TITLE

The effect of Emotional Intelligence on organizational virtuousness in corporate culture of Pakistan

DEFINING MAIN CONCEPTS OF THE TITLE

EMOTIONAL INTELLIGENCE Emotional Intelligence is the capacity to effectively perceive, express, understand and manage emotions in a professional and effective manner at work. Emotional intelligence encompasses such characteristics as being able to motivate oneself and persist in the face of frustrations, to control impulse and delay gratification, to regulate ones moods and keep distress from swamping the ability to think, to empathize and to hope.
Source: The Power Of Character Edited By Michael S. Josephson, Wes Hanson

ORGANIZATIONAL VIRTUOUSNESS
Organizational virtuousness is the impact of the enablers in the organizations that foster and perpetuate virtuousness. Key attributes associated with organizational virtuousness include human impact, moral goodness and social betterment. Inherently, no organization is virtuous or non virtuousness. Organizational virtuousness can be manifested through:Individuals activities Collective actions Characteristics of organizational culture Processes of the organization Virtuous organizations actively take part in Corporate Social Responsibility and they do not relate virtuousness with benefits.
Source: Positive organizational scholarship; foundations of a new discipline Edited By Kim S. Cameron, Jane E. Dutton and Robert E. Quinn

CORPORATE CULTURE
Corporate culture describes and governs the ways a company's owners and employees think, feel and act. Culture may be based on beliefs spelled out in the mission statement or it could be a part of a corporate symbol. However, whatever shape it takes, corporate culture plays a big role in determining how well the business will do. Corporate culture is usually very complex and can have significant impact on various organizational operations. For organizations like Google, Southwest Airlines and Johnsons & Johnsons, a strong positive culture is a true asset.
Source: Corporate Culture: The Ultimate Strategic Asset By Eric Flamholtz, Yvonne Randle

INTRODUCTION AND SIGNIFICANCE

Adele B. Lynn said:Emotion is present in the workplace. Everyday. Everywhere. Emotion is energy. Learning to harness this energy and use it to impact the reasoning side of the business in a positive way is one of the great untapped resources yet to be conquered!

A NEW WAY OF BEING SMART

Organizations are supposed to take more care of not only how smart they are or how much skilled they are but how well they can handle themselves and each other. EI is actually a new and different way of being smart. EI is not merely being nice, rather its avoiding the blunt reactions to the uncomfortable situations.

INTRODUCTION AND SIGNIFICANCE

Emotional intelligence (EI) has been embraced by the positive movement, appearing in major scholarly collections on positivity. EIs positiveness includes enhanced self-esteem, well-being, flow, optimism, and community values. EI enthusiasts claim much for its beneficial effects, including a happier, more rewarding life and a tolerant, egalitarian society (society that believes in equality). In the workplace, it has been described as a basic competency for most jobs and as a capacity that outflanks IQ in predicting outstanding performance.

INTRODUCTION AND SIGNIFICANCE

It is presented as especially crucial for leadership. Leaders possessing high EI are said to be especially charismatic, skillful at injecting positive feelings such as excitement, enthusiasm and optimism into work projects as well as instilling trust through high-quality interpersonal relations. HRM consultants have been strongly attracted to EI, many of them have appreciated its benefit in elevating self-esteem at work. Top-level leaders especially are likely to be more benefited if they are immune to detecting subtle emotional nuances in others, because they would be able to focus on the mission and would not be detailed by negative emotions.

INTRODUCTION AND SIGNIFICANCE

There has been no direct research done on establishing a relationship between Emotional Intelligence and organizational virtuousness but there exists a lot of evidence that supports it. Thats why it seems logical to conduct research on it. We are taking Multinationals operating in Pakistans corporate sector for our research as they are hoped to mimic the western concept of Emotional intelligence in our environment. Particularly, we are focusing on the multinationals of Telecommunication Industry because it is the most booming sector of Pakistan. For conducting research we are taking the five big companies of telecom sector namely Mobilink GSM, Ltd., Ericsson Pakistan, Telenor Pakistan, Warid Telecom and Ufone GSM.

