role of emotional intelligence in managing stress among employees at workplace

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Role of Emotional Intelligence in Managing Stress among Employees at Workplace Abstract: The purpose of the study was to understand and analyze the relationship between Emotional Intelligence and Stress and also its effects on employees. Emotional Intelligence is growing among researchers as an investigation of behavioural and moods etc. and there influence on various social interactions that people encounter as employees at workplace. Recent research indicates that emotions play an integral part in Managing stress at workplace. A review of the literature highlights the need for examination of the relationship of emotional intelligence as an overarching concept to the Management of Stress. The researcher examines two hypotheses that investigate the measurement of emotional intelligence as a predictor in managing Stress. To fulfill the aim of the study 60 employees were randomly selected from AonHewitt as participants. These included both males and females. Two questionnaires were used in the study: Emotional Intelligence Scale & Stress Inventory. Descriptive statistics, Correlation and Regression analysis were used for data Analysis. Moreover, results indicate that there was a negative co-relation between Emotional Intelligence and Stress. Emotional intelligence moderates effects on managing stress among employees at workplace. Keywords: Emotional Intelligence, stress, workplace, employees, health Mr. Khagendra Nath Gangai Lecturer, Bhartiya Vidya Bhavan‟s Usha & Lakshmi Mittal Institute of Management, New Delhi Mrs.Rachna Agrawal Sr. Lecturer, New Delhi Institute of Information Technology, New Delhi ISSN 2319-9725

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The purpose of the study was to understand and analyze the relationship between Emotional Intelligence and Stress and also its effects on employees. Emotional Intelligence is growing among researchers as an investigation of behavioural and moods etc. and there influence on various social interactions that people encounter as employees at workplace. Recent research indicates that emotions play an integral part in Managing stress at workplace. A review of the literature highlights the need for examination of the relationship of emotional intelligence as an overarching concept to the Management of Stress. The researcher examines two hypotheses that investigate the measurement of emotional intelligence as a predictor in managing Stress. To fulfill the aim of the study 60 employees were randomly selected from AonHewitt as participants. These included both males and females. Two questionnaires were used in the study: Emotional Intelligence Scale & Stress Inventory. Descriptive statistics, Correlation and Regression analysis were used for data Analysis. Moreover, results indicate that there was a negative co-relation between Emotional Intelligence and Stress. Emotional intelligence moderates effects on managing stress among employees at workplace.

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Page 1: Role of Emotional Intelligence in Managing Stress among Employees at Workplace

Role of Emotional Intelligence in Managing Stress

among Employees at Workplace

Abstract: The purpose of the study was to understand and analyze the relationship between

Emotional Intelligence and Stress and also its effects on employees. Emotional Intelligence is

growing among researchers as an investigation of behavioural and moods etc. and there

influence on various social interactions that people encounter as employees at workplace. Recent

research indicates that emotions play an integral part in Managing stress at workplace. A review

of the literature highlights the need for examination of the relationship of emotional intelligence

as an overarching concept to the Management of Stress. The researcher examines two hypotheses

that investigate the measurement of emotional intelligence as a predictor in managing Stress. To

fulfill the aim of the study 60 employees were randomly selected from AonHewitt as

participants. These included both males and females. Two questionnaires were used in the study:

Emotional Intelligence Scale & Stress Inventory. Descriptive statistics, Correlation and

Regression analysis were used for data Analysis. Moreover, results indicate that there was a

negative co-relation between Emotional Intelligence and Stress. Emotional intelligence

moderates effects on managing stress among employees at workplace.

Keywords: Emotional Intelligence, stress, workplace, employees, health

Mr. Khagendra Nath Gangai

Lecturer, Bhartiya Vidya Bhavan‟s Usha & Lakshmi

Mittal Institute of Management, New Delhi

Mrs.Rachna Agrawal

Sr. Lecturer, New Delhi Institute of Information

Technology, New Delhi

ISSN 2319-9725

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1. Introduction:

The 21st century is also an era of stress. Individuals face stress in their organization and daily

lives due to globalization, information technology revolution, and speed of life. The most

important effects of these can be seen in the business world, and they can manifest

themselves as changes that organisations make in their structures, strategies, activities, and

technologies. Constantly changing organisations impose new roles and duties on their

employees, and the employees who want to handle new roles and duties need to have

efficiency in intelligence quotient (IQ) and efficiency in emotional quotient (EQ) in the

processes of decision making and problem solving. A completely stress-free life is

impossible, and stress becomes a characteristic of human existence. Individuals have used

various methods to handle stress, including using their intelligence, especially their emotional

intelligence (Sirin, 2007).

