DEPARTMENT OF MANAGEMENT Capstone project STUDY OF RELATIONSHIP BETWEEN EMOTIONAL INTELLIGENCE AND ORGANISATIONAL CLIMATE IN BPO SECTOR

Submitted to Lovely Professional University In partial fulfillment of the Requirements for the award of Degree of Master Of Business Administration under the supervision of Mr. Devdhar Shetty Submitted by: Saba Masod Avneet Kaur Rini Pandita Rati Agnihotri DEPARTMENT OF MANAGEMENT LOVELY PROFESSIONAL UNIVERSITY JALANDHAR,NEW DELHI,G.T ROAD, PHAGWARA, PUNJAB.

CONTENTS INTRODUCTION OBJECTIVES NEEDS SCOPE REVIEW OF LITERATURE REFERENCES

PAGE NO

INTRODUCTION EMOTIONAL INTELLIGENCE Emotional intelligence (EI) is a skill or ability in the case of the trait EI model, a self-perceived ability to identify, assess, and control the emotions of oneself, of others, and of groups. Some researchers suggest that emotional intelligence can be learned and strengthened, while others claim it is an inborn characteristic. Salovey and Mayer proposed a model that identified four different factors of emotional intelligence: the perception of emotion, the ability reason using emotions, the ability to understand emotion and the ability to manage emotions. 1. Perceiving Emotions: The first step in understanding emotions is to accurately perceive them. In many cases, this might involve understanding nonverbal signals such as body language and facial expressions. 2. Reasoning with Emotions: The next step involves using emotions to promote thinking and cognitive activity. Emotions help prioritize what we pay attention and react to; we respond emotionally to things that garner our attention. 3. Understanding Emotions: The emotions that we perceive can carry a wide variety of meanings. If someone is expressing angry emotions, the observer must interpret the cause of their anger and what it might mean. For example, if your boss is acting angry, it might mean that he is dissatisfied with your work; or it could be because he got a speeding ticket on his way to work that morning or that he's been fighting with his wife. 4. Managing Emotions: The ability to manage emotions effectively is a key part of emotional intelligence. Regulating emotions, responding appropriately and responding to the emotions of others are all important aspect of emotional management.

ORGANISATIONAL CLIMATE
For organizations, the climate may be regarded in absolute terms and measured by instruments, but is felt differently by individuals. The absolute climate may suit one person and not another. What its like to work here or How I feel when I work here. Climate is worthwhile to understand and measure because there are organisational and human benefits a good climate, and powerful disadvantages of many kinds of bad climate. It is a set of properties of the work environment, perceived directly or indirectly by the employees, that is assumed to be a major force in influencing employee behavior. Perhaps one of the most important and significant characteristics of a great workplace is its organizational climate. Organizational climate, while defined differently by many researchers and scholars, generally refers to the degree to which an organization focuses on and emphasizes:


Innovation

       

Flexibility Appreciation and recognition Concern for employee well-being Learning and development Citizenship and ethics Quality performance Involvement and empowerment Leadership

Organizational climate, manifested in a variety of human resource practices, is an important predictor of organizational success. Numerous studies have found positive relationships between positive organizational climates and various measures of organizational success, most notably for metrics such as sales, staff retention, productivity, customer satisfaction, and profitability: Denison (1990) found that an organizational climate that encourages employee involvement and empowerment in decision-making predicts the financial success of the organization. Schneider (1996) found that service and performance climates predict customer satisfaction.

BPO SECTOR Generally outsourcing can be defined as - An organization entering into a contract with another organization to operate and manage one or more of its business processes. The business process outsourcing industry in India refers to the business process outsourcing services in the outsourcing industry in India, catering mainly to Western operations of multinational corporations (MNCs). As of 2008, around 0.7 million people work in outsourcing sector(less than 0.1% of Indians). Annual revenues are around $11 billion, around 1% of GDP. Around 2.5 million people graduate in India every year. Wages are rising by 10-15 percent as a result of skill shortage. India became familiar with Business Process Outsourcing only in the early and mid 1990s, but now the entire country seems to be quivering with the BPO fever'. The foreign direct investment (FDI) in the country owes a lot to this sector, which is progressing at a break-neck speed. The different kinds of services offered by BPO's include Customer Support, Technical Support, Telemarketing, Insurance Processing, Data Processing, Internet / Online / Web Research and so on. The cheap labour costs and the pool of skilled, English-speaking Indians have always been the two foremost factors contributing to the BPO boom in the country. As the National Association of Software Services and Companies (NASSCOM) points out, the other equally

motivating factors include strong quality orientation among players, ability to offer round-theclock services based on the country's unique geographic location, positive policy environment which encourages investments and a friendly tax structure, which places the ITES/BPO industry on almost equal footing with IT services companies.

Future of outsourcing services to India

Analysts believe that India remains a vital destination for outsourcing and expect its annual GDP to grow at 8-10% for the next decade. In addition, outsourcing efforts to India are held up as an effective remedy for concerns about both Chinese government policy and labour force issues, such as increasing costs and shortages.

