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Emotional Intellect And Team Performance Psychology Essay

Claims about the positive affect of emotional intellect (EI) on work team performance are very numerous, both in commercial and medical literature. Within this review, EI was evaluated using the Wong and Legislation Emotional Intelligence Size (WLEIS). Paper reviewed the partnership between emotional intelligence and performance of 15 groups selected from telecom organizations of Islamabad/ Rawalpindi. A single questionnaire was used to gather data from the clubs, each comprising 5-15 people. Simple and multiple regression was put on investigate the connections between emotional cleverness all together and team performance and then between EI's proportions which include 'Self Emotion Appraisal', 'Other Sentiment Appraisal', 'Use of Feeling' and 'Legislation of Sentiment' and groups performance. Results show a good relationship among emotional intelligence and its own measurements and performance of clubs. The constraints which retains for the study includes problem of one-shot research, limited sample size and non generalisability. The study will be good for future experts and organizations.

Keywords: Emotional Brains; appraisal and appearance of emotion; team performance


In recent years, emotions in the workplace, and especially psychological intelligence, have grown to be an amazingly hot topic in general management. This issue of research is "Impact of Emotional Cleverness on teams' performance". Employees go through different thoughts which are most likely to affect the way they react at their workplaces. It's important for the team market leaders as well as associates to understand, act on and deal with the feelings of other members to truly have a healthy environment at place of work and to boost the performance of the team as a whole.

Background of the Study

The concept of emotional intelligence (EI) was initially suggested by Mayer and Salovey (1990) which was then popularized by Goleman in his book "Emotional Intelligence: Why It Can Matter A LOT MORE THAN IQ". Since then, this area has got much attention in neuro-scientific leadership, Human Resource Management and Organizational Habit. Researchers have described EI as a definite psychological skill that may be regularly gauged.

Mayer and Salovey's ideas on EI emerged up from the work of Social Intelligence by Thorndike (1920) and Gardner's (1983) concept of intrapersonal and interpersonal intellect. In 1927, Thorndike categorised Brains into three types: Abstract Intelligence which is related to verbal concepts, Concrete Intelligence which is related to shapes and subject and thirdly Community Intelligence now termed as Emotional Intellect. It demonstrates it isn't a new strategy.

Salovey and Mayer (1990) defined emotional brains as "the subset of social intelligence that involves the ability to keep an eye on one's own and others' emotions and emotions, to discriminate included in this and to use this information to guide one's thinking and actions" (p. 189). Their model includes top features of intellect, adjustability and encouragement.

Mayer and Salovey (1997) explained four skills of EI which include emotional awareness of own as well as others, emotional management of own while others, emotional understanding i. e. recognizes the psychological series and circuit, and emotional facilitation i. e. creating feelings. To evaluate EI, MSCEIT (Mayer, Salovey, and Caruso Emotional Cleverness Test, 2002) was developed based on these four elements.

Goleman (1998) explained that EI play a major role in bettering performance at the job as well as successes in personal life. He said that around 90 % of the performance between high and average individuals at senior leader positions was scheduled to EI features alternatively than cognitive ones (Cichy, Kim and Cha, 2009).

Researchers define clubs miscellaneously. Ayoko and Callan (2009) defined teams as groups made up of autonomous individuals who are wholly identified as team, getting a shared liability and are jointly accountable for the accomplishment of tasks discovered by the organization. Ayoko and Callan argue that the leaders who adopt mental and transformational command behavior probably generate positive team results.

As now, there are numerous musical instruments or ways to measure EI, it's time to progress and increase our knowledge about the relationship between EI and performance (Jordan, Ashkanasy, Hartel, Hooper, 2002). The concentrate of the research is to investigate the relationship among the emotional cleverness of associates on their overall performance as a team.

Significance of the Study

This study will prove to be a source of understanding the advantages of using emotional brains in framework of realizing team performance. This research will end up being an important tool for managers and employees that will consequently awaken the need for psychological training of employees.

Problem Statement

What is the impact of emotional brains on team performance?

Research Objectives

To investigate the partnership between emotional cleverness that is the dependent adjustable and team performance, the independent variable.

To identify the sizes of emotional brains and their magnitude on the performance of clubs.

To gauge the emotional intelligence level of the associates and its overall impact on their team performance.


