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Term Project
Emotional Business Leadership
(Emotional Quotient and Leadership)
Submitted To:
Course Instructor: Miss Umme Ameen
Course Title: Organization Behaviour
Course ID: 94075
Submitted By:

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Name of Student: Muhammad Asif Khan
Student ID: MB-2-05-51271
Program: MBA-Regular (P&OM)
Semester: Fall 2016
College: College of Management Sciences
(CoMS)
Campus: PAF-Karachi Institute of Economics
& Technology (KIET)-City Campus
Submission Date: 28 November 2016
IQ: Intelligence Quotient
An intelligence Quotient (IQ) is a total derived from one of several
standardized tests designed to assess human Quotient. These are
often key components in annual performance reviews, as well as
professional advancement.
But are these the traits that result in highly effective leadership?
Not necessarily.
On the contrary, research shows that one’s emotional quotient
(EQ, also referred to as emotional Quotient) – not IQ – is a direct
indicator of effective leadership. This term has become widely
acknowledged since Psychology professors John D. Mayer and Peter
Salovey coined it in 1990 and psychologist Daniel Goleman linked it
to business leadership in 1995.
In the Harvard Business Review, Goleman stated:
“The most effective leaders are all alike in one crucial way: they
all have a high degree of what has come to be known as emotional

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Quotient. It’s not that IQ and technical skills are irrelevant. They
do matter, but…they are the entry-level requirements for
executive positions. My research, along with other recent studies
clearly shows that emotional Quotient is the sine qua non of
leadership. Without it, a person can have the best training in the
world, an incisive, analytical mind, and an endless supply of smart
ideas, but he still won’t make a great leader.”
While the link between EQ and leadership has been debated,
numerous studies over the past two decades have concurred with
Goleman’s conclusion.
EQ: Emotional Quotient
According to the Institute for Health and Human Potential:
“EQ is defined as the ability to recognize, understand and manage
our own emotions and influence the emotions of others. It is that
intangible aspect that affects how we navigate social complexities
and make decisions to achieve results.”
Our emotional mind will harness the rational mind to its purposes,
for our feelings and reactions–rationalizations–justifying them in
terms of the present moment, without realizing the influence of
our emotional memory.–according to Goleman.
As early as in 1920, Professor Thorndike in his theory of “social
Quotient” defined it as the “ability to understand and manage
men and women, boys and girls, to act wisely in human relations.”
Further attempts to define emotional quotient (EQ) in 1940
found that there are two types of Quotient, “intellective” and
“non-intellective,” under the theory of intelligence quotient.

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However, EQ was always a part of holistic definition of Quotient.
Wechsler in his definition of Quotient identified EQ as:
“The global capacity of the individual to deal effectively
with his environment.”
The theory proposed by Gardner and Qualter of multiple Quotients
proposed interpersonal Quotient and intrapersonal Quotient.
Interpersonal Quotient is the ability to understand the perception
and desires of other people, whereas in intrapersonal Quotient, it
is the capability to control and understand oneself. This ability
helps in building effective work environment.
IQ vs. EQ
 It’s not IQ versus EI both have value.
 IQ tells you what level of cognitive complexity a person can
manage in their job; you need high levels for top management, the
professions, the sciences, while lower levels work fine in lower
echelons.

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 EQ sets apart which leaders, professionals, or scientists will
be the best leaders.
 A recent study on CareerBuilder stated that 71% of
employers value EI over IQ.
Why EQ is important?
Having a heightened degree of emotional Quotient can lead to a
range of benefits. On a personal level, increased self-awareness can
help you respond to day-to-day situations; self-management skills
improve your ability to adapt to change; and heightened levels of
social awareness and relationship management can lead to a
healthier response from other parties when you are faced with a
challenging situation.
High EQ also translates to optimal outcomes as a business leader
when navigating challenging situations like contract negotiations and
terminations, or even in positive cases like company celebrations.
Talent Smart tested emotional Quotient alongside other important
workplace skills and found that EQ was the strongest predictor of
performance, explaining 58% of success in all types of jobs. And
according to another HBR, Measuring the Return on
Character, there is a strong link between empathetic leaders and
financial performance.
Four Branches of Emotional Quotient
Perceiving
Emotions
Reasoning with
Emotions
Understanding
Emotions
Managing
Emotions