Emotional intelligence (EI) is a social intelligence that enables people to recognize

their own, and other peoples' emotions. Moreover, emotional intelligence enables

people to differentiate those emotions, and to make appropriate choices for thinking

and action (Cooper and Sawaf, 1997; Mayer and Salovey, 1993). It is an intelligence

that may be learned, developed and improved (Perkins, 1994; Sternberg, 1996).

Emotional intelligence (EI) refers to the ability to perceive, control, and evaluate

emotions. Some researchers suggest that emotional intelligence can be learned and

strengthened, while other claim it is an inborn characteristic. It is also, defined as the

ability to use your awareness and sensitivity to discern the feelings underlying

interpersonal communication, and to resist the temptation to respond impulsively and

thoughtlessly, but instead to act from receptivity, authenticity and candour (Ryback,

1998). Peter Salovey and John D. Mayer (1990) in their influential article “Emotional

Intelligence,” defined emotional intelligence as, “the subset of social intelligence that

involves the ability to monitor one's own and others' feelings and emotions, to

discriminate among them and to use this information to guide one's thinking and

actions”. Emotionally intelligent people are defined in part as those who regulate their

emotions according to a logically consistent model of emotional functioning.

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2. Goleman’s Emotional Competencies Model:

In Goleman‟s (1998b) book, Working with Emotional Intelligence, he builds on his first book

and provides the first concrete and authoritative fusion of emotional intelligence and the

organisation. Where psychological theorisation has defined EI in terms of individual traits,

emotions, values, and behaviour (Goleman (1998b) aligns psychological and organisational

management theory by using Boyatzis et.al. (2000) concept of competency: an underlying

personal characteristic such as motive, trait, skill, self-image, or knowledge, that one uses for

performance. Goleman (1998b) defines emotional competence as a learned capability based

on emotional intelligence that results in outstanding work performance. Goleman‟s (1998b &

2001) competency theory of EI includes 25 competencies that were grouped into five

categories similar to his earlier work:(1) Self-Awareness: emotional awareness, accurate self-

assessment, self-confidence (2) Self-Regulation: self-control, trustworthiness,

conscientiousness, adaptability, innovation(3) Motivation: achievement, commitment,

initiative, optimism(4) Empathy: understanding others, developing others, service orientation,

leveraging diversity, socio- political awareness (5) Social Skills: influence, communication,

conflict management, leadership, change catalyst, building bonds, collaboration and

cooperation, team capabilities.

Self Personal Competence Other Special Competence

Recognition Self Awareness

Emotional self-

awareness

Accurate self- assessment

Self- confidence

Social Awareness

Empathy

Service orientation

Organizational awareness

Regulation Self- Management

Self – control

Trustworthiness

Adaptability

Achievement drive

Initiative

Conscientiousness

Relationship- Management

Developing others

Influence

Communication

Conflict management

Leadership

Chang catalyst

Building bonds

Teamwork & collaboration

Table 1: Theoretical Goldman’s (2001) competency model of Emotional Intelligence

Personal Competence capabilities determine how we manage ourselves and is categorized by

two domains and their associated competencies: (1) Self-Awareness: emotional self-

awareness, accurate self-assessment, self-confidence; and (2) Self-Management: emotional

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self-control, transparency: honesty/integrity/trustworthiness, adaptability/flexibility,

achievement/drive for performance, initiative, optimism (Goleman et al., 2002).Social

Competence capabilities determine how we manage relationships and is contained within two

domains: (1) Social Awareness: empathy towards others, awareness of organisational-level

currents, decision networks and politics; service to others; and (2) Relationship Management:

inspirational leadership, influence tactics, developing others, change catalyst, conflict

management, building bonds, teamwork and collaboration/cooperation.