THE PROBLEM STATEMENT

The purpose of our study is to find the effect of Emotional Intelligence on the organizational virtuousness to assess the effect of moderating variables that include Training, Management support, Organizational Culture, Inter team bonding, Managers own personality traits, Leadership and Cultural intelligence. We will also attempt to find the affect of characteristics of corporate culture of Pakistan that shape the Emotional Intelligence in employees.

RESEARCH QUESTIONS
What are the characteristics of corporate culture of Pakistan that help to induce emotional intelligence in employees? What kind of relationship exist between emotional intelligence and organizational virtuousness? The extent to which emotional intelligence effect the organizational virtuousness? What are the effects of different factors like trainings, management support, organizational culture, inter team bonding, managers own personality traits and leadership style on strengthening the relationship between emotional intelligence and organizational virtuousness.

RESEARCH OBJECTIVES
To find the effect of characteristics of corporate culture of Pakistan in shaping the emotional intelligence in employees. To find the extent to which emotional intelligence affect organizational virtuousness in corporate culture of Pakistan. To find out the nature of relationship between emotional intelligence and organizational virtuousness.

To find out how employees perceive about the effect of emotional intelligence on organizational virtuousness in corporate culture of Pakistan mainly multinationals. To measure the moderating effect of trainings on emotional intelligence, management support, organizational culture, inter team bonding, managers own personality traits and leadership style.

To conclude about the acceptability of effect of emotional intelligence on organizational virtuousness in Pakistans corporate culture.

Corporate Culture

Emotional Intelligence

Organizational virtuousness

DEVELOPING LINKAGES BETWEEN CORPORATE CULTURE AND EMOTIONAL INTELLIGENCE

Corporate Culture
Corporate culture consist of some Subcultural determinants Broader cultural determinants of emotional display, which complicate desirable or good patterns of emotional expression. Both explicit and implicit emotion display rules have been stated to regulate front- and backstage interpersonal encounters in different work settings. The amalgamation of both these form the corporate culture. (Abu-Lughod & Lutz, 1990; Ashforth & Humphrey, 1995; Bolton, 2003; Fineman, 1995; Hochschild, 1979; Morris & Dachler, 2000).

Corporate Culture
BROADER CULTURE Broader culture covers the overall culture of any society or region formed over a period of time. For Example:

AMERICAN CULTURE:
Americas have a market mentality that favors feeling good about oneself and showing as much. Positive self-promotion, expressive optimism, and being noticed are written into the cultural script (Bellah, Madsen, Swidler, & Tipton, 1991; Peterson, 2000).

Corporate Culture
BRITISH CULTURE: British individualism has traditionally been more guarded but now has been forged in part from the manners of rural gentry and yeomen and in part from Victorian stoicism and the value placed on understatement and emotional selfcontrol. (Block, 2002). RUSSIANS CULTURE: Traditionally, Russians have been characterized as having a rugged, pessimistic outlook, borne from decades of disruption, hardship, and tragedy. But now Russians are moving from traditional culture to a American-style customer service culture with a mixture of resistance. (OConner, 2000; Smith, 1990).

Corporate Culture
CHINESE CULTURE: Chinese society seem to be influenced by Confucianism teaches of emotional restraint and subtleness. Expressed hope and energizing emotion in the West, are not welcomed by Chinese culture. All emotional displays and aspirations are within the well defined bounds of family and social networks. (Averill, 1996). ASIAN CULTURE: Traditionally Asian culture is reserved one but recently Asian countries have begun to mimic of American positiveness in their commercial affairs, as U.S. companies trade within their countries.

Corporate Culture
SUB-CULTURES Sub-Cultural determinants are basically shaped by occupational and industrial differences. For example, the seriousness required of participants in a court of law and the gravity of the police officer on duty. Particular emotional performances define and reinforce differences in power, status, and gender and shape the way commercial and professional relationships are sustained.