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First step in
understanding
emotions is to
accurately
perceive them.
i.e. understand
nonverbal cues.
Using emotions
to promote
thinking and
cognitive
activity. Help
prioritize what
we pay
attention and
react to; we
respond
emotionally
when things
catch our
attention.
How we
perceive others
emotions can
have a wide
variety of
meaning.
i.e. boss is
acting angry –
could be your
work, could be
he got a
speeding ticket
driving to
work.
The ability to
manage
emotions
effectively is
the key part of
emotional
Quotient.
Regulating
emotions,
responding
appropriately
and responding
to the
emotions of
others are all
important
aspects of
emotional
management.
EQ Skills
Travis Bradberry, bestselling co-author of Emotional Quotient
describes EQ as being comprised of four core skills, which are often
categorized under two umbrellas:
1. Personal Competence:

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It refers to your ability to be aware of and manage your emotions
and behavior. It focuses more on you individually than your
interactions with others and is comprised of:
i. Self-awareness – ability to predict, perceives, and be
aware of your emotions.
ii. Self-management – ability to leverage your self-
awareness to positively channel your behavior.
2. Social Competence:
It refers to your ability to understand people’s moods, behaviors,
and motives in order to build relationships and effectively interact
with others. It is comprised of:
a. Social awareness – ability to pick up on others’ emotions and
understand what is going on.
b. Relationship management – ability to use your social awareness and
others’ emotions to successfully manage situations
It stands to reason that you can’t predict emotional Quotient
based on how smart someone is. However, it might be tempting
to think that because EQ is a flexible set of more qualitative
skills, it is directly tied to personality. On the contrary,
personality results from hard-wired preferences (e.g., introversion
versus extroversion). EQ, on the other hand, can be developed,
even if it doesn’t come naturally.
Skills
What I see
(Recognition)
What I Do
(Regulation)

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Personal
Competence (Self)
Self-Awareness
Identify:
“hot buttons”
Keep a journal Slow
down- present Get to
know yourself
under stress Rewind
the video- what can
you learn.
Self-Management
Ability to leverage
your self-awareness
to positively channel
your behavior.
Social Competence
(Others)
Social Awareness
(Empathy)
Ask good questions
Listen with your
whole body Watch
body language Practice
active listening
Eliminate distractions.
Relationship
Management
Be vulnerable and
open
Ask for feedback and
follow up
Check your attitude
daily
When you care, show
it
ID how you want
people to feel
Ensure you words
and actions are
aligned
Be accountable.

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Characteristics of Emotional Quotient
Self-Awareness:
People with high Emotional Quotient are usually very self-aware.
Understand their emotions and don’t let feelings rule them. They
are confident – because they trust their intuition and don’t let
their emotions get out of control. Willing to look at themselves
honestly. Know their strengths and their weaknesses; work on
these areas so they can perform better. Some believe this is the
most important part of EI.
Self-regulation:
Ability to control emotions and impulses. People who self-regulate
typically don’t allow themselves to become too angry or jealous,
they don’t make impulsive, careless decisions. They think before
they act. Characteristics include thoughtfulness, comfort with
change, integrity, and the ability to say no.
Motivation:
People with a high degree of EI are usually motivated. They are
willing to defer immediate results for long-term success. They’re
highly productive, love a challenge, and are very effective in
whatever they do.
Empathy:
This is perhaps the 2nd
most important element of EI. Empathy
is the ability to identify with and understand the wants, needs