Importance of teams

With the passage of time focus of organizations is moving from specific job to team based work units. Groups are said to be necessary for organizational effectiveness. To remove maximum performance from team it requires the selection of men and women with suitable and satisfactory skills and knowledge who can understand and focus on team needs These required skills must are the EI skill set because EI makes up about eighty percent of success of an individual (Goleman, 1995).

For a sizable part of work done in the organizations, groups are in charge of undergoing it. Nowadays every employee or employer is an integral part of a team. Apart from teams being dominating in different kind of settings, they may be of hypothetical importance to the scholars. Groups have been examined from many viewpoints i. e. examining the associates working in a team from a mental view, the operations within the team, and the backdrop in which the team is developed. With Ancona's idea of 'boundary management' activities, relations of clubs with the exterior parties have also been studied where activities across the team boundary which include representing the team to outdoors parties, defending the team from outdoor stresses, and obtaining information and providing it to the team (Ancona, 1990).

Importance of EI in workplaces

Before the value of EI was noticed in organizations IQ was said to be sufficient once and for all human performance. Workers were indeed recommended to place away their emotions at their homes before approaching to work. But it is unrealistic to suppose that thoughts can be still left home or set aside when you reach work. Some people may suppose, for a number of reasons, that mental neutrality is an ideal, but it is usually not good for an organization for it can hinder visitors to transfer to management assignments. As, emotional intelligence is crucial to high performance, somebody who knows how to remain motivated under stress, inspire others, manage organic interpersonal relationships, inspire others and build teams who are identified specialists on a product or service are likely to get will get better results (Goleman, 2005)

The significance of thoughts in work settings has been well-known. Psychological cleverness is a multi-dimensional principle that links feelings and cognition to boost human interactions. It has been linked to increased workplace behaviour and specifically team behaviour and team performance. (Jordan, Peter, Lawrence, Sandra, 2009).

Dimensions of Emotional Intelligence

Emotional brains comprises four abilities, Appraisal and Manifestation of Sentiment (own and more), Usage of Thoughts and Emotional Management (own and more) (Wong and Legislations, 2002).

Appraisal and appearance of emotion

The first factor of EI is the capability to properly determine and point out one's own thoughts as well as to be sympathetic, appraise and express thoughts of others. Every individual's capacity varies in specifically discovering, appraising and expressing his own emotions as well as the feelings experienced by others. Some individuals are attentive with their emotions they experience and can express their emotions whereas, a lot of people cannot point out their emotions and emotions or they are unaware of their feelings (Zhou, George, 2003).

There is a positive romance between job performance and team members having high EI because they are highly effective in appraising and regulating their own thoughts which results in an increased level of faith in themselves and also have power over them which lead them to make realistic actions resulting in powerful and less supervisory interference. But where associates have low EI, they can be less effective in appraising and regulating their thoughts, so they need to get assistance from their managers in helping them to raised manage and control their thoughts which lead to teamwork, coordination, creativeness and adaptability (Sy, Tram, O'Hara, 2006).

Use of emotions

The second factor includes the ability of the individual to use emotions to assist the cognitive techniques. Emotions and cognitions are highly interconnected and EI allows people with the ability to use emotions to aid the effective cognitive control of information. Feelings can be used to stress on important things like selecting among rivalling and similar options, raise the versatility of information control, and engage in certain kinds of information control (Mayer, 1986; Salovey & Mayer, 1989-1990). Therefore, individuals fluctuate not only in awareness, appraisal and manifestation of feelings but also in their potential to use thoughts in collaboration with the cognitive processes to improve effective working. For changing in changing situations, emotions play an important role in the effective development of information for the individuals who are on top of EI. On the other hand, people with low EI cannot effectively use their feelings to aid cognitive processes and could find it hard to coordinate among how they feel and what are they doing (Zhou, George, 2003).

Regulation of emotions

The fourth component of EI is about the legislation of thoughts of people. People not only understand the feelings of others but also make an effort to manage these thoughts. A lot of people are much qualified in managing emotional management process for themselves as well as for other, when compared with other people. For instance, if there occurs any breach in quality, it may raise up a negative emotional response when the supervisor tries to determine the reason of the challenge i. e. anger. Though the manager, rather than being obsessed with blaming others and seeking revenge, he should deal with his anger to effectively solve the condition. It really is significantly very important to leaders to control the thoughts of others. Mental reactions give a useful perception of where interest should be centered, whereas unmanaged feelings can impede the effective information control. To avoid this unduly hindrance, EI allows managers never to only use thoughts but also to control them effectively (Zhou, George, 2003).

