In the fast-changing business world, change management skills play a critical role in moulding change in favour of the competitive advantage. They have to deal with others’ emotions along with their own emotions in the fast-changing dynamics. In such a situation, executives’ emotional intelligence takes the centre stage in not only enhancing their change management skills but also in changing the course of change in favour of the organization. The present article attempts to explore the relationships of executives’ emotional intelligence with their change management skills. The article also examines as to which dimension of emotional intelligence significantly contribute in predicting and enriching their change management skills. A total of 510 executives from Indian organizations have been surveyed by using well-established measures of emotional intelligence and change management skills. Correlation and regression analysis unveils that self-awareness and self-management are the significant predictors and contributors in change management skills.
AntonacopoulouE.P., & GabrielY. (2001). Emotion, learning and Organizational Change: Towards an Integration of Psychoanalytic and Other Perspectives. Journal of Organiza-tional Change Management, 14(5), 435–451.
5.
AshfordS.J. (1988). Individual Strategies for Coping with Stress during Organizational Transitions. Journal of Applied Behavioural Science, 24(1), 19–36.
6.
AshkanasyN.M., AshtonJ., C.E. & JordanP.J. (2004). Performance impacts of appraisal and coping with stress in the workplace settings: The role of affect and emotional intelligence. Emotional and Psychological Processes and Positive Intervention Strategies, 3(1), 1–43.
7.
AsnawiN.H., YunusN.H., & RazakN.A. (2014). Assessing emotional intelligence factors and commitment towards organizational change. International Journal of Social Science and Humanity, 4(1), 5–9.
8.
BoyatzisR.E., GolemanD., & RheeK. (2000). Clustering competence in emotional intelligence: Insights from the emotional competence inventory (ECI). In Bar-OnR. & ParkerD.A. (Eds), Handbook of emotional intelligence. San Francisco: Jossey-Bass.
9.
BrinerR. (1999). The neglect and importance of emotions at work. European Journal of Work and Organizational Psychology, 8(3), 323–346.
10.
BryantM., & Wolfram CoxJ. (2006). Loss and emotional labour in narratives of organisational change. Journal of Management and Organisational, 12(2), 116–130.
11.
CarneyM. (2000). The human side of organizational change: Evolution, adaptation and emotional intelligence, a formula for success (Unpublished doctoral dissertation). Chester, Pennsylvania: Widener University.
12.
ChonkoL.B. (2004). Organizational readiness for change, individual fear of change and sales manager performance: An empirical investigation. Journal of Personal Selling and Sales Management, 24(1), 7–17.
CooperR.K., & SawafA. (1997). Executive EQ: Emotional intelligence in business. London: Orion Business Books.
15.
FiolC.M., & O’ConnorE.J. (2002). When hot and cold collide in radical change processes: Lessons from community development. Organization Science, 13(5), 532–546.
16.
FoxS., & Amichai-HamburgerY. (2001). The power of emotional appeals in promoting organizational change programs. Academy of Management Executive, 15(4), 84–93.
17.
FragouliE. (2009). Emotional intelligence and change: A new approach through self directed learning and incorporation of imagined interactions. International Journal of Decision Sciences, Risk and Management, 1(1/2), 112–125.
18.
GardnerH. (1983). Frames of mind: The theory of multiple intelligences. New York: Basic Books.
19.
GeorgeJ.M. (2000). Emotions and leadership: The role of emotional intelligence. Human Relations, 53(8), 1027–1055.
20.
GeorgeJ.M., & JonesG.R. (2001). Towards a process model of individual change in organizations. Human Relations, 54(4), 419–444.
21.
GolemanD. (1995). Emotional intelligence. New York: Bantam Books.
22.
GolemanD. (1998). Working with emotional intelligence. New York: Bantam Books.
23.
HellriegelD., & SlocumJ.W. (2007). Organizational behavior. United States of America: South Western Cengage Learning.
24.
HuyQ.N. (1999). Emotional capability, emotional intelligence and radical changes. Academy of Management Review, 24(2), 325–345.
25.
