TY - JOUR
T1 - Emotional intelligence and participation in decision-making
T2 - strategies for promoting organizational learning and change
AU - Scott-Ladd, Brenda
AU - Chan, Christopher C.A.
N1 - Publisher Copyright:
Copyright © 2004 John Wiley & Sons, Ltd.
PY - 2004/3/1
Y1 - 2004/3/1
N2 - This paper argues that organizational learning is more effective if enacted by emotionally intelligent employees within clear operating boundaries such as those offered by participation in decision-making. Organizational learning, based on Senge's (1992) conceptualization of the five elements of personal mastery, mental models, shared vision, team learning and systems thinking, aims to facilitate an organization's ability to learn and adapt to change. Emotional intelligence is claimed to promote emotional knowledge, perception and regulation as well as general intelligence (Mayer and Salovey, 1997). However, this has to be harnessed to contribute to the organization's success. This paper synthesizes a model of how emotional intelligence, organizational learning and participation in decision-making can be operationalized to improve an organization's capacity to manage change and improve performance outcomes.
AB - This paper argues that organizational learning is more effective if enacted by emotionally intelligent employees within clear operating boundaries such as those offered by participation in decision-making. Organizational learning, based on Senge's (1992) conceptualization of the five elements of personal mastery, mental models, shared vision, team learning and systems thinking, aims to facilitate an organization's ability to learn and adapt to change. Emotional intelligence is claimed to promote emotional knowledge, perception and regulation as well as general intelligence (Mayer and Salovey, 1997). However, this has to be harnessed to contribute to the organization's success. This paper synthesizes a model of how emotional intelligence, organizational learning and participation in decision-making can be operationalized to improve an organization's capacity to manage change and improve performance outcomes.
UR - http://www.scopus.com/inward/record.url?scp=34447105086&partnerID=8YFLogxK
U2 - 10.1002/jsc.668
DO - 10.1002/jsc.668
M3 - Article
SN - 1086-1718
VL - 13
SP - 95
EP - 105
JO - Strategic Change
JF - Strategic Change
IS - 2
ER -