Mandhana_Anisha_Essay

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COURSE DETAILS
Course Code:
IBUS 7322
Course Name:
International Service Operations
Course Co-ordinator:
Dr. David parker
Assignment No:1
Assignment Due Date:11th September, 2015
STUDENT CONTACT DETAILS
Student Number:
43654192
Student Name:
Anisha Mandhana
Email Address:
Anishamandhana.92@gmail.com
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ASSIGNMENT COVER SHEET

Research Essay Anisha Mandhana- 43654192

IBUS 7322- Service Operations Management

2

Discuss
what
you
understand
by
the
term

Emotional
Intelligence
and
explain
why
it
is

important
to
Service
Operations
Leadership?

Abstract
Service sector these days is differentiated with intense competition,
multinational characteristics, technology advancements and growing
expectations of customers. Emotional intelligence emerges as a concept that
would succeed to express the customer’s inclination and expectations. It is
proved to be an affective tool in managing emotions produced inevitably in
delivery of services. This essay would focus on emotional intelligence and its
importance in service operations leadership. First definitions and models of
measurement of emotional intelligence are discussed. Then emotional
intelligence is related to effective leadership in service business to conclude that
emotional intelligence is important in service operations leadership Research
focused on emotional intelligence and its impact on leadership and service
operations have been viewed to support the essay.
1.0 Introduction
Service sector these days is distinguished by high competition, multinational characteristics,
technology advancements, and growing standard of living of customers (Kurian 2013).
Performance in service sector is not just about using own ability but also includes
comprehending emotions and behaviors of others (Kurian 2013). All organizations want
intelligent, motivated and rationally sound employees. Frontline employees have to showcase
not just positive emotions when dealing with customers but also authentic emotions that
appear genuine (Grandey 2003, Totterdell, Holman 2003, Grandey et al. 2005, Hennig-
Thurau et al. 2006). This would ensure increased customer satisfaction, repeat purchases,
brand loyalty and increased positive word of mouth publicity (Pugh 2001, Tsai 2001, Mattila,



3

Enz 2002). Emotional Intelligence (EI) has been identified as one of the key personal trait
that can influence service outcomes.
A successful service operations leader should foresee, envisage and be a quick decision-
maker. A service leader should be multidimensional, maintain high performance in their
teams and have the capability to understand and leverage human behavior and emotions
(Testa, Ehrhart 2005). A good leader would use these abilities to empower others. Many a
times the emphasis is placed on effective leadership and subordinate responsibilities,
neglecting the importance of EI. Effective leadership and EI go hand in hand (Dulewicz,
Higgs 2003). Individually talented employees may not work that effectively when working in
a team. This can be attributed to lack of emotional intelligence. EI and emotions in general
inhabit a vital position in organizations these days, especially in service organizations.
In 1995 Daniel Goleman popularized the concept of EI in his book of the same name
(Goleman 1995a). Goleman aimed to switch the focus from “intellectual ability” to the
capability to recognize and coordinate emotions or EI in everyone (Goleman 2006). In the
past 20 years, EI has gained momentum in the areas of psychology and management
(Grandey 2000, Mayer, Roberts & Barsade 2008). Human resource managers now use it as
an effective tool for staffing, evaluation and training purposes (Alston, Dastoor & Sosa-Fey
2010). Popular views suggest that organizations functions based on cognitive reasoning,
logic, structures and systems. However, a workplace is filled with different levels of
emotions like happiness, envy, anger, guilt, pleasure etc. Thus, understanding these emotions
becomes all the more important.
EI is becoming popular in organizations for three main reasons (Poon Teng Fatt 2002).
Firstly, EI has proved to be twice more important than cognitive abilities in star performers.
Success to up to 90% is credited to EI at the top level. Secondly, Organizations and
individuals are trying to balance cognitive and emotional attributes in the need to gain
competitive advantage and finally the failure of IQ has been one of the major reasons for the
shift towards EI. Organizational testimonials have the confirmed that EI enhances individual
performance and overall efficiency in the workplace. Undeniably, HR perceptions
acknowledge that people are not only motivated to work for money (Ramlall 2004) but also
for “social and emotional benefits” that working with different people provide (Mishra, A K