3. Mayer and Salovey Model:

Mayer and, S a l o v e y (2007) presented a primary model for emotional intelligence that has

three modules of abilities that include assessment, expression, and emotion regulation in

others and ourselves and emotion usage. These four dimensions are introduced below.

i. The first branch is emotional perception (cognition and emotion expression)

which includes the ability to develop emotional self-awareness and to express

these emotions and emotional needs correctly.

ii. The second branch is emotional facilitation of thinking (emotional decision

making) which includes the ability to differentiate between a variety of emotions

and cognition of those that reflect on thinking.

iii. The third branch is emotional understanding (recognizing the others‟ emotions)

which is to recognize the duplicate emotions of exchanging emotions between two

persons.

iv. The fourth branch of this model is emotional management that is the ability to

make and cut a relationship with an emotion in a special situation (Stys & Brown,

2007).

In Antonakis‟s opinion, the factors of emotional intelligence include innate factors (self

awareness, self control, feeling independency and capacity) and external factors (relationship

with others, ease in empathy, and responsibility) which are the most important traits of

managers in clarifying the organization‟s objections (Antonakis, 2009).

4. Emotional Intelligence At Work Place:

Emotional intelligence allows us to think more creatively and use our emotions to solve

problems. Daniel Goleman believes that emotional intelligence appears to be an important set

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of psychological abilities that relates to life success. It is empathy and communication skills

as well as social and leadership skills that will be central to your success in life and personal

relationships. The ability to manage feelings and handle stress is another aspect of emotional

intelligence that has been found to be important for success. Emotional intelligence has as

much to do with knowing when and how to express emotion as it does with controlling it.

Empathy is a particularly important aspect of emotional intelligence. Emotions are more

successful in work as well as in social lives.

Emotional Intelligence is now being considered to be important in organisational factors such

as: organisational change (Ferres & Connell, 2004; Singh, 2003); leadership (Ashkanasy,

2002; Dearborn, 2002; Gardner & Stough, 2002; Weymes, 2002); management performance

(Slaski & Cartwright, 2002); perceiving occupational stress (Nicklaou & Tsaousis, 2002;

Oginska-Bulik, 2005); and life satisfaction (Palmer, Donaldson & Stough, 2002). To meet

organisational ends (Lord, Klimiski, & Kanfer 2002), it is not uncommon to use emotions

and emotion related thoughts and behaviour as the ingredients in an institutionalised recipe of

emotional culture.

A manager is a person who has to manage the mood of their organizations. The most gifted

corporate leaders accomplish that by using a mysterious blend of psychological abilities

known as emotional intelligence. They're self-aware and empathetic. They can read and

regulate their own emotions white intuitively grasping how others feel and gauging their

organization's emotional state. Different jobs also call for different types of emotional

intelligence. For example, success in sales requires the empathic ability to gauge a customer‟s

mood and the interpersonal skill to decide when to pitch a product and when to keep quiet.

“Don‟t bring your personal problems to work” is one variation of the argument that emotions

are inappropriate in the workplace. Business decisions, so the argument goes, should be based

on information, logic and calm cool reason, with emotions kept to a minimum. But it is

unrealistic to suppose that emotions can be checked at the door when you arrive at work.

Some people may assume, for a variety of reasons, that emotional neutrality is an ideal, and

try to keep feelings out of sight. Such people work and relate in a certain way: usually they

come across as rigid, detached or fearful, and fail to participate fully in the life of the

workplace. This is not necessarily bad in some situations, but it is usually not good for an

organization for such people to move into management roles. The same would betrue for

people who emote excessively, who tell you how they feel about everything. Simply being

around them can be exhausting. Developing emotional intelligence in the workplace means

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acknowledging that emotions are always present, and doing something intelligent with them.

People vary enormously in the skill with which they use their own emotions and react to the

emotions of others and that can make the difference between a good manager and a bad one.

It‟s not overly egalitarian to suggest that most professionals, managers and executives are

fairly smart people (of course there can be glaring exceptions), but there can be a huge

difference in how well they handle people. That is, the department manager may be a genius

in technical, product or service knowledge and get failing marks in terms of people skills.