OBJECTIVES OF THE STUDY 1. To study the relationship between emotional intelligence and organisational climate. 2. To study the impact of organisational climate on productivity of emotionally intelligent people.

NEED OF THE STUDY 1. To investigate why there is less research findings on emotional intelligence and organizational climate. 2. To check how the Emotional Intelligence is used as a tool to reduce the stress at workplace.

Scope of the study Emotionally intelligent abilities, capacities and skills are increasingly becoming significant and inevitable almost in all works of life ranging from effective leadership, building teams, to the globe-spanning network of communication, development of human potential and performance, social skills and economic and political life. The main scope of the study is restricted to Business Process Outsourcing Industry. In order to analyze BPO sector, 600 employees of 4 BPOs have been selected. Emotional Intelligence in occupational and career assessment, job performance, and satisfaction plays a very important role.

Review of literature

Goleman (1995) offered a definition of emotional intelligence as the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships. He also posited human competencies like self-awareness, self discipline; persistence and empathy are of greater consequence than IQ in predicting performance. In other words, emotional intelligence is being smart about ones self and about other people which will help us to identify the relationship between the emotional intelligence and organizational climate. Linda Elder (1996) stated that ,are emotions considered as being intelligent or not? How does emotional intelligence is related to critical thinking? This article focuses on the conceptualisation of the mind,its functions and primary motivators and the analysis of the relationship between thoughts,emotions and desires. Emotional intelligence can reasonably be conceived as a measure of the degree to which a person successfully (or unsuccessfully) applies sound judgement and reasoning to situations in the process of determining emotional or feeling responses to those situations. A person with a high degree of emotional intelligence would be one who responded to situations with feeling states that made good sense, given what was going on in those situations. USAGE:- This article supports our study in the manner that emotions of an employee in BPO sector can be turned into both positive as well as negative responses. However a high degree of emotional intelligence can be measured in terms of the optimisim of an employee that ultimately result in higher productivity. Mayer, J. D., Caruso, D., & Salovey, P. (1999) asserted that a psychological construct is considered a specific kind of intelligence if the construct sufficiently meets the following three standards: 1. The construct should reflect a mental performance rather than preferred ways of Behaving

2. Statistical measures should show positive correlation with other forms of Intelligence; 3. Measures should increase with experience and age (p. 269-270). To demonstrate that emotional intelligence sufficiently satisfied these three criteria,the MSCEIT (Mayer Salovey Caruso Emotional Intelligence Test) was developed.MSCEIT is an ability-based scale that measures how well people perform tasks and solve emotional problems, as opposed to a scale that relies on an individual's subjective assessment of their perceived emotional skills. Responses to MSCEIT represent actual abilities at solving emotional problems, the first criterion the researchers established. This study will help us in finding out how we can measure Emotional intelligence among the employees and its effect towards organizational climate. Cherniss (2000) in his article explained that the term emotional intelligence is referred to as a type of social intelligence which involves the ability to monitor ones own and others emotions to discriminate among the emotions and to use this information to guide ones thinking and actions.In present scenario,emotional intelligence is not only used to determine its relation to the productivity and performance but helps in predicting the outcomes.The superiors are given trainings in emotional competencies such as how to listen better and help employees resolve problems on their own. USAGE :- This article supports our study to determine how the employees in BPO can be made emotionally efficient so that they can solve the problems on their own and accidents,grievances to be reduced upto a certain extent. Victor Dulewicz, Malcolm Higgs, (2000) This article reviews the literature on the subject of emotional intelligence (EQ) and attempts to pin-down and define this nebulous construct, using competency-based and personality factor scales. In an exploratory study, the reliability and construct and predictive validity of three scales were investigated. An EQ scale based on 16 relevant competencies showed highly promising reliability and validity. The results also showed the relevance of two other competency-based scales intellectual intelligence (IQ) and managerial intelligence (MQ) which both predicted organisational advancement. Taken together, however, the three scales had even higher validity. The overall results supported the view that EQ constructs can be measured more effectively by performance analysis than classic paper and pencil tests. In addition they provide support for the proposition that the combination of EQ and IQ is a more powerful predictor of success than either measure alone. USAGE:-Discusses the different scales and their relevance towards organizational advancement. It also explains the measuring of emotional intelligence via effective methods. This article helps in understanding the role of emotional intelligence by using competency based and personality factor scales. Performance analysis is the most common method used to check emotional intelligence . Dr. Jill Ammon-Wexler (2002) in his article explained that emotional intelligence ( and related confidence and self esteem) are more important brain power than the IQ of a mind of a