4

Das Mohapatra 2009). The study of EI reinforces the understanding of emotions and
intelligence (Mayer, Roberts & Barsade 2008).
This essay would first discuss the concept of EI, models that are used for its measurement.
Later, the relations between EI and service operations, Leadership and EI as well as
leadership in service operations will be established to conclude that EI is essential in service
operations leadership.
2.0 Emotional Intelligence (EI)
EI was developed from the concept of “social intelligence” which was coined by Thorndike
in the year 1920. Social Intelligence is the ability to understand and be compatible with
people (Crowne 2009). To understand the concept of EI we shall first look at the meanings of
emotions and intelligence.
2.1 Emotions
Emotions in everyday affect could be termed as a person’s feeling that derive from moods, or
sentiments. Such a state arises naturally and not consciously. Emotions are innate events that
collaborate many mental subsystems and arise in return to people’s changing relationships
relative to memories, family or any other human change (Mayer, Caruso & Salovey 1999).
Emotion is defined as “coordinated changes in physiology, motor readiness, behaviors,
cognition and subjective experience” (Mayer, Roberts & Barsade 2008).
2.2 Intelligence
The capability to gain and employ knowledge and skills in the right manner is intelligence. It
is the ability to learn, reason and comprehend. In their article Human abilities: Emotional
Intelligence, Mayer et al (2008) have identified intelligence as “hierarchy of mental abilities”.
Basic mental capabilities like identify words and meanings are placed at the lowest level.
Abilities to understand verbal information and the capability to distinguish, contrast and
identify emotional patterns are placed at the middle level. The top level of the hierarchy
includes general intelligence, which encompasses rational and intellectual reasoning. Mayer
et al (2008) define intelligence as “a mental ability (or set of mental abilities) that permit the



5

recognition, learning, memory for and capacity to reason about a particular form of
information, such as verbal information”.
Thus, EI exhibits the capacity to merge emotion and intelligence. EI is the capacity to
perform precise reasoning about emotions and use emotional knowledge as a tool to
understand one’s own feelings and that of others. It is the competence to be conscious of,
control, convey and handle emotions and relationships sensibly and compassionately. Mayer
and Salovey initially defined EI as
“the capacity to reason about emotions, and of emotions to enhance thinking. It includes the
abilities to accurately perceive emotions, to access and generate emotions so as to assist
thought, to understand emotions and emotional knowledge and to reflectively regulate
emotions so as to promote emotional and intellectual growth”.
Goleman(2006)in his book describes EI as knowing your feelings and have the ability to
handle those feelings and at the same time sense others feelings, thus, handling relationships
efficiently. Other researchers use the definition by Mayer & Salovey and Goleman in their
research(Rathi 2014, Joseph, Newman 2010, Poon Teng Fatt 2002, Kernbach, Schutte 2005)
Emotional experiences are related to individual’s social self-portraits and mental attributes of
self like morals, principles, desires, ideals and expectations in broad and complex manner
(Bardzil, Slaski 2003). EI is not just about experiences but also about relationships between
emotions, views and consequent behaviors (Bardzil, Slaski 2003). Thus, individuals with
high EI demonstrate high self-awareness and social skills (Slaski, Cartwright 2003). High EI
will also help to create a positive work climate. EI has strong connection with
transformational leadership and servant leadership style, which will be discussed later in this
essay.
2.3 Models of EI.
Emotions and practical reasoning are considered to be opposites of each other. However, we
just saw that emotions communicate information about relationships. To validate EI, two
main models exist. First- the mixed model framework and second- the ability model
framework. The models can be differentiated according to their focus.



6

2.3.1 Ability Model- Created by Mayer and Salovey in 1997, model focuses on specific
skills that are significant to EI. This model all individuals have different abilities to process
emotional information. This model is currently measured by “Mayer-Salovey-Caruso
Emotional Intelligence test” (MSCEIT). It proposes that EI is a kind of aptitude and would
coincide with rational reasoning. There are four components or dimensions in this
model(Mayer, Caruso & Salovey 1999)
• Assessment and communication of emotions- recognize one’s own emotions and
that of others.
• Regulate emotions- remain open to sensations and moods. Monitor and control
emotions efficiently.
• Comprehend emotions- Label emotions (complex or simple) correctly with the
ability to analyze emotions. Understand that relationships are based on emotions
• Integrate emotions in thought- Use emotions to reason in fruitful ways and to make
correct judgments where necessary.
2.3.2 Mixed model- this model includes “non-cognitive” models (Bar-On 1997) and
competency models (Goleman 1995a), which focus on wide-reaching areas of competencies
and skills that determine leader and team performance. Goleman identified five skills in this
model. These skills are also required traits of a service operations leader. The skills are (Mok,
Tsarenko & Gabbott 2008, Zeidner 2013, Goleman 1995b)
• Self-awareness- understanding one’s own emotions, moods. Monitor own’s feelings
• Manage individual’s emotions- self-regulate and control feelings in appropriate
manner. Manage anxiety, irritation and murkiness.
• Motivating self- Using emotions to motivate self to achieve goals. “Being able to get
into the flow state” (Goleman 1995a). Delay indulgence and suffocating
injudiciousness.
• Showing and feeling empathy- Identify emotions is other people and stay attuned
to others needs.
• Interpersonal skills- Handle social relationships effectively. Have smooth
interactions with others.



