EI and
interpersonal learning. Increasing EI in the associated enterprise paves the way for the organisation
to become a learning organisation, researchers have said.
Jahanian, Zolfaghari and Bagherpour (2012) in their study found that there are essential
connections between EI, the principal's supervision of teachers, supporting pupils, friendly
attitudes towards teachers, rating abilities, successful relationships with parents of students, and
the handling of school affairs by principals. Veisi and Alizadeh (2012) studied the relationship
between EI and the professional dedication of employees. Test results found that there was a
negative association between self-control and social skills while, professional engagement and
professional commitment were poor and undesirable in case of low emotional maturity.
Emotional-professional engagement and normal-professional engagement in all parameters of
professional engagement were unacceptable in case of low levels of EI. Ying, Ken and Ting (2012)

12. studied whether or not academic heads' relational maturity was associated with the effects of
transformative leadership. The findings of transformative leadership (extra commitment and
satisfaction) and EI found that each leadership outcome was strongly associated with the four EI
domains.
Mehta (2015) claimed that the effects of EI can substantially impact the workplace tension of
employees. It was found that the employees’ workplace stress can be reduced with increased levels
of EI. Danquah et al. (2014) studied the effect of EI on organisational development in the banking
sector in Ghana. Studies have shown that EI is strongly linked to the success of organisations.
Angayarkanni (2022) explored the concept of relational intelligence. The researchers provided a
deeper explanation of the different emotional causes and enhanced emotional regulation. They
stressed upon the ways in which greater levels of EI would improve corporate participation,
maximise performance, competitiveness, attract the best workers, and inspire staff to do their best.
This research shows that the combination of both EI and work life together generates corporate
accomplishment and provides a strategic edge for companies. Relational EI is concerned with
appreciating employees for their unique skills and contributions to the organisation, treating them
with dignity and respect, and enlisting them in the firm's expansion. They emphasized the role of
EI in improving the workplace so that workers can work better as a team, identify solutions to
issues, share expanded work responsibility, participate in community task, deal with challenges
and everyday work & boost employee self-confidence. Increased flexibility, sensitivity,
organisational prowess, teamwork abilities, collegiality, leadership, decision-making, and mutual
understanding are just few of the benefits that may come from fostering EI. Now more than ever,
businesses are actively seeking for candidates with such emotional intelligence, in the hopes that
they would rapidly adapt to the challenges of the workplace and boost the company's bottom line.
Organizational techniques, leadership skills, learning plans, self-awareness and self-management
tools will build an emotionally intelligent organisation. The researchers conclude that at every
stage of workplace success, EI is connected and it is of utmost importance nowadays. Hence, EI
plays a crucial role in enhancing the overall organizational development.
Dhillon et al. (2015) studied the role of EI in predicting work performance and leadership ability.
The researchers have also proposed that at school, EI predicts success. To verify this assertion,
however no scientific analysis was done. In this research more than 193 UG students participated
and the relationship between EI and academic success was studied using the Trait EI
Questionnaire. It was found that emotional maturity was correlated favourably with job
experience. Emotional maturity, despite this observation, was not substantially correlated with age.
Sinha & Kumar (2016) in their study have stated that EI is the state of mind that balances human

13. beings' reactions to certain stimuli that cause unnecessary adrenalin flow. EI plays a big role in the
way individuals communicate their feelings, share their opinions and solve day to day challenges.
The need for EI arises when employee performance has to be significantly enhanced. In India, the
retail market is rapidly increasing. The job-related demands would have an enormous effect on the
work performance and productivity of workers in times to come. In this study the researcher
examined the effect of different variables on the EI of employees in the service sector and it was
concluded that EI did have a noteworthy influence on all the job related variables that were
considered in the study. Owing to its higher share in the economy, the service sector enjoys a
separate status in India. Managing yourself and others is a key skill in these sectors that enhances
service delivery.
Routray et al. (2017) have reflected upon various components of EI such as self-esteem self-
regulation, self-motivation, situational awareness and social skills of workers across industries.
The study demonstrated that in all components of EI, except social skills, there was an inter-
sectorial gap. The results indicated that the EI levels were higher for employees working in the
banking and hospitality sector and relatively low for employees of the telecom and power industry.
Notwithstanding improvements in occupational health and safety brought about by advances in
technology and the implementation of management systems, accidents persist in the oil and gas
(O&G) industry. These mishaps typically result from human error. While there are many human
factors that predispose to accidents, EI can mitigate some of these risks.
Ifelebuegu et al. (2019) in their study explored how employees' EI variables affect their
occupational health and safety results. More than 100 employees of the oil & gas sector
participated in an online survey. Five key success criteria of EI and fourteen primary success
factors of effective occupational health and safety management systems were found after a
comprehensive examination of the literature. Health and safety outcomes were shown to be
correlated with the EI success criteria of self-regulation, social-emotional competence, and self-
reflection. The findings indicated that employees' health and safety efficiency may be improved
by fostering specific EI success characteristics, and that developing these abilities should be a
component of workers' professional growth.
In 1990, in scientific literature, the word EI (EI) was first introduced. Since then the generation of
EI models and analysis in this area has significantly increased. A theoretical and methodological
analysis of the first 15 years of EI history is provided in the research study carried out by
Fernández-Berrocal & Extremera (2006). The existing theoretical models of EI were defined in
depth by the researchers following which the various models of EI such as model of mental ability,
the Bar-On Model of Emotional-Social Intelligence; and Goleman's EI model were analysed.