man.Those with strong emotional intelligence have more productivity, creativity,self esteem and self confidence and make more successive bussiness leaders. USAGE :- This article helps our study to know how important is the emotional intelligence to be maintained for the productivity and building self confidence among the employees. Edward E. Lawler, Douglas T.Hall,Greg R.Oldham (2004) conducted a study which was designed to test the view that organisation structure and process are related to organisational climate which in turn is related to organisational performance and employee job satisfaction.Questionnaires were completed by the directors of 117 Research and Development organisations and by 291 scientists in a sub sample of 21 of these organisations .Results showed that several organisational process variables were significantly related to the climate of the organisation as perceived by scientists.Perceived climate inturn was shown to be significantly related to measures of organisational performance and job satisfaction. USAGE:- This article helps us to study how organisational climate is related to the organisational performance and job satisfaction which is one of the indicators of emotional intelligence Moshe Zeidner , Gerald Matthews and Richard D. Roberts (2004 ) in their paper critically reviews conceptualizations and empirical evidence in support of emotional intelligence (EI) and its claimed role in the occupational environment. Consideration is given to the purported status of EI in occupational and career assessment (with particular emphasis on personnel selection and placement), job performance, and satisfaction. Overall, this review demonstrates that recent research has made important strides towards understanding the usefulness of EI in the workplace. However, the ratio of hyperbole to hard evidence is high, with over-reliance in the literature on expert opinion, anecdote, case studies, and unpublished proprietary surveys. The review concludes by providing a number of practical guidelines for the development and implementation of EI measures within occupational settings. USAGE:- This study discussed the importance of emotional intelligence at the workplace and its relation with organisational climate by providing guidelines which will help us in studing the emotional intelligence in BPO sector. Singh, Sanjay Kumar (2007) This study examines the impact of emotional intelligence on organizational learning. Based on a sample size of 280, the results depicted emotional intelligence as being positively and significantly related with organizational learning. The findings have implications for management of people towards creating and maintaining organizational learning. USAGE: This study talks about the importance that the employees should be aware of organizations strategic concerns, possess attitudes of optimism and adaptability, and should provide inspirational leadership to each other. Once an employee individually or in a group has come up with strategically important structure, they should be integrated with other established structure. For this there should be a spirit of teamwork and among the employees and they should inspire each other.

Klem, C. , Schlechter, A. F.( June 2008) This study, which was conducted in a clothing manufacturing plant, investigated the relationship between two important constructs for organizations, namely: leader emotional intelligence and psychological climate. A random cluster sample of 600 participants were drawn from a total employee population of 1725 and 297 completed responses were returned for analyses (49,5% response rate). An Exploratory Factor Analysis (EFA) was conducted on both the Swinburne University Emotional Intelligence Test (SUEIT) and the Organizational Climate Questionnaire of Koys and DeCotiis (1991). Both scales were found to be valid and reliable. Stepwise Discriminant analysis provided evidence that a single psychological climate existed in the organization. The results of a Pearson correlation analysis and Hierarchical Multiple Regression further indicated that leader emotional intelligence is significantly positively related to the psychological climate. USAGE: This study provided support for the view that organizations should carefully recruit, select and develop leaders as they have the ability to influence the psychological climate of an organization, which affect the performance of the organization. Adequate training and development for leaders that score low on emotional intelligence should be provided. It is seen that leaders who have higher levels of emotional intelligence create stronger interpersonal relationships and trust with their subordinates, lead and support them more effectively, and also function better under pressure. These characteristics are important to contribute to a success of the organization. Othman, Abdul Kadir (2009) Explained the empirical evidence on the role of Emotional Intelligence (EI) in service providers' team role effectiveness is inconclusive despite the obvious conceptual link. The purpose of this paper is to look into the moderating effect of work motivation on the relationship between EI factors (Self Emotional Appraisal, Others' Emotion Appraisal, Regulation of Emotion, and Use of Emotion) and team role effectiveness. Analyses of 167 responses from service providers and their superiors revealed that the interactions between work motivation and Self Emotional Appraisal (SEA) and between work motivation and Others'Emotional Appraisal (OEA) have significant affect on service providers' team role effectiveness. The effect of SEA on team role effectiveness is positive for those with low work motivation while for the high work motivation group; the effect is initially positive but turns negative at high SEA levels. The effect of OEA on team role effectiveness is higher for low work motivation group and for both low and high motivation groups; the moderation effect is positive at the low to moderate levels of OEA but becomes negative at high levels of OEA. The findings indicate that the effect of SEA and OEA on service provider's team role effectiveness is moderated by work motivation; the effect is complex and counter-intuitive. USAGE: The study has considered the various source of information to assess service providers team role effectiveness. This provides an additional perspective on how employees team role effectiveness should be evaluated in order to reduce the individual perceptual bias. To do this, the study has incorporated two different sources of responses; peers and supervisors, in the study design, thus, allowing the assessment of team role effectiveness to be made from two different perspectives.

