How Organizational Change Triggers Emotions And How Leaders Use Emotional Intelligence

Every organization that aspires to be successful must address the value of emotional intelligence in the work place. How people relate to each other determines if the organization eventually moves from

The Heart of Change book is by Kotter and Cohen. This book discuss the eight-step path to success, which reviews by people who were succeed and individuals that fail at large scale-change. The major challenge at each stage is the process on how many people meet those challenges. The difference between analysis-think-change and see-feel-change is that organizational Behavior and Management provides an outline that focuses on behavior, structure and processes, which is the life itself of the organization. In addition Organizational Behavior management and The Heart of Change explain how the effects change any size organization and also change the behaviors and emotions of the individual within it. Furthermore, each stage expresses how change is directed and the way it is measured through emotions of the employees of the organization. This change of behavior can lead to a more positive and successful organization. The Heart of Change and Organizational Behavior and Management put in detail the steps and techniques organization must take in order to bring a more effective change in most organization.

Although employees have their unique differences regarding resisting change in the workplace, researchers have identified some macro-factors that affect change in an organization. At an individual level some core factors that may influence change are self-esteem, level of optimism, and perceived control. At an organizational level, insufficient information, lack of participation in the process, social support, and personal impact of change figure among the elements that may hinder change in the workplace (Wanberg & Banas, 2000). In studies conducted by Taylor and Brown (1988) results showed that although change is distressful, openness to change was found to be associated with high levels of self-esteem, optimism, and perceived control. They argue that individuals with these features attempt to see change in the best light

Because of globalization and in parallel with different dynamics, it is required for both senior managers, junior administrative officers, and different employees to have a high level of emotional intelligence competency for an achievement during the decision-making process. The significance of this requirement has been demonstrated by numerous academic studies concluding that people who have the high level of emotional intelligence competency can make good decisions and implement the taken decisions in the right place at the right time. Those internally and externally taken decisions as a result of emotional intelligence factor not only activate inter-organizational relations and communication but also increase the performance level.

“The Heart of Change” by John P. Kotter, is a collection of stories from actual people who implemented change with in their organization. The author starts by giving the take away message at the beginning. “People change what they do less because they are given analysis that shifts their thinking than because they shown a truth that influences their feelings”, meaning people won’t change just because you give them data stating they need change. They change because you make them see and feel the change. This brings you to Kotter’s “See, Feel, Change” formula for implementing large scale change in an organization successfully. His formula constitutes of three things, the first is to help people see the problems in the organization. After seeing the problem, getting people to emotionally feel the need to change. This means reducing the emotions that block change and improve on the emotions that support change. The last step in the formula is to actually implement the change, with the help from the lessons we will soon review.

With organizational change with the LMX theory, an emotional approach to change would be best. An emotional approach will allow leaders to develop and articulate a vision of the future, heighten the emotions of the followers, and empower followers to act on their vision (Hughes,

The findings show that emotional intelligence and transformational leadership can increase the performance of managers as well as their followers. The transformational leadership is based off leaders motivating employees to perform better in their organizations. The transformational leader is linked to traits such as charisma which is then linked to trust and compassion. Moreover, transformational leadership was linked with Big Five Personality Traits extraversion and agreeableness. In the study by Zafra, Martos and Garcia-Retamero (2012), they found that women have the traits of emotional repair and emotional clarity which were highly correlated with transformational leadership. Organizations recruiting more women for leadership positions could possibly benefit organizations. Moreover, the findings show that that transformational leaders can motivate their followers and may increase their commitment to an organization. The expectancy theory showed that leaders can motivate follower to increase performance if they were attracted to organizational goals (Caillier, 2014, p. 221). The attitude of the transformational leader has an importance in whether the performance of followers increases or decreases. Furthermore, the transformational leader is adept in working in culturally diverse work environments (Keung & Rockinson-Szapkiw, 2013).

In the field of organizational leadership it is important that the leaders are not only proficient in the area of leadership and building a stellar organization, they must take into consideration the human capital that will be responsible for executing their vision. A part of understanding the organization’s valuable human resource is knowing how to deal with the emotional intelligence of these resources. In his introduction, Goleman (2006), stated that although emotional competencies can be learned, the ability to manage relationships is not a guarantee that it can be mastered. He goes on to say that additional learning is required. Change is the province of leaders (Kouzes and Posner, 2012), and in order to win at both organizational leadership and emotional intelligence, leaders must take risks. Leaders must possess the tenacity to objectively make decisions based on the needs of the organization, all while ensuring that the emotional intelligence needs of the employees are met and not exploited. The following five empirical articles are critical to the understanding of the area of proposed dissertation research.

Antonacopoulou, E. and Gabriel, Y. (2001). Emotion, learning and organizational change. Journal of OrgChange Mgmt, 14(5), pp.435-451.

How striking are employees in communicating their feelings to diminish change resistance thoroughly Few are sufficiently intense to specifically restrict the change might be verbal, physically or by their conduct? These are the ones who have no dread of losing their employment. They are forceful and dynamic employees. Then again we have the quiet movers who being forceful are inactive, despite the fact that they have a solid resentment against change, they do not revolt straightforwardly. In any case, it is found in their behavior as employees they tend to be distinctly lazy, tell lies, stay away from work, lose the soul of work, officials association, and so forth. One of the greatest difficulties with transformative alterations is that associations, while inherently needing change, also inherently oppose it. A portion of picking up that support lies in overseeing change adequately. Change cannot breed certainty; however, directional, managed change that takes after a consistent movement conveys the whole association forward. The procedures that allow an organization to diminish, change resistance is sketched out in John Kotter 's eight-step process and Clawson 's language of change ideas.

Be that as it may, managing change in the workplace shapes a feeling of criticalness for a great many people, any change is uncomfortable. Therefore, while we oversee change in the working environment, it is our obligation to help people in understanding that whatever they have done truly should now change. Managers and leaders alike must work to start the enthusiasm of determination to get individuals excited to work out of their customary range of familiarity and grasp the change. (Holmes, 2013) "Let shareholders know why the old way is no more viable, by disclosure persuading and genuine proof that individuals can feel see and touch that change must happen.

Nevertheless, managing change in the workplace shapes a feeling of uneasiness for a great many people, any change is uncomfortable.

Organizational change is the movement of an organization away from its present state and toward some desired future state to increase its effectiveness. (George et al, pg 567) Organizations need to change in the modern day market place. New technologies, globalization, foreign trade, investments and constantly shifting marketplaces demand the need for flexibility, adaptation, and change. The downside to this is in an organizations employees. People by nature resist change. In a workplace environment, where familiarity is present with an employees set of tasks and processes, change becomes more difficult to introduce and accept. There are basically three groups associated with a resistance to change. They are on an

As organizations face change they may have to deal with resistance from employees. Change is often resisted by employees, the reasons typically are fearful of the unfamiliar, fear of loss or fear of disaster, as well as behavior and political reasons. Therefore, it is vital that managers mitigate employee frustration to ensure a business remains effective in its task or duties. Managers must learn the necessary skills to make the change easier by using employee participation, organizational communication, workplace empathy and support.

In the modern workplace, organizational change has become a common aspect that sometimes causes significant psychological stress within a workforce that is concerned about its quality of life. This kind of change tends to occur when an organization makes transition from its existing state to some anticipated future state. Due to its frequency, managing organizational change has become an important aspect that involves planning and implementing the change while lessening employee resistance and costs associated with the change. The successful implementation of organizational change also requires maximizing the efficiency of the change initiatives.