14. Based on this analysis the researchers made several suggestions on the evaluation of the construct
and the use of abilities and self-reported measures and addressed the EI's capacity for learning,
growth and training.
2.3 EI and Demographic variables
There have been many researchers who have tried to establish the association between EI and
different demographic variables such as age, gender, marital status etc. Some of the recent and
prominent literature on the same is discussed below.
Kumar & Muniandy (2012) examined the effect of demographic profile on EI among Malaysian
polytechnic lecturers. Research findings recorded average level of EI among lecturers. They also
found that EI improves with age, teaching experience, ranking, and schooling. Gender gaps and
previous work, however, did not affect EI standard. Another study by the father of EI, Goleman
(1998) claimed that EI has no gender differences. The researcher point out that men and women
may have different strength and vulnerability profiles in different areas of EI however their average
EI level is similar. Other study reports have found that women are more likely to score higher on
EI than men in personal and professional settings. Some of the research studies (Mayer & Geher,
1996; Mandell & Phewani, 2003; Cruz, 2004) revealed that women as compared to men have
higher emotional abilities at home and at work. The study specified that for women, the disparity
in actions is linked to “masculinity” or “femininity” elements of society and human values.
Another study by Petrides, Furnham & Frederickson (2004) investigated the gender gaps that
existed among school teachers inclusive of both genders. More than 260 school teachers across
England participated in the survey and it was found that the women school teachers scored much
higher on EI as compared to the male school teachers. Conte (2005) found women to be attentive
and empathetic, whereas men were found to be much stronger at controlling emotions than women.
Bar-On (2000) explored the relationship between gender, age, and ethnicity among middle-level
banking managers. Study results found that there were no major variations in EI between males
and females in overall emotional and social abilities, although there were some gender differences
for some components of the build. Researcher said females tend to be more conscious of feelings,
exhibit more concern for others and behave more socially active than men. Men seem to have
better self-respect, better at solving challenges, deal better with tension, and more autonomous,
agile, and confident than women. It was also noted that when comparing overall male and female
environments, there were more similarities than variations in their EI. Thus there were no gender
dissimilarities in the average EI. The findings of the examined literature showed varied