Jones, Greg(July 2009) Explained the tasks and skills that are required of accounting practitioners in today's global business environment have changed significantly since the early 1990s. No longer are accounting practitioners required merely to undertake the tasks necessary for information provision, such as bookkeeping, data analysis and tax preparation. Instead, they are now in a more encompassing position which has extended their roles into information facilitation, thus repositioning accountants as knowledge professionals rather than accounting technicians. This in turn suggests a need for a greater emphasis on incorporating components of emotional intelligence in accounting education. However, as accounting students are generally not aware of this expanded role, those who are attracted into accounting courses may not possess the appropriate aptitude that would provide a good foundation for developing the skills now required in the professional accounting environment. Therefore, it is important that the teaching of accounting should incorporate strategies that enable students to understand and the need for developing these necessary, but often missing, competencies. This paper reports on two independent studies conducted at an Australian university which suggest that incorporating emotional intelligence skills into the education of accounting students, by providing a variety of learning environments and tasks, may be beneficial to accounting graduates as they seek employment. USAGE :- This research has indicated that there should be greater importance placed upon the value of experience for improving EI and developing the skills required by accounting practitioners. The study proposes that EI is essential to the development of graduate attributes and also of great value to future success in the professional working environment. Parvesh k. chopra and gopal k kanji( 2010) stated that although a centuries-old phenomenon, emotional intelligence has received an enormous amount of attention and popularity in various academic and non-academic circles during the last two decades. Emotionally intelligent abilities, capacities and skills are increasingly becoming significant and inevitable almost in all works of life ranging from effective leadership, building teams, to the globe-spanning network of communication, development of human potential and performance, social skills and economic and political life. In this dynamic and complexly integrated international economic system, tomorrow's leaders will have to facilitate others to develop their own leadership, skills and potential with the help of emotional intelligence. Be that as it may, there still exists continuing debate among researchers pertaining to the best method for measuring this construct of emotional intelligence. Keeping this in view, the present paper aims to introduce a new measure, based on a holistic and system modelling approach, to conceptualise and measure the phenomenon of emotional intelligence. It develops, constructs and validates a model that conceptualises and measures the phenomenon of emotional intelligence by constructing and using a latent variable structural equation model within the certain boundaries of the psychosocial system. USAGE:- explains the approaches to measure emotional intelligence .It will provide a measurement or index of emotional intelligence at individual level. This index will indicate the extent to which a particular individual or a group is emotionally intelligent and which are the areas lack this intelligence.

Srivastava, Nivedita( Oct 2010) stated that in recent times, emotional intelligence has been hailed by both academicians and practitioners as a soft skill that is critical for managers to succeed in their professional roles. Considerable research interest is seen today in the hitherto neglected area of human emotions and their impact at the workplace. This paper presents the results of an empirical study undertaken to see the influence of emotional intelligence and rational emotive behaviour on managerial effectiveness. The study sample consisted of 305 managers from diverse industries in the public and private sectors. Results showed that both the variables positively influence managerial effectiveness. Further, rational emotive behaviour was found to moderate the relationship between emotional intelligence and managerial effectiveness. USAGE: The study reveals that Emotional Intelligence as a whole seems to be a significant communicator of Managerial Effectiveness. Except Achieving the Results, all other factors of Managerial Effectiveness are predicted by Emotional Intelligence. This helps to conclude that high level of Emotional Intelligence could lead to high Managerial Effectiveness. Also, the moderating effect of Rational Emotive Behavior has been found significant between Emotional Intelligence and Managerial Effectiveness. The effect of Emotional Intelligence on Managerial effectiveness is affected by Rational Emotive Behavior. The ability to behave in a rationally emotive way by Emotionally Intelligent managers would enhance managerial effectiveness in an organization. Byron Stock (2010) observed that in present scenario businesses are examining a variety of conscious transforming approaches ,one of which is the development of EI skills .Enhancing these skills has enabled people and teams to improve mental clarity and focus to lead and manage change with greater ease and creativity and to strengthen relationships, performance and health and ultimately positive impact on business results. USAGE :- This article helps our study to know how the emotional intelligence of the employees has the ability to apply knowledge of their emotions in order to give better productivity and mentally stable to resist the change in the organisational climate.

CASE STUDY:

Case Western Reserve University Original Reference - Reprinted With Permission Boyatzis, R.E. & Oosten, E. V. (2002). Developing emotionally intelligent organizations. In Roderick Millar (ed.), International Executive Development Programmes, 7th Edition. London: Kogan Page Publishers Frank Sims was worried as he watched the Roadway truck drive away from the dock. Specialty Glassware (a pseudonym) was one of Roadway's large clients. The damage problems had been getting worse lately. He needed some Pepto Bismol. As he walked to his office, he remembered something from a recent workshop on emotional intelligence. Instead of worrying about the damage and an angry customer, Frank asked himself how he could see this as an opportunity to learn something. He watched another truck being loaded and an idea began to take shape. He thought about the customer and wondered if the dock workers and drivers understood their customer's concerns. He looked for a way to engage more people in solving the customers' problems. That afternoon, Frank called the Senior Transportation Manager at Specialty Glassware and got his help on the project. They videotaped various operations at the company's distribution center, as well as one of their plants. Michael interviewed laborers and salespeople about their business processes for the video. Then Frank called a special meeting at the Roadway terminal at 10:00 PM one night. Several of the top executives from Specialty Glassware came for the meeting with the dock crew. They described their vision, business, and strategy. They talked about their customers, manufacturing processes and value chain. Frank showed the videotape and the crew got to ask questions. At the end, each dock worker was presented with a commemorative mug made by Specialty Glassware. The dock crew was surprised and impressed that top management from one of Roadway's customers would put so much effort into helping them understand their business. It made them feel good to know how their efforts fit into the big picture. They could see how important the products were and how much care Specialty Glassware put into serving their customer's needs. It made them want to be more careful and find ways to help Specialty Glassware succeed. These meetings became a story workers told new hires as an example of Roadway being a great place to work. Breakthrough Leadership Frank's experiment with new ways to be a leader is typical of many innovations going on at Roadway Express Inc. during the last three years. Roadway Express is a trucking company founded in 1930, with over 26,000 employees. They have 379 terminals throughout the U.S. and Canada. Existing in the highly competitive trucking industry, company executives recognized that they needed an enduring strategy to energize their employees around the country and outpace competition in the long run. In 1999, the company partnered with the Weatherhead School of Management at Case Western Reserve University to begin a journey of transformation. A customized leadership development program known as Developing