The management of feelings enables someone to become listed on or unjoin himself from an feeling in confirmed situation depending on its power at that given time. That is clear in the individual's capability to own control on his immediate reactions and postpone his common sense and then to speak them in a measured and careful manner. The suggestion to 'think and then respond', extreme caution to 'count up to 10 before replying' and hearing practice like 'pause, inhale and relax then answer' are efforts for taking care of feelings by conveying your thoughts and feelings in an effective way when conversing. Even small kids are often educated to "count to 10" before getting mad or to "smile for Grandpa". Delaying instantaneous replies clearly shows it is as emotional management ability.

Link of EI with team performance

Various models of team development note that to resolve variations between associates, it's important for teams to develop and progress. Mental intelligence, when associated with group performance, helps in building useful group interactions and assists individuals to cope with and resolve mental issues to aid powerful. In recent research, it was found that team performance is positively and significantly influenced if team can recognize thoughts of teammates. (Stough, Saklofske, Parker, 2009)

Until now, research has paid attention to emotional brains as a person difference, something such as intellectual cleverness and associated with personal ability. The idea of emotional intelligence, however, is wider in scope and program than its intellectual cleverness. Studies show that trained groups comprising members with high emotional cleverness perform as well on methods of team performance as the trained groups consisting of members with low levels of emotional intellect. Many analysts have expected that proper training could be provided to develop the 'emotionally wise team' to build it beyond simply a collection of psychologically clever individuals but which jointly display the positive characteristics of mental brains (Daus and Ashkanasy, 1993).

Though there are extensive claims about the positive impact of EI on job performance, but the studies examining the relationship between EI and specific level performance show that the recognized potential advantages of using EI in the workplace may be absent.

A few studies have analyzed the human relationships between EI and performance at group level. (Quoidbach, Hansenne, 2009). Jordan and Troth (2004) have found a link between EI and performance on a purely cognitive activity at group level, although this marriage did not seem at individual level.

A volume of analysts have hypothesized that job performance is impact by employees' capacity to use emotions to assist in performance, one of the four defining sizes of EI. Employees could make use of both positive as well as negative thoughts to their profit to improve performance. For example, positive feelings, such as enjoyment or excitement, could inspire employees to provide better customer service, complete their work assignments, or contribute to the business. Conversely, negative emotions, such as stress, could help employees' ability to focus on their work tasks. (Sy, Tram, O'Hara, 2006)

Relationship of high EI people with better performance

The employees having high psychological intelligence tend to be more skilled to modify their own as well as manage others' thoughts to promote positive relationships which would lead to raised performance through organizational citizenship patterns. Latest research has disclosed that professionals having high EI show produce positive work attitudes and unselfish habits which resultantly lead to employees' higher satisfaction and performance at job (Sy, Tram, O'Hara, 2006)

The high El specific, most centrally, can better understand emotions, use them in thought, understand their meanings, and manage emotions better than others. Solving emotional problems likely requires less cognitive work for this specific. The person also tends to be somewhat higher in verbal, social, and their brains particularly if the individual obtained higher in the understanding emotions portion of El. The average person tends to be more open up and agreeable than others. The high El person is attracted to occupations involving public interactions such as teaching and counseling way more than to occupations relating clerical or administrative duties. The high El individual, relative to others, is less apt to take part in problem actions and avoids self-destructive, negative manners such as smoking, abnormal drinking, drug abuse, or violent shows with others. The high El person is more likely to have belongings of sentimental connection around the home and to have significantly more positive social connections, particularly if the average person obtained highly on mental management. Such individuals can also be more adept at talking about motivational goals, goals, and missions (Mayer, Salovey, Caruso, 2004).

Weiss and Cropanzano (1996) declare that psychological elements have a lasting impact on team performance though aren't instantly apparent. Pate, Watson and Johnson (1998) have unveiled that decisions made by the whole group are an improved predictor of performance than the decisions made by the best decision-maker in the group. In majority of clubs, the role of management is revolved so it is expected that teams with EI will succeed. (Jordan, Ashkanasy, Hartel, Hooper, 2002)

Due to an increased use of clubs in organizations since earlier several years, it offers led to a successful research books on what makes groups effective. This question has recognized various important aspects. It has been found through studies that team performance is influenced by several factors like communication, team weather, shared mental models, leadership and size. Yet other studies proved a romantic relationship between team performance and specific factors which include skills, knowledge and skills of team members, era and tenure of team member, his openness to variety and equilibrium of his role personal preferences (Pirola-Merlo, Hartel, Mann, Hirst, 2002).