5. Stress At Workplace:

Stress is recognized worldwide as a major challenge to workers health and the healthiness of

organizations. Stress can be brought about by pressures at home and at work. Stress can be a

real problem to the organization as well as to the workers. Robbins and DeCenzo (2007) have

divided the stress factors in organizations into two important personal and organizational

categories and also In the case of personal factors there is evidence that showed that

employees‟ characteristics influence their sensitivity against stress. Good management and

healthy work environment are the best forms of stress prevention. If the employees are

already stressed, their managers should be aware of it and also know how to help. Employers

cannot usually protect workers from stress arising outside of work, but they can protect them

from stress that arises through work. Work related stress is the response people may have

when presented with work demands and pressures that are not matched to their knowledge

and abilities and which challenge their ability to cope. Stress occurs in a wide range of work

circumstances but is often made worse when employees feel that they have little support from

supervisors and colleagues and where they have little control over work demands and

pressures. Stress results from mismatch between demand and pressure on the person on one

hand, and their knowledge and ability on the other. It challenges their ability to cope with the

work. It includes not only situations where pressure of work exceed the workers ability to

cope but also where the workers knowledge and ability are not sufficiently utilized and that

becomes a problem.

The workplace had become a high stress environment in many organizations cutting across

industries. Employees were experiencing high level of stress due to various factors such as

high workload, tight deadlines, high targets, type of work, lack of job satisfaction, long

working hours, pressure to perform, etc. Interpersonal conflicts at the workplace, such as

boss-subordinate relationships and relationships with peers, were also a source of stress.

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Experts believed that the dysfunctional aspects of stress could directly impact an

organization‟s performance and also affect the well-being of its employees. Stress at the

workplace was linked to absenteeism, higher attrition, and decreased productivity. Stress led

to fatigue, irritability, poor communication, and quality problems/errors. High stress levels

also affected the morale and motivation of the employees. Prolonged exposure to stress

without effective coping mechanisms could lead to a host of physical and mental problems.

For instance, stress could lead to stress-induced gastrointestinal problems, irritable bowel

syndrome, acidity, acid reflux, insomnia, depression, heart disease, etc. Moreover, stress

could push the victim toward high risk behavior such as smoking, drinking, and substance

abuse. Stress-related illness led to increase in absenteeism and attrition affecting the

profitability of the organizations.

Organizations cutting across industries were gearing up to provide employees with a stress-

free healthy environment. The efforts to address this issue were more pronounced in some

industries than others. Experts felt that, though stress at the workplace is a global

phenomenon, professionals in some industries were more susceptible to stress than others. In

India, organizations had woken up to this menace and were resorting to novel methods

including teaching the employees dancing and music, trekking, etc, to reduce stress at the

workplace. Tata Consultancy Services Ltd. had started different clubs like Theatre Club,

Bibliophile Club, Adventure & Trekking Club, Fitness Club, Sanctuary Club, Music Club

and Community Services Club, etc. Infosys Technologies Ltd. focused on increasing self-

awareness and provided the employees with guidance on how to cope with stress through a

series of workshops by experts. In addition to conducting stress management workshops,

organizations were also conducting off-site picnics, games, and inter-departmental

competitions. Some companies were also using a system of mentors and promoted open

communication to improve interactions and camaraderie at the workplace. Employees in most

of the established companies had access to in-house counseling centers. Some companies had

also employed nutritionists to provide healthy food at the office canteens and counsel the

employees on healthy eating habits and lifestyle. Some companies were also considering

employing psychologists to counsel their employees. Experts felt that organizations were

resorting to creative methods to address the issue of stress at the workplace, but more action

was required on this front, both in terms of assessment of the situation and implementation of

concrete steps to tackle the problem.

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6. Effects of Stress on Health and Performance:

Emotional Intelligence was poorly correlated with health status. According to the presented

model, the relationship between experienced job related stress and health outcomes was

investigated. The higher the level of stress experienced the worst the health, which means

higher, level of somatic complaints, anxiety/insomnia and depression symptoms.

Figure.2. Theoretical model of Emotional Intelligence, Stress at workplace and

Health Status (Oginska- Bulik, N. 2005)

Work stress – related factors as overloaded, lack of rewards and uncertainty in the workplace

co-related most strongly with the health status. The impact of stress on the mental and

physical health of the individual has been well documented (Cooper, 1994; Cooper &

Marshall, 1976; Quick & Quick, 1984). Stress can manifest itself in numerous ways. A range

of somatic and mental ailments such as, tension headaches, allergies, back problems, colds

and flu, depression (Arroba & James, 1990), anxiety, irritation, tension and sleeplessness

(Cooper, Cooper & Eaker, 1988) and may lead to health compromising coping strategies such

as increased consumption of cigarettes, alcohol and drugs (Quick, Nelson & Quick, 1990).