Breakthrough Leadership at Roadway was launched. The program produced direct and measurable results in the following three years. As an example of the program's impact occurred with the implementation of a company-wide safety initiative started in 1999. The rollout was so successful that: - Roadway saved $6 million since inception; - The number of injuries decreased by 43% annually; and - The number of accidents decreased by 41% annually. Roadway is a different company now. Executives and managers, drivers and dockworkers, union representatives and staff talk excitedly about what it means to work at Roadway. Their excitement is contagious and inspires a new level of confidence in their customers. Jim Staley, Roadway's President, says, "We're convinced we're developing leaders at every level of the organization. That's what we're doing with EI (Emotional Intelligence). We want to not just develop leaders in the senior management team, but at every levelThe resonance anybody can create as a leader can improve performance for the individual and the organization." Here's how they made it all happen. In 1999, company leaders recognized that culturally, Roadway needed to change. The company's culture originated and evolved during decades when management practice was typically more traditional. It was characterized by hierarchy, a command and control style and in recent years average financial performance. Top executives identified that what they needed was breakthroughs -breakthroughs in performance, leadership and management. A vision emerged as "everyone is fully engaged in the success of the company and committed to the success of each other." The leadership program became the launch pad for attuning key leaders to the vision and enhancing their capabilities to achieve it. The overall objectives were to help managers develop new knowledge, competencies and motivation to pursue their vision and succeed together. Specific goals included: - Increasing leaders' self-awareness and emotional intelligence; - Positioning leaders to develop leaders at every level; - Developing the capabilities of the leadership team to achieve breakthrough performance; and - Broadening the participants' understanding of issues that are crucial for long-term economic performance. A 9-day program was designed and delivered over six months. The approach included a multidisciplinary curriculum, centering on emotional intelligence, strategy, system thinking, marketing, finance and appreciative inquiry, a process for leading change. Participants included key leaders throughout the Roadway organization, most notably the President, Jim Staley. Creating Better Leaders-- Stimulating More Emotional Intelligence Thousands of studies have shown that effective leaders use more emotional intelligence competencies every day than others in leadership positions (Goleman, 1998). Emotional intelligence (EI) is defined as a set of competencies that derive from a neural circuitry emanating in the limbic system. These competencies involve self-awareness and self-management. Frank

used his awareness of his own worried feelings and willingness to be flexible to stimulate a different way of thinking about the situation. EI also includes social awareness, which Frank used in realizing that the dock workers at Roadway probably did not understand their customer's challenges and concerns. By holding the meeting and showing the videotape, he helped them to understand Specialty Glassware at a deeper level. The EI competencies are listed in Table 1. Table 1. Emotional Intelligence Competencies Related to Outstanding Leadership (Goleman, Boyatzis and McKee, 2002) Personal Competence The Self-awareness Cluster: Emotional self-awareness: recognizing our emotions and their effects Accurate self-assessment: knowing one's strengths and limits Self-confidence: a strong sense of one's self worth and capabilities The Self-management Cluster: Adaptability: flexibility in dealing with changing situations or obstacles Emotional Self-control: inhibiting emotions in service of group or organizational norms Initiative: proactive, bias toward action Achievement orientation: striving to do better Trustworthiness: integrity or consistency with one's values, emotions, and behavior Optimism: a positive view of the life and the future Social Competence Social Awareness Cluster: Empathy: understanding others and taking active interest in their concern Service orientation: recognizing and meeting customer's needs Organizational awareness: perceives political relationships within the organization Relationship Management Cluster: Inspirational Leadership: inspiring and guiding groups and people Developing Others: helping others improve performance Change catalyst: initiating or managing change

Conflict management: resolving disagreements Influence: getting others to agree with you Teamwork and Collaboration: Building relationships with a creating a shared vision and synergy