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and viewpoints of those around you. People with empathy are
good at recognizing the feelings of others, even when those feeling
may not be obvious. As a result these people are usually excellent
at managing relationships, listening and relating to others. They
avoid stereotyping and judging too quickly and they live their lives
in a very open and honest way.
Social Skills:
It’s usually easy to talk to and like people with good social skills,
another sign of high EI. Those with strong social skills are
typically team players. Rather than focus on their own success
first, they help others develop and shine. The can manage
disputes, are excellent communicators, and are masters at building
and maintaining relationships.
Terms Definition Hallmarks
Self-Awareness The ability to
recognize and
understand your
moods, emotions,
and drives, as well as
their effect on
others.
Self confidence
Realistic self-
assessment
Self-deprecating sense
of humor
Self-Regulation
The ability to
control or redirect
disruptive impulses
and moods
Trustworthiness and
integrity
Comfort with
ambiguity

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The ability to think
before acting.
Openness to change.
Empathy
The ability to
understand the
emotional makeup of
other people
Skill in treating
people according to
their emotional
reactions.
Expertise in building
and retaining talent
Cross-cultural
sensitivity
Service to clients and
customers.
Social Skills
Proficiency in
managing
relationships and
building networks
An ability to find
common ground and
build rapport.
Effectiveness in
leading change
Persuasiveness
Expertise in building
and leading teams.
How to Improve Your EQ
How do you go beyond recognizing EQ as important and actually
working on it? Emotional Quotient is not something that can be
developed by sitting and reading instruction manuals. It requires
mindful practice.
Here are 8 techniques to help take a step towards elevated EQ:
1. Focus more on “we” and less on “me”

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Hugh Downs, TV commentator, aptly said, “To say my fate is not
tied to your fate is like saying, ‘your end of the boat is sinking.’”
Fight the urge to think only of yourself, and put other people’s
needs ahead of yours. Making a conscious effort to be humble and
engage your employees will empower them to take initiative.
2. Use more personal forms of communication
Seek genuine human contact instead of hiding behind digital
communication. Karl Albrecht, founder of the supermarket chain
Aldi, said, “Making things happen still required the ability to make
people like you, respect you, listen to you, and want to connect
to you. And by connect, I mean connect personally, not digitally.
The human connection will always, always, always outrank the
digital connection as a get-ahead skill.”
3. Ask questions about others & learn about their expectations
Be obsessively interested in other people. How long has each team
member been with the organization? What fresh perspective from
newer members of your team? What has been each team
member’s most fulfilling work experience? What motivates them –
money, advancement, or a challenge? Answers to these questions
will tell you what you need to do to create a more positive,
inspired, and productive work environment.
4. Intensify your attention
Practice active listening, and listen as if your life depended on it.
Paying undivided attention to every individual you communicate
with and communicating real interest will result in more engaged
employees.

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5. Increase your empathy
Other people may see things differently than your do, and
effective leaders are aware of this. What’s more, they want to
learn how those people see things and what those people feel.
Practice putting yourself in other person’s shoes and try to see
the world from his/her point of view. If you’re in a position to do
so, help other rising leaders in your organization do the same.
Michael Eisner instituted once-a-month field trip for executives
where they had to go out and work alongside other Disney
employees, so VPs were working in the laundry and folding towels
all day next to housekeeping employees and learning more about
each other.
6. Give generous amounts of recognition
Leaders nearly always notice when their employees make a
contribution or accomplish a notable achievement. However, it can
be easy to make a mental note about the accomplishment and
move on without saying anything to your employee. Instead, when
you care, show it. Everybody wants recognition, it’s easy to give,
and there is always something you can recognize. Positive
reinforcement will encourage your people to continue going the
extra mile.
7. Be aware of the emotional atmosphere
Start by watching your emotions like a hawk. Your emotions feed
into your behavior, which will impact your one-on-one interactions
and how your employees perceive. Once you have improved your
self-awareness, turn to the world around you. Great leaders are
able to pick up the mood and feelings of their work environment.