Components of Team Performance

Dependability among associates have an affect on how well teams can rely on one another as well as on the business. It is motivated greatly by the scope of how much information has been shared and level of openness among teams, and among business and team. It also includes regularity of teams in terms of them doing what they state they will do, they continue to be adhere to their commitments to the other person and to the organization.

Information Sharing

The basis of trust among associates is based on effective writing of important info. Teams cannot perform effectively unless they don't have proper information. When the organization keeps the info secret from the team members that may be ideal for them, the associates may lose confidence in the organization. Nor organizations can trust on teams that are secretive and are not open.

Clear Direction

A clear way is needed to point teams to go in the course where the organization wants to visit. It's important to be clear about the perspective and then connect the perspective to the teams. The business, by setting a definite direction, placed the restrictions within which the teams work.


Without having clear goals and an apparent direction, teams will probably become unpredictable. Their activities are inefficient because they are not directed. They continue moving to other thing after starting using one thing. Although they move around in a same general direction but without any accuracy due to absence of clear goals.


The teams that are not involved with decision making of the organization are more likely to deny it, they could consider the path on which these are moving as not of their own, and they may hold themselves less in charge of the results. Groups may engage in disruption to declare their opposition from the route inn that they are moving.

Operational Planning

The organization must create processes to accomplish work once their goals are placed, and overall plan needs to be set up to fit plans of individual units. In the planning process, they have to plan for clubs giving them the quality and structure and flexibility to get benefit from sudden opportunities and package with unpredicted events.


Teams have to talk to each other as well regarding the organization to remain aligned. So, a medium and methods through which marketing communications can flow readily must be built up. Team established organizations need to create effective settings of communication, to recognize the info requirements of most parts of company, and examine degrees of communication and sound level.


The standard of high performing organizations is that they outperform what is already known and down earlier. They are progressive, work with their own fashion, and generate new products and services. Impressive organizations believe in challenging the status quo plus they have the structure that facilitates new projects. Teams in these organizations are less prone to remain on earlier success.

Connecting Values

Where teams have the freedom to act and the resources to be effective, they will usually tend to agree with the organization's organization when an added condition applies: that the organization's work taps a deeply kept value or set of values. This connection to what is most significant or significant to groups and their people creates a sense of objective and an esprit de corps that bonds clubs together and the organization all together.


This study has following variables:

Emotional Cleverness: Independent variable

Team Performance: Dependent variable

Other Emotional Appraisal

Use of Emotion

Regulation of Emotion



Self-Emotional Appraisal

Independent Varying Dependent Variable

The review shows a positive relationship between emotional cleverness and team performance. Predicated on the researches of several researchers like (e. g. Qquoidbach & Hansenne, 2009; Jordan, Ashkanasy, Hrtel & Hooper 2002), the study demonstrates team performance is dependent upon emotional intelligence. The employees having high levels of emotional intelligence will perform better in teams which will add to the efficiency of the groups.


The aim of this study is to verify the relationship between emotional cleverness and team performance. Therefore, hypothesis related to four proportions of emotional intelligence are developed the following:

Hypothesis1: Emotional Brains has a significantly positive romance with team performance.

Hypothesis 2: Do it yourself emotion Appraisal (SOE) has a substantial positive romantic relationship with team performance.

Hypothesis 3: Other Feelings Appraisal (OEA) has a significant positive romantic relationship with team performance.

Hypothesis 4: Using of Feeling (UE) has a substantial positive marriage with team performance.

Hypothesis 5: Rules of Feelings (RE) has a substantial positive relationship with team performance.



The study was relational for exploring relationship among Mental Intelligence (EI), Personal Sentiment Appraisal (SEA), Other Emotion Appraisal (OEA), Using Thoughts (UE) and Legislation of Thoughts (RE). These factors are analyzed.

Purpose of the Study

Hypothesis evaluation was done in order to test the partnership between variables which were emotional intelligence, SEA, OEA, UE, RE and team performance.