The Breakthrough Leadership program adapted a design used successfully in degree programs at The Weatherhead School of Management. The central theme focuses on helping managers identify areas for behavior change, then giving them opportunities to practice new habits realtime. In the degree programs, the results have been extraordinary. Participants have shown a 70% improvement in emotional intelligence competencies one to two years after the program. The changes are sustained at 50% improvement five to seven years later (Boyatzis, Stubbs, and Taylor, in press; Goleman, Boyatzis, and McKee, 2002). These dramatic results are in contrast with the typical impact shown by above average MBA programs of 2% improvement one to two years after a program, and the typical impact of management training showing only 10% improvement three to eighteen months after training in industry (Goleman, Boyatzis, and McKee, 2002). The program guides each participant through a process of discovery called Self-Directed Learning, shown in Figure 1 (Boyatzis, 1994; Boyatzis, Cowen, and Kolb, 1995; Goleman, Boyatzis, and McKee, 2002). Because of the discontinuous nature of sustained change, the process is experienced as five discoveries. The first discovery is one's Ideal Self, that is what he/she wants out of life and work- what his/her dreams and aspirations are. This helps each person discover or rediscover his or her passion at work. This energy becomes the driving motivation for making changes in their leadership behavior. After a number of exercises, each person develops a Personal Vision statement describing their Ideal Self.

Following development of the ideal, each participant works toward the second discovery, awareness of his or her Real Self. After receiving feedback from a 360 assessment of emotional intelligence competencies, participants analyze the results with personal coaches. In the context of their Ideal Self, this view of their Real Self allows them to develop a Personal Balance Sheet. The Personal Balance Sheet provides a view of their distinctive strengths, gaps (or weaknesses) close to the tipping point of effectiveness, and those gaps further from the tipping point. With the help of coaches, each person converts their Personal Vision and Balance Sheet into a Learning Plan for their development as a leader-- this is the third discovery in the process. The plan provides a focus for their future efforts. It provokes them to think of how to use their dayto-day and week-to-week experiences as the basis for learning. In this sense, the plan helps each person convert their life and work activities into a learning laboratory. The planning is slightly different from typical methods because each person is encouraged to use their own style in planning (not imposing a one planning method for all), learning style preferences and flexibility, and structure of their life style. The experimentation and practice occurs on the job, as evident in Frank's experience. These constitute the fourth discovery. The fifth discovery in the process is actually a continuous discovery throughout the entire process-- the development of trusting relationships that help and encourage the person at each step in the process. It is here that coaches become so crucial to change. The coaches help a person reflect and develop their dreams and aspirations, look at the way they come across to others, identify strengths and weaknesses and overcome blind spots in their leadership style. The coach helps the person "reality test" their learning plan. This includes finding ways to work on the goals during their typical work and life experiences, anticipating likely obstacles and considering ways to overcome them. During the experimentation and practice, coaches help a person keep track of and reward progress. They can serve as a reminder or a cheerleader.

Creating an Exciting Culture The ultimate goal of the Breakthrough Leadership initiative was cultural transformation. As the executives of Roadway described it, they wanted everyone to "understand both the big picture (i.e., how Roadway will be successful) and their personal role in the big picture (how does their role affect the customers and the financial results). That is referred to as 'line of sight.' Ultimately, each employee must be able to link his/her actions to the financial results of the organization." To extend application of the Breakthrough Leadership Program into changing the culture, Roadway and Weatherhead started a process called Engagement Through Education in the Fundamentals of Business (EEFB). It followed the same self-directed learning model of change described earlier at the organizational level. Using Appreciative Inquiry (Cooperrider and Srivastva, 1990) to convene large group meetings, people were brought together to discover and articulate their organizational "Ideal". They told stories about times when they were at their best and proud to be a part of Roadway, times when they served their customers, and made money. They also examined how the company is doing on numerous dimensions (i.e., looking at the "Real" organization). The meetings were called Summits. Each Summit was organized around a major terminal. They identified a business topic of current importance, such as "Delivering unsurpassed speed and leveraging employee pride and involvement," or "developing a Team Sell approach." They invited people from all of the stakeholder groups involved in this topic. Groups of 200-300 people met for several days. They identified their organizational Strengths and Gaps related to the shared Ideal. At the end of the Summit, they broke into small groups to analyze a better way for Roadway to address the overall theme. They developed a Learning Agenda for the company about an aspect of theme of that Summit. The study groups, or action learning teams, met regularly to analyze the specific issue over several months. To model effective large group management, the last segment of each Summit was spent discussing how well time was used and participants' reactions to the Summits. These were emotional and exciting moments when truck drivers and business managers would talk about how proud they were to be in a company that asked for their views and cared about their approach to the future of the company. As they worked in action learning teams, they practiced new leadership behavior using emotional intelligence, meanwhile experimenting and practicing new organizational norms. They are developing their new culture while solving real problems. They are also forming trusting relationships that are the basis for a new Roadway culture. An example of how the culture changed and new leadership emerged was evident in an incident in which a mechanic and a driver discovered a way to save the company $130,000 per year on one route. Remembering that the company has 379 terminals, each with numerous routes, they expect dramatic savings for this one incident alone. A mechanic, a driver and the terminal manager discussed the problem of delays in getting the drivers on the road. Overweight shipments forced the dock workers to unload some of the freight