Chronic exposure to stress may have even very serious consequences such as cancer, heart

disease, respiratory illnesses, strokes, arthritis, ulcers and high blood pressure (Quick, Nelson

& Quick, 1990; Cooper, Cooper & Eaker, 1988). However, all individuals do not develop

such problems in face of stress.

Stress does not have the same impact on every one. There are individual differences in

coping with stressful situations. Some people go to pieces at the slightest provocation;

while others seem unflappable even in extremely stressful conditions ; It is here

Emotional Intelligence (EQ) come to our rescue and guide us to respond appropriately

EMOTIONAL INTELLIGENCE STRESS AT WORKPLACE

HEALTH STATUS

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to different stressors. EQ helps you to cope with stressful situations. Stress Management

therefore largely depends upon striking on emotional balance between a potential

stress condition and your reaction to it.

7. Review of Literature:

Emotional intelligence, an essential factor is responsible for determining success in

life and psychological well-being, seems to play an important role in shaping the

interaction between individuals and their work environment. Goleman (2004) thinks that

emotional intelligence is a skill that anyone who owns it tries to control his life with self

awareness and improve it with self management and perceives its effects through sympathy

or by managing the relations he tries to improve his or others‟ moral. Mayer et al., (2001)

think that emotional intelligence is the ability of cognition (Gardner, 2005), evaluation and

expressing emotions, the ability of controlling emotions to improve the growth of emotion

and ration. Bar-On (2000) has stated that emotional intelligence is a factor of abilities,

adequacy, and unknown skills that affects the ability of individual to succeed in overcoming

stress and environmental stress. Emotional intelligence is the ability of expressing feeling,

expressing, understanding, and sentiment regulation. An employee with high emotional

intelligence can deal with work environment stress. (Cooper, C.L.,et al.,2001). EI

significantly contributes to reducing occupational stress by better identifying feelings of

frustration and stress and, consequently, regulating those emotions (Cooper & Sawaf, 1997).

Slaski and Cartwright (2002) found that managers high in emotional intelligence revealed

less subjective stress and had better physical and psychological well-being. Similarly,

Gardner and Stough (2003) revealed negative relationship between EI and occupational

stress. In another study, Bar-On et al. (2000) indicated that police officers scored significantly

higher on emotional intelligence were less vulnerable to experienced stress and better coped

with it. In turn, Reilly (1994) in a study of hospital nurses, identified negative correlation

between EI and burnout syndrome. Similarly, Duran and Extremera (2004), in their study

including professionals employed in institutions for people with intellectual disabilities,

revealed a significant relationship between emotional intelligence and burnout syndrome, and

personal accomplishment in particular.

The study conducted by Oginska et al., (2005) which was aimed to explore the

relationship between emotional intelligence and perceived stress in the workplace and

health-related consequences in human service workers. The results confirmed an

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essential, but not very strong, role of emotional intelligence in perceiving occupational

stress and preventing employees of human services from negative health outcomes.

They concluded that the ability to effectively deal with emotions and emotional

information in the workplace assists employees in coping with occupational stress

therefore, it should be developed in stress managing trainings.

Emotional intelligence has a central role in aggressive behaviors and workplace stress. There

is a negative correlation between emotional intelligence and violence, and bullying and

harassing. Emotional intelligence may effectively result in solving the problem of bullying in

the organizations (Cartwright and Constantinos, 2008). It is also maintained that emotional

intelligence can help people govern their negative feelings appropriately and consequently

reduces stress. People with high emotional intelligence have considerably less stress and

enjoy more healthy body and mind (Gill, 2010).

Emotional intelligence (EI) is one among them that can potentially moderate the effect of

stress. For example, researchers have demonstrated that EI is related with lower level of

stress and reduced chance of its adverse consequences (Duran & Ray, 2004; Hunt & Evans,

2004; Naidoo & Pau, 2008; Pau and Croucher , 2003). Pau and Croucher (2003) observed in

their study that lower levels of EI (particular ability to regulate mood) was associated with

higher levels of perceived stress. Emotional intelligence has been found to be positively

correlated with measures of psychological well-being such as life satisfaction and happiness,

while associations with measures of mental ill-health such as depression, stress and loneliness

have been found to be negative (Austin, Saklofske, & Egan, 2005; Dawda & Hart, 2000; Day,

Therrien, & Carroll, 2005; Palmer, Donaldson, & Stough, 2002; Saklofske, Austin, & Minski,

2003; Schutte et al., 1998; Slaski & Cartwright, 2002).