HuyQ.N. (2002). Emotional balancing of organizational continuity and radical changes: The contribution of middle managers. Administrative Science Quarterly, 47(1), 31–69.
JordanP. J., AshkanasyN. M., & HärtelC.E.J. (2002). Emotional Intelligence as a Moderator of Emotional and Behavioral Reactions to Job Insecurity. Academy of Management Review, 27(3), 361–372.
28.
KotterJ.P. (1995). Leading Change – Why transformation efforts fail. Harvard Business Review, 73(2), 59–67.
29.
KotterJ.P. (1996). Leading Change. Boston: Harvard Business School Press.
30.
KotterJ.P. (2002). The Heart of Change, Boston: Harvard Business School Press.
31.
LewinK. (1951). Field Theory in Social Science, Selected Theoretical Papers. New York: Harper & Row.
32.
MayerJ.D., & SaloveyP. (1997). What is emotional intelligence?NY: Basic Books.
33.
MayerJ.D., SaloveyP., CarusoD., & SitareniosG. (2003). Measuring emotional intelligence with the MSCEITV 2.0. Emotion, 3(1), 97–105.
34.
MealieaL.W. (1978). Learned behaviour: The key to understanding and preventing employee resistance to change. Group & Organisation Studies, 3(2), 211–223.
35.
MassholderK.W., SettoonR.P., ArmenakisA.A., & HarrisS.G. (2000). Emotion during organisational transformations: An interactive model of survivor reactions. Group and Organisation Management, 25(3), 220–243.
36.
NunnallyJum C. (1967). Psychometric Theory (1st ed.) New York: McGraw-Hill.
37.
PatersonJ.A., & HartelC.E.J. (2002). An integrated affective and cognitive model to explain employees’ responses to downsizing. In AshkanasyN.M., ZerbeW.F. & HartelC.E.J. (Eds), Managing emotions in the workplace (pp. 25–44). Armonk, NY: M.E. Sharpe.
38.
RaithathaH. (2015). The role of emotional intelligence in change management. Paripex – Indian Journal of Research, 4(2), 43–44.
39.
RobertsR., ZeidnerM., & MatthewsG. (2001). Does emotional intelligence meet traditional standards for an intelligence? Some new data and conclusions. Emotions, 1(3), 196–231.
40.
RyanL., & MackyK.A. (1998). Downsizing organisations: Uses, outcomes and strategies. Asia Pacific Journal of Human Resources, 36(2), 29–45.
SchmidtD. (1997). Organizational change and the role of emotional intelligence. Paper presented at the annual meeting of the Academy of Management, Boston.
43.
SheehanM., & JordanP. (2003). Bullying, emotions and the learning organisation. In CooperL. Cary, StåleEinarsenHelge Hoel & ZapfDieter (Eds), Bullying and emotional abuse in the workplace: International perspectives in research and practice (pp. 359–369). London: Taylor & Francis.
44.
SkinnerD., SaundersM.N.K., & ThornhillA. (2002). Human resource management in a changing world. Strategic Change, 11(7), 341–345.
45.
SmollanR., & ParryK. (2009). The attributed emotional intelligence of change leaders: A qualitative study. Paper presented at the 23rd ANZAM conference 2009 Sustainability management and marketing, Canning Bridge, WA, Australia.
46.
TerryD.J., & JimmiesonN.L. (2003). A stress and coping approach to organisational change: Evidence from three field studies. Australian Psychologist, 38(2), 92–101.
47.
ThorndikeE.L. (1920). Intelligence and its use. Harper’s Magazine, 140(1), 227–235.
48.
VinceR., & BroussineM. (1996). Paradox, defence and attachment: Accessing and working with emotions and relations underlying organizational change. Organization Studies, 17(1), 1–21.
49.
Von KrosigkB. (2006). A holistic exploration of leadership development. South Africa Journal Business Management, 38(2), 25–31.
50.
WasielewskiP. (1985). The emotional basis of charisma. Symbolic Interaction, 8(2), 207–222.
51.
WechslerD. (1940). Non intellective factors in general intelligence. Psychological Bulletin, 37, 444–445.