to get within required weight limits. This took time and cost the company money as drivers sat waiting, with possible cascade effects on delaying other shipments. Coming from a Summit, the mechanic and the driver felt inspired to take initiative, to think for themselves and figure it out. They started analyzing the situation that evening. Sitting in the mechanic's kitchen, with post-it notes, they mapped out the process and issues. They decided to bring others from the terminal into the discussion and invited them to his home the next evening. After several meetings, his kitchen looked like it had new wallpaper. His wife thought it was annoying but deferred to his enthusiasm and let him continue to use the kitchen as his workroom. They finally realized that the problem was related to the new trucks. But the goods being shipped had similar weights and the various trucks were just about the same weight. Sitting around the kitchen table late one night, staring at the wall of yellow notes, they realized that the new trucks had larger fuel tanks. Their practice of always topping off the tanks was leading to greater weight of the truck and its fuel. That left less weight allowance for the freight. Some calculations about their typical routes revealed that they could make the deliveries by filling the tanks to three quarters and use the remaining weight for freight. The mechanic and driver felt responsible for helping Roadway be as efficient, and therefore profitable, as possible. Their sense of ownership and engagement was a direct result of the EEFB process. Transformation Through Executive Education Roadway feels like a new company in an old business. The results of the Breakthrough Leadership program have been dramatic for the company. The people of Roadway have gotten excited about being leaders. Through working on their emotional intelligence, they have expanded the possibilities for their personal impact. Its effect has been contagious. Inspiration and energy have spread throughout the company. A new culture has emerged, one in which people are motivated and innovative. Their customers are excited about the change as well. The new Roadway is surpassing many of their competitors in revenue and net profit growth through savvy acquisitions, cost savings, and an atmosphere of excitement, especially during a period that has not been kind to the industry.

Abstract Emotional intelligence has been an important for making work place effective to handle . The article shows effectiveness of emotional intelligence in the company. Dealing with the emotional intelligence for the years have been a very difficult for the companies . In this demanding and cut throat competition, professionals have to do multitasking . Different roles and demanding atmosphere of the company and to add in to the pressure of employ . Any emotional based or balanced professional has the ability to cope up with uncertainty and in perfection .In todays world company can play an important role in handling the other people suffering from bad emotional intelligence .To officers is the role model of employees and act as moral boosters .They are empathic towards others and are ready to accept the mistakes of others. Interpretation : Emotional intelligence somehow helps people to handle the pressure provide to them and compete with in the company the people who are able to cope with it Are winners and rest aresuffers from low emotional intelligence . Case 2 : Adults articles on emotional intelligence Abstract Emotional intelligence has been a catch face in the business world since 1995 Dalian gold man publishes its first book on the subject The concept of intelligence is not new even the earlier developers of i.q test understood that there was not intellective component of intelligence that was not been measured with their assessment . And the communications Interpretation :

Organisations around the world are being able to recognise the importance of emotional intelligence e and through innovation hiring practices and training program Are taking the first step towards the creating the most emotionally intelligent work force Case 3 Abstract Emotion makes or play a important role that a leaders experience its impact on the climate and the culture of any other organisation Emotional intelligence is one which has been taken in to the consideration in order to make workers work more effective . Emotional intelligence allows sense the emotional tone of groups, events and communication. It holds enormous power over learning.

INTERPRETATION: emotional intelligence has been positively rerlated to the job performance at all levels but it appears to be especially relevant in jobs that higher degree of social interaction.

The economic times Ei factor ;between good biz and bad biz, January 200423 Abstract EI has played an important role in the company. It was really when company could not realise that the work culture could put more strain on employees and in result effect the emotional intelligence of employees. EI when realised by the company help the company to make proper efforts to eradicate employers from emotional impact. Top managers help their employees to be free from emotional impact. Emotional balanced people are able to cope with the stress due to the help of their seniors.

Abstract: Leadership studies examining Hispanic Americans in the context of their organizational experiences and leadership behaviors are still lacking. Hispanic Americans account for 14.8% of the U.S. population (44.3 million), making them the largest ethnic minority in the country. While Hispanic Americans account for only 13% of the U.S. workforce, this demographic represents 37% of the total increase in U.S. employment. The significance of these statistics underscores the

lack of research undertaken to examine the leadership attributes of Hispanic Americans. To address this disparity, the current study investigates the relationship between emotional intelligence and transformational leadership using a Hispanic American sample. The study additionally examines whether age, gender, educational experience, and years of professional experience were determining factors in overall emotional intelligence scores. A total of 103 individuals from a national Hispanic American business organization participated. Hispanic American emotional intelligence and transformational leadership characteristics are presented. Results demonstrate a statistically significant positive correlation between emotional intelligence and transformational leadership. Results additionally found no statistically significant differences on emotional intelligence by age, gender, educational level, and years of professional experience.