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3.0 EI and service operations
Bardzil & Slaski (2003) identified the “climate of services” at different levels (2003). At
individual level services are established by demonstrating concern for clients and expressing
awareness of customer needs and expectations. These competencies are communication
skills, compassion, and emotional labor (Bardzil, Slaski 2003). Up on the organizational level
a positive climate requires embracing suitable employee engagement behaviors. It involves
real interest for “employees as internal customers” (Pfau, Detzel & Geller 1991) and is
enabled by befitting leadership approach or style. These behavioral attributes have direct link
to emotional context.
At both levels a model of “service quality competencies” is developed by (Bardzil et al
2000) through three dimensions,
1. Emotional orientation (individual customer focus)- includes emotional sensitivity,
sympathy, coordination and admiration to customer’s feelings.
2. Cognitive orientation (service delivery focus)- psychological capabilities necessary
to make sure sufficient service is provided. Awareness of product and process
knowledge is expressed by reliability and responsibility.
3. Behavioral orientation (tangible content of service)- refers to employees’
enthusiasm to achieve highest concrete levels of service.
As mentioned above emotional and friendly behavior of employees steers towards desired
outcomes like customer satisfaction, customer loyalty, word of mouth promotions etc.
Customer satisfaction is major but unpredictable factor in service industries. The Quality of
service gives organizations a distinguished competitive advantage. Attributes of service
encounter, waiting time and majorly the behavior of service providers affects the level of
satisfaction (Hess, Ganesan & Klein 2003, Liu, Jang 2009). Research shows that customers
are more satisfied when they interact with service providers with high EI (Kernbach, Schutte
2005). In order to ensure that employees express right emotions service organizations have
“emotional display rules” that command the kind of emotions that should be used in service
encounters and such regulation of emotions is called emotional labor (Rathi 2014). However,
not all employees may be competent to regulate emotions and EI plays an important role in



8

this process. Thus, emotions, EI and emotional labor have become essential today specially
in service businesses (Rathi 2014).
4.0 Leadership and emotional intelligence
With growing workplace demands academics and senior managers have recognized the
importance of EI for efficient leadership (Dulewicz, Higgs 2003). Leadership in simple
terms means to lead people in an organization. However, there is more to an effective leader
than simply leading a group of individuals. An effective leader would motivate, inspire and
influence people to achieve a common purpose. A sound leader is wise, reflexive and makes
ethical judgments. Yukl defines leadership as “influence processes affecting the interpretation
of events for followers, the choice of objectives, the motivation of followers, to achieve the
objectives, the maintenance of cooperative relationships and teamwork and the enlistment of
support and cooperation from people outside the group or organization” (Yukl 2002). Some
people believe that it is an internal quality while others think that effective leadership
behaviors can be developed (Iuscu, Neagu & Neagu 2012).
According to Kurian (2013) “human element is the most important aspect in service
encounters and settings”. Company’s people relation attitudes can play a big differentiator
because businesses can gain a competitive advantage by maintaining healthy relationships
with customers, workforce and leaders. Generally, it is assumed that people with logical and
systematical skills prove to be better leaders. However, many times intelligent leaders are
unsuccessful because they fail in understanding their team members, management and
customers. Leaders have to listen, advise, encourage, and inspire. This is where EI can help.
According to a study EI was correlated to “higher leadership effectiveness” compared to
personality and IQ in senior executives (Rosete, Ciarrochi 2005). IQ represents not more
than 25% success rate that a leader may witness while carrying out various activities in the
company whereas EI ranges between 75% and 96% success rate while doing the same tasks
(Iuscu, Neagu & Neagu 2012).
A study conducted in UK of the top executives on competencies and activities relating to EI
concept concludes that EI is an essential component to measure competencies in top
executives (Dulewicz, Higgs 2003). EI has become an essential element in leaders to handle