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Turning your attention to the emotions of your employees and
showing that you care about their situations will result in
increased trust and loyalty and improved performance among
employees.
8. Practice anticipating reactions and responding effectively
Emotionally intelligent leaders are able to anticipate how their
people will react to situations instead of waiting until after the
damage has been done to respond. If you are aware that bad news
is coming (e.g., anticipated layoffs, business closures, etc.), take
the initiative and do what you can to openly respond to them
before they happen.
Emotional Quotient and organizational effectiveness
Emotional quotient can best be described as the ability to monitor
one's own and other people's emotions, to discriminate between
different emotions and label them appropriately, and to use
emotional information to guide thinking and behavior. Salovey et
al. have proposed three models of EQ.
The “ability model,” focuses on the individual's ability to process
emotional information and use it to navigate the social
environment.
The “trait model” as developed by Konstantin Vasily Petrides,
“encompasses behavioral dispositions and self-perceived abilities and
is measured through self-report.”
The “mixed model” is a combination of both ability and trait EI.
It defines EI as an array of skills and characteristics that drive
leadership performance, as proposed by Goleman.

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There was further addition to the concept of EQ as enumerated
by Salovey et al. For them, EQ concerned the way in which an
individual processes information about emotion and emotional
responses. These findings pointed to different ways in which
competencies such as empathy, learned optimism, and self-control
contributed to important outcomes in the family, the workplace,
and other life arenas.
Recently, EI has been noted to be implied across the workplace
having an essential component in determining the leadership
effectiveness mainly when leaders are dealing with teams in the
workplace. The application of EI gained significance when Goleman
with his research in this area emphasized its role in organizations
and also showed increasing attention on EI. Overall EI leaders
inspire team members to work efficiently in order to achieve
organizational goal. There had been lack of study on relations
between EI and its positive impact on the corporate world.
Leadership
When we visualize Martin Luther King making one of his famous
speeches or demonstrating against segregation on buses in Alabama,
we can almost hear his brilliant oratory. But if he had used his
speaking skills to sell used cars, we would never have seen him as a
leader. The very reason he was a leader was that he challenged the
status quo. We tend to forget that fact because we are so
awestruck by his oratorical powers and their impact on us.
Mahatma Gandhi also challenged the status quo by protesting
British rule in India.
So did Nelson Mandela with regard to white rule in South Africa.

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These leaders had widely different influencing styles but they
shared a passion for changing what they thought was horribly
wrong.
We also think of leadership as a relationship between leaders and
followers. But we overlook a more important relationship, the one
between leaders and their target audiences. The three leaders
mentioned above were aiming their cry for change at their
respective governments and the population at large. In fact, you
could say that their followers on the street actually helped them
show that they were leaders, especially to their governments. For
example, Martin Luther King’s leadership effort in Alabama was
successful when the U.S. Supreme Court ruled segregation on buses
unconstitutional.
These three leaders have other things in common. None of them
managed the people responsible for making the policy changes that
they were promoting. They had no formal authority over their
respective governments. Because they showed leadership from the
sidelines, not from an elected office, their leadership came to an
end once the target audience bought their proposals. They were
able to demonstrate leadership without having to manage the
people who had the power to implement their proposals. Such
leadership does not entail getting things done through a group of
people working for or with the leader. Thus, leadership can be
defined simply as the successful promotion of new directions.
Why do so many leaders lack EQ?
If EQ can be taught, and it is receiving an increasing amount of
attention, why do so many leaders lack it? Businesses still tend to

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take for granted that their leaders will be highly emotionally
quotient, and thus, effective. However, the skills needed to rise
to the top are often at odds to the skills needed to excel in
leadership.
According to Bradberry, “Companies promote leaders for their
knowledge and tenure, rather than their skill in inspiring others to
excel.” However, he notes, “Once leaders get promoted, they
enter an environment that tends to erode their emotional
quotient. They spend less time in meaningful interactions with
their staff and lose sight of how their emotional states impact
those around them. It’s so easy to get out of touch that leaders’
EQ levels sink further.”
As the saying goes, it is lonely at the top, and it can therefore
be easy to lose touch with the rest of one’s organization.
“Leader’s Influence the Team Emotions. The Team
Emotions Drive Overall Performance.”
By Robert G. Jerus
Six Emotional Leadership Styles
The Visionary Leader:
The Visionary Leader moves people towards a shared vision, telling
them where to go but not how to get there - thus motivating them
to struggle forwards. They openly share information; hence giving
knowledge power to others. They can fail when trying to motivate
more experienced experts or peers. This style is best when a new
direction is needed. Overall, it has a very strong impact on the
climate.