RESEARCH METHODOLOGY RESEARCH DESIGN USED IN THE PROJECT The Research method followed in this project is Descriptive Research. We chose the mentioned research method as the basic objective of the project was to explore whether there is any relationship between emotional intelligence and organisational climate and how it is related to the job satisfaction. RESEARCH TOOLS AND QUESTIONNAIRE Sample size: Random sampling technique was adopted to choose the respondents for the sample. This technique was used keeping in view the scope of the study, which try to cover different departments and cadres of employees in BPO sector. The sample drawn is 600 which is from the whole population. Sample universe :- BPO sector in Delhi and Chandigarh area. Research tools :-The instrument used by us for collecting the information is QUESTIONNAIRE which contained questions covering various aspects related to Emotional Intelligence and Organisational Climate. ACTION PLAN FOR DATA COLLECTION To obtain the data free from errors, we performed every step carefully while collecting and recording information and tried to get complete, comprehensible and consistent data The data for the present research study was collected through two methods: 1. Primary data collection method 2. Secondary data collection method

Primary data collection The primary data are those which are collected afresh and for the first time. These data are obtained by a study specifically designed to fulfill the data needs of the problems at hand. Such data are original in character. Methods of primary data collection: 1. Interview method: Direct personal interview method was used to collect the information from the respondents (employees) by personally visiting and meeting the people from whom data have to be collected. This method was used because the project includes an intensive study of a limited field. Moreover, the data needed for the purpose is more of personal nature which can be collected through directly communicating with the employees in order to increase its reliability. The information thus collected is original, accurate and in depth. The interview was structured as it was characterized by flexibility of approach to questioning .The method of structured interview was chosen so as to have information about the relevant factors. 2. Questionnaire method: In this method, a questionnaire was made consisting of a number of questions to be answered and filled by the respondents (employees) on their own. This method was used in order to enable the respondents to answer the questions as per their convenience and to provide those adequate to give well thought out answers. Thus this further increases accuracy. Methods of secondary data collection: Company Journals, Magazines, Internet, Books and newspapers. . The collection of the secondary data was done through published sources and Unpublished sources of BPO sector The methods of collecting primary and secondary data differ since primary data are to be originally collected, while in case of secondary data the nature of data collection work is merely that of compilation.

REFERENCES I. Elder, Linda. (1996), critical thinking across the disciplines,winter,1996.vol no.2, http://www.criticalthinking.org/pages/cognition-and-affect-critical-thinking-andemotional-intelligence/485 . Cherniss. (2000), Emotional intelligence in the workplace, http://www.articlebase.com/training-articles/emotional-intelligence-in-the-workplace1804073.html. Dr.Wexler,Ammon,Jill.(2002), Emotional Intelligence (EQ) : The true key to success http://www.allaboutprosperity.com/articles/drjill-emotionalintelligence.htm Lawler,E.Edward.etal. (2004), Organisational behaviour performance.volume 11,issue 1,february 1974,pages 139-155 Stock,Byron.(2010), Emotional Intelligence-A http://www.byronstock.com/ei/articles/articleconscious.html conscious and human

II.

III.

IV.

V.

solution,

VI.

Goleman, D. (1995) Mayer, Caruso, and Salovey (1999) , Emotional intelligence meets traditionalstandards for an intelligence. Intelligence, 27, 267-298. http://www.unh.edu/emotional_intelligence/EIAssets/EmotionalIntelligenceProper/EI1 999MayerCarusoSaloveyIntelligence.pdf. Dulewicz ,Victor. Higgs ,Malcolm. (2000) , http://www.emeraldinsight.com/journals.htm?articleid=881427&show=abstract Zeidner ,Moshe .etal.(2004 ), http://onlinelibrary.wiley.com/doi/10.1111/j.14640597.2004.00176.x/abstract Chopra , K, Parvesh. and Kanji, k Gopal. ( 2010), http://www.tandfonline.com/doi/abs/10.1080/14783363.2010.487704.

VII.

VIII.

IX.

X.

Caruso, J. D, Mayer. & P, Salovey. (1999), . Emotional intelligence. New York: Banta,http://www.pv-psg.org/files/what_is_emotional_intelligence.pdf Kumar, Sanjay ,(2007) , Role of Emotional Intelligence in Organizational Learning http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=a9f452cb-feca-4ddb-bb8b7e3d93a4e195%40sessionmgr114&vid=4&hid=126 Schlechter, C ,Klem.( June 2008} . The relationship between leader emotional intelligence and psychological climate http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=a00913be-66b4-4752-99856cd219509a6b%40sessionmgr114&vid=4&hid=126

XI.

XII.

XIII.

Othman, Kadir ,Abdul. (2009), THE INFLUENCE OF WORK MOTIVATION ON EMOTIONAL INTELLIGENCE AND TEAM EFFECTIVENESS:http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=9b2e98a8 -5f06-44da-9445-d635ccc2d09d%40sessionmgr114&vid=2&hid=126 Greg ,Jones. (July 2009). The Value of Incorporating Emotional Intelligence Skills in the Education of Accounting Students: http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=9b6d82bd-5eab-4538-8c9ace05d37850fe%40sessionmgr115&vid=2&hid=126 Nivedita, Srivastava. ( Oct 2010), Emotional Intelligence & Managerial Effectiveness: Role of Rational Emotive Behaviour:http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=dd46499a-a3c74bc5-9994-a6f133f1f026%40sessionmgr115&vid=2&hid=126

XIV.

XV.