(Harris, 2002; Phillips, 1996; Sharma & Black, 2001; Shuler & Sypher, 2000; Taylor & Tyler, 2000; Wellington & Bryson, 2001; Williams, 2003).

CHARACTERISTICS OF CORPORATE CULTURE OF PAKISTAN THAT SHAPE EMOTIONAL INTELLEGENCE IN EMPLOYEES Some characteristics of corporate culture will second our assumptions about EI and corporate culture and some will contradict them. We assume to assess the effect of these characteristics over the generation of EI in employees.

 Emergence of collectivist culture: Collectivist culture is the one where belonging to a group is considered more important rather than individual performance. Group level efforts and bonding are more valued. Power distance: It can be defined as the degree of tolerance in accepting the inequality in the distribution of power in institutions and organizations in the areas of prestige, influence, wealth, and status within a society. Respect for People: It is the spirit of the culture to respect and esteem relationships with stakeholders.

 Masculine culture: Masculine cultures is the one where the gender roles are clearly distinct like men should be tough, strong and women should be tender and modest as opponent to feminine culture where gender roles are overlap where both women and men are supposed to be modest and tender. In masculine culture, money, status and success are seen more important than other values as opposed to feminine culture where dominant values are quality of life and caring for others. Focus on inter personal relationships: A culture that promotes maintenance of positive social relations, strong connections and affiliations.

DEVELOPING LINKAGES BETWEEN EMOTIONAL INTELLIGENCE AND ORGANZIATIONAL VIRTUOUSNESS

LINK BETWEEN EMOTIONAL INTELLIGENCE AND ORGANIZATIONAL VIRTUOUSNESS

We here assume that there is a positive relationship between emotional intelligence and organizational virtuousness. Following supporting arguments are found in favor of our assumption from the literature review.

Value in action VIA classification includes twenty four character strengths organized in terms of six core virtues: wisdom and knowledge, courage, love, justice, temperance and transcendence. The virtue love: interpersonal strengths that involve tending and befriending others includes social intelligence. Social intelligence is a broader term that encompass the emotional intelligence and many scholars take social intelligence and emotional intelligence as synonyms. Source: Positive organizational Scholarship by Kim S. Cameron, Jane E. Dutton and Robert E. Quinn, Editors

LINK BETWEEN EMOTIONAL INTELLIGENCE AND ORGANIZATIONAL VIRTUOUSNESS

There is an old fashioned word used for emotional intelligence is character. Amitai Etzioni, social theorist at George Washington University defines character as: the physiological muscle that moral conduct require The basis of character is self discipline and virtuous life. A related key stone of character is the ability to motivate and guide oneself and ability to delay gratification, to control and channels one urges. These abilities open the way to empathy, real listening, taking other persons perspective and these in turn lead the organization to virtuousness. Source: Power of Character by Micheal S. Josephson and Wes Hanson

The concept of character strengths help us to improve organizational performance and create positivity in the organization. This creation of positivity in an organization is hence, organizational virtuousness. Emotional intelligence is a character strength that in turn leads to organizational virtuousness. Source: The Oxford Handbook of Positive Organizational Scholarship By Kim S. Cameron, Gretchen M. Spreitzer Virtuousness is gained from both personal and social good. As emotional intelligence involves both using emotions for personal goodness and understanding others emotions for creating positive social environment, thus it can be linked to creation of organizational virtuousness. Source: Positive organizational scholarship; foundations of a new discipline Edited By Kim S. Cameron, Jane E. Dutton and Robert E. Quinn 2003 Emotional intelligence is linked to the improved and effective workplace performance and spirituality. Workplace virtuousness is found to be linked with workplace performance. Thus a relationship can be established between emotional intelligence and organizational virtuousness. Source: Len Tischler, Jerry Biberman, Robert McKeage, (2002) "Linking emotional intelligence, spirituality and workplace performance: Definitions, models and ideas for research", Journal of Managerial Psychology