Abraham (2000) deliberated that the social skills component of Emotional Intelligence is

related to positive interpersonal relationship and it increases the feeling of job satisfaction

and decreases the occupational stress, and further stated that these social skills foster

networks of social relationships which in turn increase an employee commitment to the

organization. Chabungbam (2005) Advocated that by developing Emotional intelligent one

can build a bridge between stress and better performance. The effects of stress are costly to

both organization and employee, if left unattended within a given frame of time. Regular

administration of Emotional intelligence abilities can help employees at workplace to control

impulses and persist in the face of frustration and obstacles prevent negative emotions from

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swapping the ability to think, feel motivated and confident and accurately perceive emotions,

to empathize and get along well with others. Darolia and Darolia (2005) Studied the role of

Emotional Intelligence is coping with stress and Emotional control behaviour. The research

clearly established that Emotional intelligent people, who are able to understand and

recognize their emotions, manage themselves appropriately. So that their impulsiveness and

aggression is kept under control in stress situation. Duran and Extremers (2004) in their study

including professionals employed in institutions for people with intellectuals disabilities,

revealed a significant relationship between EI and Burnout syndrome and personal

accomplishment in particular. The data clearly indicated that EI expressed in the ability to

recognize, /express and control emotions may have impact on the perceived job stress and

consequences of experiences stress. Gohm, Corser and Dalsky (2005) led an investigation

among 158 freshmen to find an association between Emotional Intelligence and Stress,

considering personality as a moderating variable. The results suggested that as Emotional

Intelligence is potentially helpful in reducing stress for some individuals, but necessary or

irrelevant for others, it may be because they have average Emotional intelligence, but do not

appear to use it, presumably because of lack of confidence in their emotional ability. Slaski

and Cart Wright(2002) Investigated the relationship between measures of emotional quotient,

subjective stress, distress, general health and morale, quality working life and management

performance of a group of retail managers, significant correlations in the expected directions

were found, indicating the managers who scored higher in emotional quiet suffered less

subjective stress, experienced better health and well being and demonstrated better

management performance. Singh and Singh (2008) investigated the relationship as well as

impact of Emotional intelligence on to the perception of role stress of medical professionals

in their organization lives. The study was conducted on a sample size of 312 medical

professionals consisting of 174 male and 138 female doctors working in privately managed

professional hospital organization. The findings of the study indicated that no significant

difference in the level of Emotional Intelligence and perceived role stress between gender,

but significantly negative relationships of Emotional Intelligence with organizational role

stress for both the genders and medical professional as a whole. Shahu and Gole (2008) drew

attention on organizational stress which they said commonly acknowledged to be a critical

issue for Managers of Manufacturing companies. Their study examined the relationship

between job stress and job satisfaction and performance among 100 Managers. Their findings

of the study to suggest that higher stress level are related to lower performance, where as

higher job satisfaction indicates higher performance.

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The data clearly indicated that EI expressed in the ability to recognize, express, and control

emotions may have impact on the perceived job stress and the consequences of experienced

stress. It is expected that subjects with high level of emotional intelligence (one of the

personal resources) will perceive their work environment as less stressful and they will

experience less negative health consequences. The buffering role of emotional intelligence

was also investigating in this study. The aim of present research is to study the role of

emotional intelligence in managing work stress among employees at workplace .

8. Objectives:

This study is an attempt to find out the role emotional intelligence plays in managing

stress among employees at work place and the objectives of this study are below:

i. To investigate the role of emotional intelligence in managing stress among

employees at workplace.

ii. To find out the relationship between emotional intelligence and stress at

workplace.

iii. To examine genders differentiation of emotional Intelligence plays an important

role in managing stress at workplace.

The hypotheses of the study were:

i. There is a negative correlation between emotional intelligence and stress at

workplace.

ii. There may be emotional intelligence moderating effects on stress among

employees at workplace.

9. Method:

The present study was used exploratory and descriptive research. The 60 sample was

randomly selected from Aon Hewitt in Delhi & NCR region. The participants were consisted

of senior level and mid level associates within the company. The senior level associates are

managers in the company whereas mid level associates are senior executives in the company.

