Emotional Intelligence and Organizationa. docx
Emotional Intelligence and
Organizational Citizenship
Behavior among College
Teachers
PROFESSOR DANIEL HASIDIM
The origin of emotional intelligence can be traced from th
e pioneer work of Salovey and Mayer in 1990. According t
o them emotional intelligence is a form of social intelligen
ce that involves the ability to monitor one's own and other
feelings and emotions, to discriminate among them, and t
o use this information to guide one's thinking and action.
It was the Goleman (1995) who popularized and brought t
he concept of EQ into limelight. Goleman (1998) defined e
motional intelligence as the capacity for recognizing our o
wn feelings and those of others, for motivating ourselves
and for managing emotions well in ourselves, and in our r
elationships. According to him emotion intelligence consis
t of five general components, self awareness self regulatio
n motivation, empathy, and social skills.
Emotion intelligence motivates employees to pursue their
unique potential and purpose and activate inner most val
ues and aspirations, transformations, transforming them f
rom things they think about to what they do. Emotional in
telligence enables a person to learn, to acknowledge and
understand feelings in ourselves.
Organizational citizenship behavior has emerged an impo
rtant variable in the organizationalresearch. It has broug
ht a revolution in the organization. This concept is brough
t to limelight by Organ ( 1988). He identified five dimensi
on of organization citizen behavior which play important r
ole in the organizational functioning. Organizational citize
nship behavior is not part of employees' formal job requir
ement but it is that which promote the effective functioni
ng of organization (Appelbaum et al., 2004). Allen et al. (2
000) have presented a very comprehensive picture of org
anizational citizenship behavior according to them organi
zational citizenship behavior refers to the cooperative and
constructive gestures that are neither mandated by forma
l job role prescriptions nor directly or contra ctually comp
ensated for by the formal organizationalreward system. O
rganizational citizenship behavior is a behavior by an emp
loyee intended to help coworkers or the organizations. It
consists of those voluntary things employees do to help th
eir coworkers and employers.
Various important studies have been carried out to study
organizational citizenship behaviorwith that of organizati
onal variables. It is being correlated with the dimension o
f emotional intelligence. It is found that emotional intellig
ence helps the individuals to perform better organizationa
l citizenship behavior in the organization. Finding by Dule
wicz and Higgs (2003) reveals the importance of emotion
al intelligence in facilitating high employee performance
and organizational citizenship behaviors (Jain and Sinha,
2003; Sitter, 2005). What intrinsically motivates an indivi
dual employee to utilize discretionary effort independent
of any explicit recognition by the organization's formal re
ward system? Shapiro et al. (2004) found that highly cons
cientious individuals are generally more likely to engage i
n citizenship behaviors. Employees who are outgoing and
generally have a positive outlook are often more inclined
to exhibit citizenship in the workplace. Likewise, individu
als who are often empathie and altruistic are also more in
clined to initiate citizenship behaviors at work (Kumar, 20
11 ). Jha and Kumar (2012) conducted a study on emotion
al intelligence and organizational citizenship behavior am
ong school teachers. The finding of the study reveals that
most of the dimensions of emotional intelligence were pos
itively correlated with different dimension of organization
al citizenship behavior. However, negative correlations we
re also obtained between some of the dimensions namely
civic virtue and social awareness. Findings indicated that
social awareness and social skill of emotional intelligence
hindered the developing civic virtue type of organizationa
l citizenship behavior. Organ and Konovsky (1989) catego
ries organizational citizenship behavior into two types na
mely Altruism and Compliance. Altruism is behavior that
helps other people. Helping others and making suggestio
ns would be the example of altruism. Compliance is doing
is what is required on the job without having to be closely
monitored and reminded. Being punctual and wasting tim
e at work place are the examples of compliance.
McNeely and Meglino (1994) divided organizational citize
nship behavior into actions that benefit individual versus
actions that benefit organizations. Both types of organizat
ional citizenship behavior correlated significantly with job
satisfaction at about the same level (r = 0.26 for individua
l benefit and r =0.25 for organizational benefit). Further
more, they found that each organizational citizenship beh
avior had different antecedents. Individual benefit was sig
nificantly correlated with concerned with others and emp
athy, whereas organizational benefit was significantly corr
elated with perception of equity at work and desire for re
cognition.
Objectives of the study
* Explore the relationship between emotional intelligence
and organizational citizenship behavior.
* Find out the significant effect of emotional intelligence o
n organizational citizenship behavior.
Hypotheses of the study
HI: There would be positive and significant relationship b
etween emotional intelligence and oiganizational citizens
hip behavior.
H2:Emotional intelligence exhibits a significant effect of o
rganizational citizenship behavior.
Method
Participants
The study was conducted on 110 college teachers from di
fferent affiliated college of Jamshedpur. The respondents
were male and working as assistant professor. Their age r
ange was between 35-45 years and working in urban area
. Purposive sampling technique was used for the sample s
election.