9

complex challenges they face everyday. It is a pertinent tool for personal and organizational
enhancement because EI presents a new but effective way to analyze, apprehend and assess
people’s potential, behavior, attitudes as well as aptitude and skills (Iuscu, Neagu & Neagu
2012). Emotional ability gives a comprehensive view of circumstances (Greenwald et al.
2009). The emotional factor helps to acknowledge mistakes, handle criticisms and feedback
in a healthy manner (Greenwald et al. 2009).
4.1 Effective Leadership styles for Service operations
4.1.1 Transformational Leadership
Transformational leadership style is the leader’s capability to “stimulate and inspire followers
to both achieve extraordinary outcomes and in the process, develop their own leadership
capacity” (Bass, Riggio 2006). Transformational leaders empower followers to help them
grow into responsible leaders. They align followers, teams and their own goals for larger
good. It is proved transformational leadership style is effective in all sectors and settings
(Avolio, Yammarino 2002). Transformational leader displays sympathy, self-awareness
(Bass 1985), charisma (Mio et al. 2005), use emotion to convey vision to followers and show
sensitivity towards followers needs (Ashkanasy, Tse 2000). All these are traits of emotionally
intelligent people. Recent research in this field confirms that emotional intelligence is one of
the key aspects of transformational leadership (Mathew, Gupta 2015).
4.1.2 Servant leadership
Robert Greenleaf (1977) introduced service leadership. The concept is based on the
relationship of “servant- leaders” who desire to encourage and advise followers and provides
a nurturing experience by way of determined quality relationships (Greenleaf, Spears 2002).
According to servant leadership followers should be wiser, healthier, liberal, more and
independent (Greenleaf 1977). It is the leaders desire to do something for the followers.
Erhart (2004) established two key paradigms of servant leadership- ethical behavior and
concern for subordinates. Although very little research has been conducted to link EI with
servant leadership it has been confirmed that servant leadership and emotional intelligence
can be linked by organizational trust (Du Plessis, Wakelin & Nel 2015) and Emotional



10

intelligence has proved to be a precedent of servant leadership (Barbuto, Gottfredson &
Searle 2014).
5.0 Service operations Leadership
Managers decision influences quality. Any failure in the service procedure, the customer is
the first one to know. A manager should be a good leader. The leaders behavior in service
organizations will have great potential to influence the quality of service provided. Effective
leaders work in an environment that is satisfying for the employees. Thus, employees give
their best to provide high quality services. The management/leadership in a service
organization have to take various decisions related to decision-making and planning,
communicating decisions with stakeholders, ensure cooperation, foresee and prevent conflicts
and ensure competence of employees is put to best use. In all these activities people are
involved and with people come varied emotions. Thus, a service operations leader should be
emotionally intelligent.
We have already established that EI is an essential component of Transformational leadership
and servant leadership styles as well as the importance of EI in service operations.
Transformational leadership style has proved to be an effective leadership style in more than
one service business. It had more effect on organizational effectiveness compared to
transactional leadership specifically in service business (Birasnav 2014). According to a
research conducted in an accounting services firm transformational leadership was directly
linked with job clarity and satisfaction and enhanced follower commitment (Viator 2001).
Another research conducted in UAE hospitals concluded that patients were more satisfied
with the service quality in almost all UAE hospitals because hospital employees were happy
with the transformational leadership style of the leaders (Jabnoun, Juma AL Rasasi 2005).
A research conducted in a “voluntary service club” pointed out that while both
transformational and servant leadership were interconnected, members were more contended
and dedicated due to servant leadership styles than transformational leadership (Schneider,
George 2011). Therefore, it is practical to conclude that in a complex service operations
organization, transformational leadership and servant leadership can change a group of
individuals into dynamic, motivated and empowered band of employees.



11

Thus after looking at the above examples and the relation between EI, leadership and service
operations we can conclude that EI is essential in service operations leadership. EI being an
important component in individuals in service organizations, it can be developed. There are
research studies to support that EI can be enhanced by development programs (Slaski,
Cartwright 2002) and training (Beigi, Shirmohammadi 2011).
However, due to lack of agreement among scholars and researchers, the measurement and
the concept EI has also come under scrutiny. According to Locke (2005) EI is an invalid
concept because it is not a kind of intelligence and the definition is very general. If leadership
is said to be an emotional process then it negates the importance of rational thinking in
decision making that is important attribute of a successful leader (Locke 2005). He suggests
that reasoning with emotions is a contradiction and that there is “no such thing as actual EI
although intelligence can be applied to emotions as well as other life domains” (Locke 2005).
Becker (2003) also suggests that EI should be seen as general intelligence and not a separate
entity.
6.0 Conclusion
In spite of the concept coming under investigation, EI is the next big HR investment
(Anonymous 2009). The growing importance of EI in organizational setting has increased the
inclusion of the concept in human resource development programs across organizations
(Jordan, Troth 2002). EI can be summarized as skills and competencies that help to control
individual’s emotions and also understand emotions of other’s. EI has proved to be an
important aspect of leadership behaviors. EI is important in service operations because
service encounters are primarily with customers unlike manufacturing businesses. Employees
have to deal with varied customers and handle varied emotions. A strong emotionally stable
leader would influence his team and inspire them to be emotionally strong too.
Review of research and literature confirms that EI is a substantial contributing factor in the
service alignment in service business. Transformational and servant leadership styles should
be adopted because these styles believe in motivating and inspiring followers. The
organization’s culture should be such that top leadership exhibits EI. Training programs



12

should be developed to enhance EI in the workforce. Emotionally conscious workforce will
help to achieve excellence in the service sector, thus, giving the business a strong competitive
advantage.



13

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