The primary data in quantitative nature were collected by standardized questionnaire of

Emotional Intelligence Scale and Stress Inventory Scale. The participants took initiative and

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showed a positive attitude toward the entire procedure of data collection. The data has been

collected from both males (39) and females (21) in the company.

10. Instrument:

For data collection researchers were used two instruments for the measures of results in the

present study such as 1.The Emotional Intelligence scale was designed and developed by

Professor N.K Chadha and Dr. Dilip Singh. It consisted of a set of 22 questions which were

divided into three dimensions of emotional Intelligence namely, Sensitivity, Maturity and

Competency and each consisted of a couple of situations that helped to identify the

participants emotional intelligence. Each situation has four sets of options to choose from,

each of the options holds scores ranging from 5 – 20. The procedure of interpretation is based

on the following percentile table: P-90 Extremely High EQ, P-75 High EQ,P-50 Moderate

EQ,P-40 Low EQ, P-20 Future Dependent. 2. The Stress Inventory Scale was designed and

developed by Gerard Hargreaves from Stress Management: The Essential Guide to Thinking

and working Smarter. This scale has 15 situation based questions that are scored from 1 – 5.

This scale uses scoring method as below: 1 Never ,2 Seldom ,3 Sometimes ,4 Often, 5 Nearly

all the time The procedure of interpretation is based on the below cut off score:15-30:

experiencing little pressure at work but general in control (Low Stress),31-45: good level of

control, situations may cause stress occasionally (Moderate Stress),46-60: often feel under

pressure and out of control (High Stress),61-75: high level of pressure and feel out of control

(Extremely High Stress) .

11. Results:

In order to measure the Emotional Intelligence we have use Emotional Quotient(EQ) which is

based on three dimentions namely, sensitivity, competence and maturity. These dimension

are compared and measured on the basis of male and female and how they behave under

these situations.

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Emtional Intelligence :

11. 1. Sensitivity Level:

Figure 1: Sensitivity level males & Females– Dimension of Emotional Intelligence

Figure 2: Overall Sensitivity level –Dimension of Emotional Intelligence

Interpretations: Figure 1& 2

The above figures represent that the level of sensitivity among male and females. The x axis

shows sensitivity level and y axis shows the corresponding response rate. It can be seen that

sensitivity among male is higher as compared to the females. The overall of sensitivity level

of males & females which indicate that 43% is extremely high, 12 % is high, 35% is

Moderate and 10 % is Low.

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11. 2. Maturity Level:

Figure.3: Maturity Level males & females - Dimension of Emotional Intelligence

Figure 4: Overall Maturity Level – Dimension of Emotional Intelligence

Interpretations: Figure 3 & 4

Figures 3 and 4 showed that the maturity level among males and females. The x axis shows

maturity level and y axis shows corresponding response rate. It clearly states that the maturity

level among males is higher than females. The overall percentage of maturity levels among

males and females that are 2% is Extremely High, 70% High , 23% Moderate and 5% Low

in respectively.

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11. 3. Competency Level:

Figure 5: Competency Level of males & females - Dimension of Emotional Intelligence

Figure 6: Overall Competency Level – Dimension of Emotional Intelligence

Interpretations: Figure 5 & 6

Figures 5 and 6 indicated that the competency level among males and females. The x axis

represents level of competency and axis y represents the response corresponding rate. It states

that in terms of competency males counter parts are higher than females. The overall

percentage of competency level among males and females are 68% is Extremely High, 25%

is high, 4% is Moderate, and 3 % is Low.

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11. 4. The Overall EQ Level Of Males And Females:

Figure 7: Overall Percentage of Emotional Intelligence

Interpretations: Figure 7

The result reflects that the total percentage of EQ level among males and females that are

53% is Extremely High EQ, 42 % is High EQ, 3 % is Moderate EQ, and 2 % is Low EQ.

Figure 8: EQ level of Males & Females

Interpretation: Figure 8 The results pointed out that EQ level between males and females

in that to correspondence males counterpart is higher than females counterparts.

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11. 5. Overall Stress Level Of Males And Fmales:

Figure.9 Overall perentage of stress level

Figure 10: Stress Level of Males & Females

Interpretations: Figure. 9 & 10

Figure 9 represented the total percentage of stress level of males and females that 2 % is

Extremely High Stress, 3 % is High Stress, 72 % is Moderate Stress, and 23 % is Low Stress.

