Die rol wat emosionele intelligensie speel om uitmuntende werkprestasie en organisasiesukses te verseker

Horstmann, Adri Engela (2004-03)

Thesis (MBA)--Stellenbosch University, 2004.

Thesis

ENGLISH ABSTRACT: For years academic institutions regarded IQ as the be-all and end-all, leaving many people with lower IQ scores in a state of serious self-doubt. People are slowly starting to admit that there is more to life than straight A's at school. Management gurus sensed that IQ on its own is no guarantee for personal or business success. According to research conducted by Daniel Goleman, author of Working with Emotional Intelligence, emotional intelligence is twice as important as any other factor in predicting outstanding employee performance, accounting for more than 85% of star performance in top leaders. Emotional intelligence has a major impact on organisational performance, doubling and even tripling productivity, and greatly improving bottom-line results. The power of emotional intelligence has been underestimated in the business world. At the root of day-to-day organisational problems such as low productivity, absenteeism, staff turnover, company politics, strikes and stay-aways, there is an inability to optimise our emotional energy and that of our employees. At the root of problems such as drug abuse, alcoholism, workaholism, yuppie flu, divorce and teenage pregnancies, we find exactly the same cause. Emotional intelligence involves the ability to monitor your own and others' emotions, to discriminate between them, and to then be able to use this information to guide your thinking and your actions. Success in life is a result of how well you manage yourself, handle your relationships, and work with others. The mastery of being in control of yourself, your emotions and your interactions with others influences your ability to lead and be seen as a leader. Emotional intelligence by any definition is really a combination of cognitive and emotional abilities. The essence of emotional intelligence is the integration of the emotional centres of the brain (the limbic system) and the cognitive centres (prefrontal cortex). Interactive situations at school, in the community, on the sports field, in work teams, in our social lives and in superior-subordinate relations, all provide opportunities for personal and interpersonal growth. Fortunately scientists now consider emotional intelligence a learnable intelligence, one that can be developed and improved at any time and any age through assessment, training and coaching. Emotions are an integral part of organisational life. We demand competence from leaders and expect them to demonstrate virtually every known attribute of leadership characteristics, including honesty, energy, trust, integrity, intuition, imagination, resilience, purpose, commitment, influence, motivation, sensitivity, empathy, humour, courage, conscience and humility. We expect them to impart these attributes to others. Leadership goes beyond effective management to innovation and change. It means developing a vision, turning the vision into workable programmes in a manner that generates excitement and commitment, creating an environment for problem-solving and learning and making sure that everyone persists until the programme accomplishes what it intended. Managers who are leaders continuously pursue incremental change. The time has come to concentrate on building emotional muscle and developing active emotional awareness, both in ourselves and in others. Companies who hope to survive and prosper in the future, need to invest now in the development of the emotional intelligence of their people.

AFRIKAANSE OPSOMMING: Ouers, akademici en bestuurders het jare lank die standpunt gehuldig dat 'n hoë IK outomaties hoë akademiese prestasie tot gevolg het en werksekuriteit waarborg. Verskeie akademici soos Daniel Goleman, Richard Boyatzis, Reuven Bar-On en John Mayer het relatief onlangs die standpunt ondersteun dat 'n hoë IK alleen nie voldoende is om 'n persoon te laat uitblink op akademiese gebied of in sy werkplek of gesinslewe nie. Volgens navorsing wat gedoen is deur Daniel Goleman, outeur van die baanbrekersboek "Working with Emotional Intelligence", is emosionele intelligensie twee keer belangriker as enige ander faktor wat uitstaande werkprestasie voorspel en verantwoordelik vir meer as 85% van uitmuntende werkprestasie van die korps van uitvoerende leiers van enige organisasie. Emosionele intelligensie speel 'n deurslaggewende rol om organisasiesukses te verseker en om produktiwiteit en winsmarges tweevoudig en selfs drievoudig te verhoog. Die invloed van emosionele intelligensie is onderskat in die besigheidsarena. Die oorsprong van dag-tot-dag organisasieprobleme soos verlaagde produktiwiteit, afwesigheid, personeelomset, maatskappypolitiek, stakings en uitsluitings, is ons onvermoë, om ons eie en ons werknemers se emosionele energie te optimaliseer. Negatiewe sosiale gedrag soos dwelm- en alkoholmisbruik, werkspanning, jappiegriep, egskeidings, ongewenste swangerskappe, geweld en misdaad is die gevolg van 'n gebrek aan langdurige opleidingsprogramme in sosiale en emosionele bevoegdhede wat as deel van 'n skoolkurrikulum aangebied word. Emosionele intelligensie bestaan uit die vermoë om jou eie en 'n ander persoon se emosies te herken, daartussen te onderskei, en die inligting te gebruik om jou handelinge en dade te rig. Sukses in die lewe word bepaal deur hoe goed jy jouself en jou verhoudings kan bestuur en hoe goed jy met medewerknemers oor die weg kom. Die kuns om in beheer van jouself en jou emosies te wees tesame met jou interaksie met medewerknemers beïnvloed jou vermoë om te lei en geïdentifiseer te word as 'n leier. Emosionele intelligensie is volgens baie akademici 'n kombinasie van kognitiewe en emosionele vermoëns. Die kern van emosionele intelligensie is die integrasie van die emosionele sentrums van die brein (die limbiese sisteem) en die kognitiewe sentrums (prefrontale korteks). Navorsing oor neurowetenskap en emosionele intelligensie is betreklik nuut. Min akademici, skoolhoofde, bestuur en beleidmakers is bewus van die rol wat die verwantskap tussen senuweenetwerke in die brein en emosionele bevoegdhede speel om uitstaande werkprestasie en organisasiesukses te verseker. Alle interaktiewe situasies by die skool, in die gemeenskap, op die sportveld, in spanverband in die werkplek, op sosiale gebied en in bestuurder-ondergeskikteverhoudings, verskaf geleenthede vir persoonlike en interpersoonlike groei. Emosionele intelligensie word beskou as 'n intelligensie wat aangeleer kan word en wat ontwikkel en verbeter kan word met verloop van tyd en ouderdom deur evaluering, opleiding en afrigting. Emosies is 'n integrale deel van enige organisasie. Ons vereis bevoegdheid van die leiers van 'n organisasie en verwag van hulle om feitlik alle leierseienskappe te openbaar soos eerlikheid, energie, geloofwaardigheid, integriteit, intuïsie, verbeelding, herstelvermoë, doelgerigtheid, pligsbesef, invloed, motivering, sensitiwiteit, empatie, humor, moed, nougesetheid en nederigheid. Verder word daar van leiers verwag om hierdie leierseienskappe aan werknemers oor te dra. Leierskap is veel meer as bloot effektiewe bestuur en sluit die vermoë in om innoverend te dink en aan te pas by verandering. Leierskap beteken om 'n visie te ontwikkel, om die visie op so 'n wyse in uitvoerbare programme weer te gee dat dit entoesiasme en pligsgetrouheid genereer, om 'n omgewing te skep vir probleemoplossing en opleiding en om te verseker dat alle werknemers volhou totdat die programme voldoen aan hul doelwitte. Uitmuntende leiers is voortdurend besig om stelselmatige verandering na te jaag. Die tyd het aangebreek om emosionele intelligensie doelbewus uit te bou en om 'n aktiewe emosionele bewustheid in onsself en ander persone te ontwikkel. Organisasies wat in die toekoms wil oorleef en winsgewend wil wees, is verplig om in die emosionele intelligensie van hul personeel te belê.

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