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The Coaching Leader:
The Coaching Leader connects wants to organizational goals, holding
long conversations that reach beyond the workplace, helping people
find strengths and weaknesses and tying these to career aspirations
and actions. They are good at delegating challenging assignments,
demonstrating faith that demands justification and which leads to
high levels of loyalty. Done badly, this style looks like micromanaging.
It is best used when individuals need to build long-term capabilities.
It has a highly positive impact on the climate.
The Affiliative Leader:
The Affiliative Leader creates people connections and thus harmony
within the organization. It is a very collaborative style which focuses
on emotional needs over work needs. When done badly, it avoids
emotionally distressing situations such as negative feedback. Done
well, it is often used alongside visionary leadership. It is best used for
healing rifts and getting through stressful situations. It has a positive
impact on climate.
The Democratic Leader:
The Democratic Leader acts to value inputs and commitment via
participation, listening to both the bad and the good news. When
done badly, it looks like lots of listening but very little effective
action. It is best used to gain buy-in or when simple inputs are
needed (when you are uncertain). It has a positive impact on
climate.
The Pace-setting Leader:
The Pace-setting Leader builds challenge and exciting goals for people,
expecting excellence and often exemplifying it themselves. They
identify poor performers and demand more of them. If necessary,

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they will roll up their sleeves and rescue the situation themselves.
They tend to be low on guidance, expecting people to know what to
do. They get short term results but over the long term this style
can lead to exhaustion and decline. Done badly, it lacks Emotional
Quotient, especially self-management. A classic problem happens when
the 'star techie' gets promoted. It is best used for results from a
motivated and competent team. It often has a very negative effect
on climate (because it is often poorly done).
The Commanding Leader:
The Commanding Leader soothes fears and gives clear directions by his
or her powerful stance, commanding and expecting full compliance
(agreement is not needed). They need emotional self-control for
success and can seem cold and distant. This approach is best in times
of crisis when you need unquestioned rapid action and with problem
employees who do not respond to other methods.
Emotional Quotient and its Impact on Leadership
Defined as the skills or ability necessary to identify, assess and
control the emotions of oneself, other people or entire groups,
emotional quotient is a concept that has become widely popular in
management texts and related literature for its ability to enhance
and capitalize on the human potential of an organization.
Seeking to support a leader's cognitive, emotional and physical
resources, the use of emotional quotient is a modern tool of
effective management, enabling the individual to manage a wide range
of employees that are often performing in a unique set of roles. In
addition, emotional and personal competencies are two primary
factors that are shown to be directly linked to performance within a
work environment, making their identification and analysis essential

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for effective management as well as the increased development of the
organization's human capital.
It Pays to be 'Likeable':
In part, emotional quotient is a response to the problems businesses
face in the modern world. With tighter budgets, escalating costs and
the continuous demand to produce more for less, there's a need to
develop a higher standard for leadership skills, ones that will
effectively address the challenges of high employee turnover, a rapidly
changing business environment and the ever-increasing demand for
improved products and services. And at least in part, the solution to
these problems is found in a leader who possesses technical knowledge
as well as the social and emotional abilities that will enable them to
meet and beat the afore mentioned challenges and maximize the
human potential of their organization while achieving their own
personal agenda.
Any organization at the forefront of its industry needs to retain the
best employees to remain competitive. And if you take a look at the
factors that contribute to the highest levels of creativity and
effectiveness in the workplace within these types of businesses, you'll
find components of emotional quotient 9 out of 10 times.
That's because duration of employment is directly linked to an
individual's relationship with their immediate supervisor, with some
figures reporting that only 11 percent of employees who rated their
boss as 'excellent' would consider looking for a new job. This figure is
in comparison to the 40 percent who would consider leaving after
rating their boss 'poor'.
Moving Up Requires More Than Just Technical Capability:

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Your skills can land you a great job but emotional Quotient is what
enables you to keep it and, more importantly, get promoted and
motivate those around you. In fact, some psychologists believe that
emotional Quotient matters twice as much as both technical and
analytic skills combined. And the higher the individual moves up
within an organization, the more crucial emotional Quotient becomes
- not really a surprise given the high degree of loyalty required to
inspire people toward achieving an expansive, complex or long-term
goal.
To climb the modern corporate ladder, a leader must be competent
within their chosen field but also have a finely-tuned sense of
emotional Quotient. Specifically, they are typically expected to be
more positive, approachable, warm, empathetic and optimistic, traits
many believe to be more important than traditional cognitive
Quotient in the successful achievement of workplace goals. The reason
for this may be due to the fact that a focus on emotional Quotient
often includes the ability to contain any negative feelings and focus
instead on a positive outcome - a capability that is vital for high-
reaching leaders and executives.
The Use of Emotional Quotient For Effective Leadership
“There are no extraordinary men…
just extraordinary circumstances
that ordinary men are forced to deal with.”
–William (Bill) Halsey, Jr.”
The ability to be perceptively in tune with yourself and your
emotions, can as well as having sound situational awareness be a
powerful tool for leading a team. The act of knowing, understanding,

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and responding to emotions, overcoming stress in the moment, and
being aware of how your words and actions affect others, is described
as emotional Quotient.
Emotional quotient is widely known to be a key component of
effective leadership. Understanding how the brain operates and how
the emotional response system works should also be a factor in where
we place team members within our organizations. Being able to relate
behaviors and challenges of emotional Quotient on workplace
performance is an immense advantage in building an exceptional team.
One of the most common factors that lead to retention issues is
communication deficiencies that create disengagement and doubt. A
leader lacking in emotional Quotient is not able to effectively gauge
the needs, wants and expectations of those they lead. Leaders who
react from their emotions without filtering them can create mistrust
amongst their staff and can seriously jeopardize their working
relationships. Reacting with erratic emotions can be detrimental to
overall culture, attitudes and positive feelings toward the company
and the mission. Good leaders must be self-aware and understand
how their verbal and non-verbal communication can affect the team.
5 Ways to Spot an EI Leader

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What Does Emotional Quotient Have TO Do With Business
Individuals
The modern workplace is characterized by open communication
teamwork and mutual respect among employees and their
supervisors. Possessing emotional quotient allows managers to
better understand and motivate people they supervise.
Individuals who come from the old School philosophy of
management by intimidation often find it challenging to adapt
their management style to the demands of today’s worker.
In the modern business environment authoritarian managers are
much less likely to be successful for the long term than those who
utilize a democratic style of management. If one does want to
succeed in the business world now and in the future, it’s
important that you understand the role of emotional quotient in
business today.
Management and Emotional Quotient:
Non defensive and open
Aware of their own emotions
Adept at picking up on the emotional state of others
Available for those reporting to them
Able to check their ego and allow others to shine

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Managers who possess emotional Quotient approach supervisory
responsibilities form a different perspective than authoritarian
managers.
They understand the importance of communicating effectively with
staff members and of treating each employee with respect. Those
who want to be effective 21st
century managers are well served by
developing a deeper understanding of the concept of emotional
Quotient and applying it to their management strategies.
Leadership and Emotional Quotient:
Managers who have outstanding leadership qualities tend to possess
emotional Quotient. It’s important to realize that leadership is
not an inherent part of being in a position of authority.
Leadership is something that employees bestow upon the most
effective mangers and is reserved for individuals with high
standards of integrity and outstanding communication skills.
An individual who is in tune with his or her own emotions is much
more likely to be able to understand and empathize with the
emotions that impact the attitudes and behaviors of others. This
is why emotional importance is so valuable for managers. It’s
essential for managers who want to be viewed as leaders to
remember that actions speak louder than words. This is something
Quotient seems to inherently understand.
Supervisors who take the time to get to know and really listen to
their employees are utilizing emotional Quotient as a management
strategy whether or not they realize they are doing so. Most
employees respond best to managers who treat them as individuals
who deserve respect. When you take the time to focus on an