Figure 10 showed that stress level among males and females and it‟s indicated that male s

depict higher stress than females.

12. Results Discussion :

To fulfill the main objectives of the present study, the obtained data were subjected to a

number of statistical analysis has required. The results of various analyses have been

presented in separate headings.

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12. 1. Descriptive Statistics:

Table 1 presents the Mean and standard deviations of the observed variables. Descriptive

statistics was worked out to know the pattern of score distribution. Table 1 reveals that the

mean score on Stress is 45.5 with the SD of 19.36 and on Emotional Intelligence (EI) the

mean score is 63.75 with the SD of 22.86. It shows that scores on Stress and Emotional

Intelligence variables the score ranges above average.

SL

No.

Variables Mean S.D.

1 Stress 45.5 19.36

2 Emotional Intelligences (EI) 63.75 22.86

Table 2: Mean and Std. Deviation

12. 2. Correlations

Correlations among the two variables was aimed at examining the degree of

association between the measures of stress and emotional intelligence. A careful

inspection of inter-correlation matrix (Table - 3) reveals that the variables correlate

significantly with each other. The inter-correlation between stress and Emotional

Intelligence shows that the people who stress more represent less emotional

intelligence; this means more stress having more chances of representing less

emotional intelligence. Here the correlation between the both is negative but

significant which shows that the people with low EQ (Emotional Intelligence) are

having high stress, so it can be said that there is a negative association between the

both. The correlation between stress and Emotional Intelligence (EQ) is negative but

significant.

Variables Stress EI

Stress 1.00 -0.65**

EI -0.77**

1.00

** Correlation is significant at the 0.01 level.

Table 3: Inter- Correlation Matrix

12. 3. Regression Analysis:

Regression analysis was computed to understand the relationship between dependent variable

and a set of independent variables. The results of regression analysis for the independent

variable Emotional Intelligence (EI) are presented in table 4. It is clear from the results that

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the regression analysis accepted both (EI and stress) the variables as a significant moderates o

Emotional Intelligence. In Overall both the predictors contributed Multiple R of . 0.987. The

F ratio computed for the significance of multiple R is 81.66, which is significant at .001

probability level.

Multiple R. 0.987

DF SS MS

R Square 0.976

Regression

1 1098.108

1098.108

Adjusted R Square 0.964 Residual

2

26.89243

13.44622

Standard Error

3.666 F 81.66667 P <.001

Observation 4

Table 4: Final Summary of Regression Analysis

13. Conclusion:

The study was conducted to find out the role of emotional intelligence in managing stress

among employees at workplace. After analyzing the results shows that emotional intelligence

correlates negatively with stress and emotional intelligence will be predicted through levels

of stress, is partially conformed. The findings of the present study indicates that the low and

high level of emotional intelligence establish relationship to some extent with stress.

Negative correlation of emotional Intelligence with stress highlights that emotional

intelligence will prove helpful tool in dealing with stress at workplace. The studies conducted

by Oginska et al., (2005), Matthews et al., (2002), Montes-Berges et al., (2007), Naidoo et al.,

(2008) etc, also reveals similar results. So it can be said that 'emotional intelligence,' is the

ability to restrain negative feelings such as anger, self-doubt, stress, anxiety and instead focus

on positive ones such as confidence, empathy and congeniality. So one should emphasize on

developing emotional intelligent to overcome stress at workplace and to get success in life.

This study has helped me to understand the importance of emotional intelligence, effects of

stress on work and life, importance of the three dimensions (Sensitivity, Maturity and

Competency) in building emotional intelligence among people. Therefore, there should be a

balance of the two variables in our lives. I therefore, would like to recommend, that there

must be initiative taken by both employee and the employer to help built emotional

intelligence within the organization. There should be an attempt by the organizations to

conduct such sessions and hold seminars where employees can be thought about the

relationship between emotional intelligence and stress and the negative impacts of stress with

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positive impacts of emotional intelligence, the employees must be motivated to undergo such

sessions. Organizations must use emotionally intelligent minds for strategy formation and

smooth functioning process. If the employees will strong emotionally then they will be able

to take handle stress situations in a better manner, take independent decisions in professional

as well as personal lives. In all emotional intelligence will help in employees all round

growth so, it is necessary to have people with strong emotional intelligence.

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