Type of Investigation

A causal analysis was conducted to explore the relationship among EI, its proportions and team performance.

Extent of Researcher Interference

The data was collected with minimum interference by the researcher from different organizations.

Study Settings

Data was collected in noncontrived options.

Unit of Analysis

The unit of analysis for this study is teams as the study questions are centered on impact of mental intelligence of groups on the performance.

Time Horizon

The data was obtained just once from different telecom companies therefore the analysis was one-shot research.

Sampling Design

The sample was chosen by using convenience sampling where the data was collected from the employees of telecom companies who have been common to provide it.


The targeted human population because of this research is the telecom sector of Pakistan. The sample performing this research was chosen from the organizations situated in Islamabad/Rawalpindi. Final number of groups among which questionnaires were distributed was 35 teams out of only 29 teams returned again the stuffed questionnaires. Those 15 work clubs made up of 5-15 associates. The respondents employed in a team presently were included. 72% of the participants in teams were male and 28% were feminine.


Primary data was accumulated through questionnaires. The questionnaire contains 32 items (see Appendix). All the items related to emotional intellect as well as team performance were measured on a 7-point likert size (7 = Highly Consent to 1 = Strongly Disagree). The consistency test was put on the questionnaire which showed 0. 934 cron bach alpha.

It consisted of two parts. First part consists of 16 items used to measure the emotional brains of the people of the team. Second part also contains 16 goods that were used to measure the performance of team.


Emotional Intelligence

Emotional Intelligence was evaluated using Wong and Rules Emotional Intelligence Level (WLEIS) (2002). This range contains 16 items. The WLEIS was designed as a short measure of EI for use in organizational research. It consists of 16 items, responded to on a 7-point Likert range and measuring four dimensions: 'Self-Emotion Appraisal', 'Feelings Appraisal of Others', 'Use of Emotion', and 'Legislation of Feeling'. Wong and Legislations (2002) record good internal persistence reliabilities because of their measure. In terms of validity, they present data showing that scores on the WLEIS are related to job performance and job satisfaction.

Team Performance

The performance of team was measured by 16 items, implemented from Senior, B. (1996). This is measured on a 7-point likert level.


Data was accumulated from 15 different teams of telecom organizations from Islamabad/Rawalpindi. The info collected was analyzed using SPSS Version 18. The linear regression was operate on the info. By running dependability analysis to the data, Cronbach's Alpha value was found to be 0. 934 which ultimately shows that our device is 93 % reliable.

The dependability test was applied upon this questionnaire and the results are the following:

Table 1:

Data were collected from fifteen teams from telecom companies of Islamabad/Rawalpindi. First, the dependability of the questionnaire was checked out through Cronbach's Alpha reliability test. Cronbach's Alpha steps how well a set of items measures a single undimensional latent build. The calculated Cronbach's Alpha was 0. 934 for 32 items which is provided in Stand 1. This value demonstrates there was consistency among the items and the questionnaire was reliable.

Table 2:

Table 2 indicates that the mean score of emotional intellect of the employees was 5. 43 which imply that the teams possessed somewhat high level of correlation. A maximum of 7 shows that a few of the respondents experienced very high levels of emotional intelligence and a minimum of 3 demonstrates some of the teams members did not own higher level of emotional brains.

Table 3:

Table 3 suggests that the entire teams were doing well. A maximum of 7 shows that some groups' performance was very good and at the least 2 demonstrates some teams were performing not so well.

Table 4:

Correlation finds the connection between two factors and can determine the degree to which worth of two factors are proportional to one another. (Carver & Nash, 2006). The above table demonstrates the self sentiment appraisal and use of emotion are highly correlated with team performance, whereas other feeling appraisal and rules of feelings were although favorably correlated but having vulnerable romance with team performance.

Table 5:

As in these desk sig. value is less than. 05 so we've a significant linear regression. (F (1) = 71. 715, p < 0. 05)

Table 6:

Regression equation can be made as follows:

TP=1. 915+0. 671EI

With 1% change in unbiased variable, it'll cause dependent variable to change by 67 %. From the above stand and the made formula we can conclude that Emotional Brains is the significantly influencing adjustable. It means that Emotional Cleverness plays a substantial role in the performance of the team.