15. conclusions on gender-EI relationship. Researcher concluded that more of EI and gender research
is required.
Another study by Mayer et al. (2008) which was the relationship between the Nigerian police
officers emotional maturity and service period, found that there was no association between police
officers' emotional maturity and their service time. The police officers' EI level was low.
Researchers indicated Nigerian police officers require strong EI discipline. Min (2010) explored
the association between demographic variables such as age, marital status, tour guide education
and EI. The researcher also analysed career factors such as job experience and key languages used
by EI tour guides. The results found that there were variations in gender and service period
variables between individuals' EI. Some researchers' results revealed a favourable association
between EI and service duration, although others did not find any such association to be significant.
Kumar (2018) found in their study that employee designation did not impact work satisfaction and
EI abilities. Experience and marital status influenced work fulfilment and EI. Mustafa et al. (2014)
revealed that there was no variation in gender and age related EI among vocational and technical
college teachers in Malaysia.
Papathanasiou & Siati (2014) indicated in their study that gender, age, marital status and work
position were influenced by employee EI in the Greek banking sector. Rahim & Malik (2010)
explored the effect of demographic factor on EI level contributing to organisational success. The
study was conducted among bank employees working in Pakistan specifically in Peshawar and
Islamabad. Study findings showed that the bank's female workers were emotionally stronger than
their male counterparts, and the age of male and female employees had an inverse association with
EI. Furthermore, researchers suggested that the educational qualifications of the employees also
enhanced their EI level. Researchers indicated that the happier the workers are, the more successful
they would be in an organisation. Mo, Dainty & Price (2007) suggested in their study that gender
and age of individuals could significantly influence their EI.
Mandell and Pherwani (2003) and Mishra & Mohapatra (2010) investigated the relationship
between executives' emotional maturity and workplace efficiency. The researchers also
investigated the impact of demographic variables such as gender, educational background and
employee retention on their EI scores. Results showed that increased emotional maturity levels
were positively correlated with enhanced executive performance. Job experience was shown to
associate favourably with intellectual ability. Experienced executives rank slightly better on their
EI as compared to less experienced workers.
Wae (2010) found that employees belonging to age group 51 and above were high on all the factors
of EI as compared to their counterparts below the age of 50 years. The researcher also revealed

16. that female workers were emotionally much stronger than male employees, but there were no gaps
between male and female employees in self-awareness and social skill dimensions of EI. Gani
(2013) identified no major EI gaps between male and female workers. Further researcher suggested
that females scored high on emotional recognition and speech factors compared to males. Male
respondents, on the other hand, scored high on emotions direct cognition and emotional
management dimension than female employees. The researcher also clarified that young workers
had low levels of EI as compared to older employees. Thomas et al. (2020) in their study found
that EI of the banking employees significantly influence their confidence, awareness and
professional expectations.
Deeter and Sojka (2003) emphasised the importance of EI in improving communication and
organisational skills required to build and strengthen relationships with consumers. Rozell et al.
(2004) listed the important positive influence of EI (EI) on customer-oriented sales executives.
The researchers used self-reporting revenue, EI quality evaluation, customer orientation and
results to show the EI-performance linkage. Some of the studies found a positive association
between EI and on the job success of individuals (Daus and Ashkanasy, 2005). Downey et al.
(2005) suggested that female managers exhibiting transformative leadership behaviours were more
likely to possess higher levels of emotional maturity and intuition than male managers.
Workplace assessment of EI was found to be the greater indicator of transformative leadership.
Daipuria (2016) in their study found that there was no significant relationship between EI and
transactional leadership. They found a negative association between laissez-faire style of
leadership and EI, indicating a lack of leadership capacity may be related to an EI deficiency. Bar-
On (2004) performed experiments using EI Quotient Inventory (EQI) to assess its validity. Results
demonstrated a meaningful trend of convergent validity of psychological well-being interventions.
The EQ-I demonstrated sufficient distinguishing validity with cognitive capacity and personality
tests. Palmer et al. (2002) & Hopkins & Bilimoria (2008) showed no substantial gap between male
and female leaders in their EI abilities demonstration. Gender, however, moderated the
relationship between EI skills and job performance. Male leaders were found to be more successful
even though male and female leaders displayed similar skills.
Rafaeli and Worlines (2001) established that team leaders are responsible for their teams’
effectiveness and that the leaders are not only accountable for their own emotions but also
accountable for the emotions of their team members. Sjöberg et al (2001) concluded that team
leaders tend to significantly influence the team's procedures, behaviour, norms and environment.
The researchers also found that leadership influences team motivation, effectiveness and success
and mainly through team environment growth. Issah (2018) & Goleman (2001) indicated that EI

