Emotional intelligence and participation in decision-making: strategies for promoting organizational learning and change

Brenda Scott-Ladd*, Christopher C.A. Chan

*Corresponding author for this work

    Research output: Contribution to journalArticlepeer-review

    81 Citations (Scopus)

    Abstract

    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.

    Original languageEnglish
    Pages (from-to)95-105
    Number of pages11
    JournalStrategic Change
    Volume13
    Issue number2
    DOIs
    Publication statusPublished - 1 Mar 2004

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