Table 7:

Model Summary reviews a information that measures 'goodness of fit'. R is calculating the simple relation between independent factors and dependent adjustable. R2 actions the variation of dependent variable by independent variables. It can range between 0 to at least one 1 and shows the level to which the line meets the items. The R Square value shows that 65% of the deviation in the team performance can be described by the difference in the value of emotional intelligence.

Table 8:

The model summary table 11 options "goodness of fit". This stand includes the multiple relationship coefficients R, its rectangular R2, and an altered version of the coefficient. The multiple relationship coefficient, R =. 719, suggests that there was a moderate relationship between dimensions of emotional intelligence and team performance. In terms of variability, noticed team performance accounted for the installed model, this portions to a proportion of R2 =0. 518, or 51. 8 %. It means that there was 51. 8 % of the variance in team performance (centered variable) was described by the dimensions of EI (independent variable). This shows a solid relationship between the two variables (emotional intellect and team performance). The worthiness of durbin Watson value should range from 1. 5-2. 5. Our value of Durbin Watson is 1. 684 this means there is no problem of multicollinearity.

Table 9:

From 'ANOVA' desk, it is evident that Sig (p value) = 0. 000 which is significantly less than 0. 05 so the model fits the data properly. The F-test for the null hypothesis, that the four sizes of Emotional Intellect (EI) does not have positive connection with team's performance, or quite simply, that R2 is zero. Here the null hypothesis is declined (F (4) = 25. 478, p < 0. 05), so that it was concluded that SEA, OEA, UE and RE were favorably related to team performance.

Table 10:

The above given 'coefficients' stand provides regression coefficients, standard errors of the estimations, t-tests and tolerance and VIF principles. The approximated regression coefficients receive under the heading 'Standardized Coefficients B, these give, for every single of the self-employed variables, the predicted change in the based mostly varying when the independent changing is increased by one device based on a condition that all the other factors in the model will remain constant. For instance, here we calculate that team's performance boosts by 17 % with a one product change in team member's self emotion appraisal let's assume that there is no change in the rest of parameters. One unit upsurge in others' feelings appraisal brings a 3. 8% change in the performance of teams. Similarly, one unit increase in the use of feeling of an employee brings a 41% variance in groups' performance. At the end, a unit change in the team member's legislation of emotion will cause team performance to change by 2. 2%. EI sizes with a high t value are definitely more influential as compared to those having lower t value. The usage of emotion is exhibiting the greatest degree of impact on team performance. Tolerance ideals for many IVs are in acceptable range i. e. none of them is getting close to to zero. VIF value is also in suitable range i. e. all beliefs are below 2. The analysts have developed the following regression equation with the help of above coefficient stand.

TP = B0+B1 SEA+B2 OEA+B3 UE+ B4 RE

TP=1. 964 +. 175 SEA +. 038 OEA + 0. 41 UE + 0. 022 RE

(Where, SEA= Personal Feelings Appraisal, OEA= Others Sentiment Appraisal, UE= Using Thoughts, RE= Rules of Emotions).

In this study, it obvious that SEA, OEA, UE, RE and Emotional Brains have an optimistic impact on performance of groups.

Hypothesis1: Emotional Intellect has a significantly positive marriage with team performance. (Accepted)

From the coefficients table, it is apparent that Emotional Brains is positively related with team performance.

Hypothesis 2: Home feeling Appraisal (SOE) has a significant positive romantic relationship with team performance. (Accepted)

The value of beta, i. e. 0. 202 shows that SOE is favorably related to team performance. There is a positive romantic relationship between job performance and associates having high EI because they are highly effective in appraising and regulating their own thoughts which results in an increased level of faith in themselves and have vitality over them which cause them to make realistic actions resulting in high performance and less supervisory interference (Sy, Tram, O'Hara, 2006). .

Hypothesis 3: Other Emotion Appraisal (OEA) has a substantial positive marriage with team performance. (Accepted)

The beta value of OEA, 0. 045 demonstrates it offers positive romance with team performance.

Hypothesis 4: Using of Feelings (UE) has a substantial positive romance with team performance. (Accepted)

It is obvious from the coefficients table that UE is favorably related to team performance. Individuals change not only in awareness, appraisal and manifestation of thoughts but also in their capacity to use emotions in collaboration with the cognitive processes to improve effective functioning of clubs.

Hypothesis 5: Rules of Feeling (RE) has a substantial positive romantic relationship with team performance. (Accepted)

The value of RE in coefficients desk indicates a value of 0. 032 which ultimately shows a positive connection with team performance.