17. leaders are key to developing an environment where workers are motivated to do their best.
Dulewicz and Higgs (2003) reported that successful leaders are similar in one key way and that is
they all have high levels of EI and hence it was concluded in their study that EI is of utmost
importance for individuals in leadership positions. Mayer (2004) concluded that leaders who could
more reliably interpret feelings were scored more on transformative leadership behaviour,
indicating that these types of leaders were interpersonally more receptive than leaders who
depended on contingent reward behaviour.
2.4 Research Gap
There are many challenges that are currently faced in the IT industry. One of the prominent
challenges faced right now is the retention of talent in the IT organizations and this seems to be
disrupting the organizations to a great extent. Many researchers have concluded in their research
that there is a dearth of EI in IT organizations and that is resulting in mass resignations in the
industry not just in India but across the globe and hence there is a need to revisit the need and
extent of EI that exists in today’s workplace (Lohani et al., 2022; Shih & Susanto, 2010; Chan, Sit
& Lau, 2014).
Many scholars have been trying to understand the reasons for high employee turnover in the
service industries particularly the IT industry and have concluded by stating that there needs to be
a more human centric culture prevailing in the workplace where employees experience a sense of
respect, dignity, mutual trust, feel empowered and appreciated by their bosses. Researchers have
also indicated that a good paycheck is not motivating enough for the IT employees to be retained
in the organization and a more humanistic approach is required. This necessitates the need for EI
in the service industries particularly the IT industry (Miao, Humphrey & Qian, 2017; Boyar,
Savage & Williams, 2022; Zaccaro & Torres, 2020).
Previous research has indicated that leadership styles or approaches adopted by the leaders or
managers in any organization can greatly influence the effectiveness of the employees as well as
the organizational performance. Researchers have also established the connect between leadership
styles and the EI of managers. Managers with high levels of EI tend to adopt a more people oriented
style of leadership while managers with low EI generally a more dominating or autocratic approach
of management. And research has proven that managers that adopt a more people oriented style of
management are more successful as bosses and can better influence their subordinates to perform
well. Hence it becomes necessary to understand the various factors of EI which can help managers
in better people management in their workplaces (Dinh & Lord, 2012; Zaccaro & Torres, 2020;
Rothman & Melwani, 2017).

18. As per a meta-analysis study carried out by certain scholars, it was suggested that the EI affects
many work related attitudes such as job satisfaction, organizational commitment, job performance
and other aspects pertaining to the employees’ work environment. However, it all depends upon
the ways in which employees perceive their work environment and situations at the workplace.
Hence it is imperative for employees to observe and analyse their own behaviours and also to
reason effectively about the happenings at the workplace that elicit positive or negative emotions.
Hence self-awareness and social skills can significantly influence the employees’ emotions at the
workplace. Hence it becomes necessary to deduce the extent of self-awareness and social skills
prevailing and overall EI currently prevailing in the workplace which largely helps in determining
the workplace success of employees (Munyon, Hochwarter, Perrewe & Ferris, 2010; Kong &
Zhao, 2013; Jordan & Troth, 2011).
Most of the studies pertaining to EI have been carried out in service industries that promote a direct
employee and customer interaction such as healthcare sector, hospitality sector, education sector
etc. However, very limited number of studies have been carried out in sectors such as construction,
manufacturing and IT (Wang, 2015; Choudary, 2010).
Most of the literature that exists on EI has completely neglected the factors of EI particularly in
the demographic perspective. EI needs to be treated as a highly significant antecedent for managing
conflicts particularly at the workplace. Hence in the present study, the researcher tends to study
the different factors of EI with a demographic inclination.
In most of the earlier studies the instruments used to measure EI were either self-prepared or
relatively short instruments which were not extensive enough to measure the factors of EI and
focussed only on measuring the overall EI of respondents, however in the present study the
researcher has used a 360 degree extensive tool which is a validated and reliable instrument in
order to measure in depth the different factors of EI (Bucich & MacCann, 2019).
Most of the literature revolving around EI that currently exists is over a decade old and very few
studies have been carried out in the recent past, hence this study aims on revisiting the concept of
EI with particular reference to IT industry.
The most commonly used instruments in measuring EI in the service industries is the one proposed
by WLEIS scale developed by Wong & Law (2002) which have considered the factors of EI such
as “Self-emotion”, “Others emotion”, “use of emotion” and “emotional regulation”. However, in
the present study the researcher has used the ECI 2.0 instrument which has rarely been used to
measure EI and its factors in the IT industry and moreover the factors of EI measured by the ECI
2.0 tool are more aligned to the ones identified by Cherniss (2000) and are more apt for service
industries. The main highlight of the ECI 2.0 tool is that the sub-dimensions of each factor of EI

19. too would be measured along with the basic four factors which makes the present study an
extensive study (Boyatzis et al., 2000).
It was also noted that when comparing overall male and female environments, there were more
similarities than variations in their EI. Thus there were no gender dissimilarities in the average EI.
The findings of the examined literature showed varied conclusions on gender-EI relationship.
Researcher concluded that more of EI and gender research is required (Austin et al., 2005; Daus
et al., 2003).
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