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employees’ needs and make yourself accessible to them that’s
exactly what you’re doing.
Leadership And Emotional Quotient
The leader has a direct influence on the culture of work
environment. Studies have found the impact of leader on the
behavior of employees.
However, it is still a major question to what extent do leaders
and managers have a positive influence on their employees and on
functions of organizations. The Figure illustrates organizational
factors that are interrelated. Each of these factors influences
emotional Quotient. At the same time, the HR functions of
recruitment and selection, training and development, and
management performance have a strong impact on leadership.
Figure (A model of emotional quotient and organizational effectiveness. Figure adapted from
Cherniss)
The leadership has a direct influence on the extent to which HR
functions are effective in helping to increase the EQ of
organizational members. The high level of EQ helps in identifying
talents, delegation of roles accordingly and resolving the conflict

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amicably. The review of literature revealed mechanisms of EI and
its synthesis with leadership. The mechanism includes the qualities
given as under:
 Perception of others emotions: Accurate social perception
allows individuals to gain considerable knowledge of other group
members’ attitudes, goals, and interests, which should enable
influence by identifying, understanding, and addressing members’
unstated needs and creating goals that might be accepted.
 Understanding of others emotions: EI members may improve
the performance of their group. The ability to orchestrate one's
emotions as per the need of the group helps in accomplishment of
the group task, which in turn influences group performance.
 Manage emotions: The effective management of emotions
enables a member to influence the group by changing other
members’ emotional reactions to particular courses of action; these
influencers draw upon past experience and apply on them.
Role of EI in achieving organizational effectiveness is very
significant, and it is reiterated in studies carried out across the
globe. Available literature suggests that facets of EI align well
within the framework of achieving goals of the organization and
ultimately leading to job satisfaction.
Organization Behaviour Models
1) Autocratic:
2) Custodial:

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3) Supportive:
4) Collegial:
5) System:
Development of Business Incubator Company
Introduction:
The basic purpose to develop the company is to provide workspace, coaching,
and support services to potential entrepreneurs at early-stage of their
entrepreneurial careers.
Our core objective is to encourage and support the rural area population male
and female (domestic women) to take initiative and commence their own
venture though effectively utilizing the available resources and their skills. For
the attainment of this objective at initial I have decided to develop an
organization in individual capacity which serves as a business incubator for the
upcoming and tentative entrepreneurs.
The secondary purpose if the company will be to carry out the trading
activity and earn profit through outsourcing the orders from the Local and
Foreign buyers at highly affordable prices. Our primary purpose to form this
organization is to develop to Business Incubator, which will not only educate
and train the entrepreneurs but will help them to continue their ventures
through continually assisting them in their entrepreneurial life.
We are committed to create a diversified value chain through effectively
developing the Micro Level Enterprises with the help of these entrepreneurs
and provide value to our customer with affordable price and the pride to
contribute toward a social cause.
This success of the venture will allow us to transform it in to the:

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“Entrepreneurial Development Incubator Company”
Organization Behaviour Model For The EDIC:
Management
Our management philosophy will reflect the basis of the formation
of the company. We are closely baton with our social cause and
our motto:
To re-shape the world
We do not believe in individuality and wants every ones
contribution in the process of growth and prosperity.
We do not want to indulge ourselves into the hierarchical
structure burden, in order to avoid the communication gap and
unnecessary waste of time in decisions making and approvals, we
will follow the flat hierarchical structure. The basic structure of
our management will be as follows:
Chief Executive

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Our management practices will be based on the following principles:
Cooperative Decision Making:
 We believe in collective wisdom and well come all the
suggestions and criticism for the betterment and
improvement.
Employee Empowerment:
 We believe that our employees should be motivated towards
the cause and empower them to take initiative for the
cause.
Innovation:
 We welcome and encourage the input from our employees and
from those who have been directly associated with us and
provide them opportunity to materialize their creative ideas
and innovation.
Empathy:
Human
Resource
Department
Marketing
Department
Operations
Department
Finance &
Accounts
Department

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 We believe that our all acts will be towards the betterment
of the society and our actions will reflect the sympathy and
affection toward others.
Ownership:
 We believe that our employees will take the responsibility of
their decisions and face the outcomes as an owner.