For this review, telecommunication organizations from Islamabad/Rawalpindi region were picked. The results of the study backed all the hypotheses. The team members scored high in SEA, OEA, UE and RE are found to be favorably correlated to high team performance.

The regression result indicates that psychological intelligence experienced positive impact on team performance.

Table 10 is dependant on the regression results indicating that there surely is a positive romantic relationship between emotional intellect and team performance. The mental intelligence has a confident and significant effect on the performance of the groups indicating an employee's emotional cleverness leads a team to perform much better as relevant to its competition in the same field. Likewise, table 11 shows R square of 51% meaning with one product change in 3rd party variables will bring 51% change or upsurge in team performance.


The present study produced some important results having implications for both theory and practice. A particularly interesting finding of the present analysis was that high mental intelligence work teams performed at an increased level than low psychological intelligence clubs. This review has implications for professionals, suggesting that organizations could profit by id of high and low psychological intelligence work groups, so that interventions can be centered on the low mental intelligence clubs where maximum benefits can be came to the realization.

Findings of this study can also be ideal for the researchers to target more on devising new improved upon instruments in future and offer ways to measure emotional brains from different aspects.

Delimitations of the study

This research has been well prepared with some limits which would be tried out to defeat in future research. First of all, the study was only conducted in Islamabad/Rawalpindi, which may not be generalizable to the whole country. Second, self report measure of emotional cleverness (Wong and Law Emotional Intelligence Size, 2002) was used because of this study. Thirdly, only one tool i. e. review questionnaire was used for collecting data. In addition, the survey was one-shot review. Lastly, credited to scarcity of time and resources, this analysis was delimited to only telecom sector.


Since Emotional Cleverness (EI) proves to be always a key contributing factor to successful performance, organizations and managersly do something to become more emotionally smart to experiment with their role in developing a more psychologically urbanized workforce. This is done through presenting emotional learning programs in the business on regular basis. This EI training will be beneficial to individual employees and professionals too.

Through such kind of training programs, individual may be able to identify the talents and opportunities for personal growth and development. At the same time s/he may be able to identify the loopholes hindering to superior performance. This, because of this, may enable specific to identify new avenues for further improvement. Aside from this, an employee may be able to package with difficult situations and manage associations more effectively. In the same way, by acquiring EI skill set, manager might be able to communicate to his/her employees in an improved way. Furthermore, if the administrator organizes EI training programs for his employees it may help him to recognize areas for employee improvement, track superstar performers and improve output.


This research is merely a foundation for a more substantial program to study the role of mental brains in team performance. The impact of team's inside structure like mental intelligence of head and similarities/dissimilarities of the teams were not analyzed. It is suggested these aspects may be looked at for future research. It is not possible to find out from the emotional intelligence alone whether the team's high performance is attributable to only this factor, or some other factors like the training they received, or the team users' increased familiarity gained over length of time of process in the team. In future, these factors impacting the team's performance may also be explored. Future study is also needed to examine and compare the performance of clubs before and after providing working out on emotional intelligence so a clear impact may be found. Studies on the consequences of the emotional intellect of team market leaders may also be of interest for future research.

Future research could also check out the magnitude of romantic relationship between EI and team performance may differ depending on other factors like individuals' attitude, gender, and other moderating parameters. It may also try to replicate this study by involving greater populations for generalization. Future studies could also include other equipment/tools such as interviews and observations bed sheets which might offer deep perception into EI and performance of clubs.


The need for thoughts in work configurations has been recognized since 1990s. Psychological brains has various sizes that link sentiment and cognition to improve human interactions. It's been associated with many improved workplace behavior and specifically team action and team performance. (Jordan, Peter, Lawrence, Sandra, 2009).

Emotional intelligence takes on an important role in enhancing team performance. Sometimes, employees are engaged in positive as well as negative thoughts, it's important to allow them to perceive, evaluate their own emotions as well by others, use them in a powerful way, and regulate them in such a way that it offers them maximum benefit instead of harm. Emotional reactions give a useful perception of where interest may be centered, whereas unmanaged emotions can hinder the effective information processing.

Regression research was done on the analysis to discover the partnership between emotional intellect, SEA, OEA, UE and RE and team performance. A positively strong romance was found between all the variables.

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