Instruments
Emotional intelligence scale developed and standardized
by Hyde et al. (2002) was administered. This scale is cons
ists of 34 items with ten dimensions. The dimensions of e
motional intelligence are self awareness, empathy, self m
otivation, emotional stability, managing relations, integrit
y, self development, value orientation, commitment, and a
ltruistic behavior. The split half reliability coefficient of th
e scale was found to be 0.88 and validity was established.
Organizational citizenship behavior scale developed by Po
dsakoff et al. (1990) was administered. This scale is consi
sts of 24 items. Scale has five dimensions namely Altruis
m, courtesy, civic virtue, conscientiousness, sportsmanshi
p, OCB. The reliability and validity of this scale is well est
ablished.
Analysis of the Data
The data collected was analyzed by using SPSS version 1
7.0. The result of the study was analyzed on the basis of d
ifferent correlation values and also by using regression an
alysis method.
Result and Discussion
Table 1 presents the correlation between emotional intelli
gence and organizational citizenship behavior. It clearly s
hows that emotional intelligence and oiganizational citize
nship behaviorpositively and significantly correlated with
each other. Thus the first hypothesis "There would be posi
tive and significant relationship between emotional intelli
gence and organizationalcitizenship behavior" is confirme
d. It shows that higher the emotional intelligence higher
would be the organizational citizenship behavior. This find
ing supports the findings by Jha and Kumar (2012). There
are evidences that emotional intelligence and organizatio
nal citizenship behaviorare positively correlated with othe
r. Emotional intelligence facilitates the oiganizational citiz
enship behavior (Jain & Sinha, 2003). Similar finding was
confirmed by Modassir and Singh (2008).
In this study a regression analysis was applied to find out
the effect of independent variable on dependent variable.
Taking emotional intelligence as independent variable an
d organizationalcitizenship behavior as dependent variabl
e, the result of the regression shows that organizationalci
tizenship behavior can be predicted from emotional intelli
gence as R2= .403, F value 82.30 and Beta Value .610. Fi
ndings indicate that 40 percent of variance in the depend
ent variable could be predicted by the independent variab
le. Hence, the second hypothesis H2: Emotional intelligen
ce exhibits a significant effect of organizational citizenshi
p behavior is not to be rejected. Similar finding was confir
med by Modassir and Singh (2008) that emotional intellig
ence has facilitating role in developing good oiganizationa
l citizenship behavior among the employees who is workin
g in different organizations. It was also found that emotio
nal intelligence helps the individuals to perform better oi
ganizational citizenship behavior in the organization. Find
ing by Dulewicz and Higgs (2003) reveals the importance
of emotional intelligence in facilitating high employee per
formance and oiganizational citizenship behaviors (Jain a
nd Sinha, 2003; Sitter, 2005). Studies also indicate that e
motionally intelligent employees develop more emotional
attachment to their organizations and more committed to
their job (Carmeli, 2003). Some findings also highlight tha
t employees higher emotional intelligence are tend to be
more effective employees as compare to those with lower
emotional intelligence ( Rathi & Rastogi, 2008).
Conclusion
The present study explores the relationship between emot
ional intelligence and oiganizational citizenship behavior.
It is found that both the variables are positively and signi
ficantly correlated with each other and it is also explored
that emotional intelligence has an impact on organization
al citizenship behavior. Besides, the study shows the impo
rtance of emotional intelligence for individual and organiz
ational outcome. It is suggested that oiganization should f
ocused on findings the level of emotional intelligence and
organizational citizenship behavior on their prospective e
mployees'. Organization should conduct development of t
raining programs for the enhancement of emotional intelli
gence among the employees.
[Reference]
References
Allen, T., Barnard, S., Rush, M, & Russell, J. (2000). Ratin
gs of organizational citizenship behavior Does the source
make a difference? Human Resource Management Review
, 70(11),97-114.
Appelbaum, S., Bartolomucci, N., Beaumier, E., Boulanger
, J., Corrigan, R., Dore, I., Girard, C, & Serroni, C. (2004).
Organizational citizenship behavior: A case study ofcultur
e, leadership and trust. Management Decision, 42(1), 1340.
Carmeli, A. (2003). Tlie relationship between Emotional I
ntelligence and work attitudes,Behaviour and outcomes:
An Examination Among Senior Manegers.
Dulewicz & Higgs, Dulewicz, V., & Higgs, M.M. (2003). Le
adership at top: The need for emotional intelligence in or
ganizations. International Journal of Organizational Analy
sis, 77(3), 193-210.
Goleman, D. (1995). Emotional intelligence. Bantam: New
York.
Go lemán, D. (1998). Working with emotional intelligence.
Bantam: New York.
Hyde, A., Pethe, S., & Dhar, U.(2002). Emotional Intellige
nce Scale. Vedant Publications, Lucknow.
Jain, A., & Sinha, A. (2003). Organizational citizenship be
havior versus emotional intelligence: A study of the relati
ve relevance for organizations. Paper presented at the 13
* National Conference of the National Academy of Psychol
ogy, entre of Advanced study of Psychology, Department o
f Psychology, Vanivihar, Utkal University.
Jha, R., & Kumar, D. (2012). Relationship between emotio
nal intelligence and organizationalcitizenship behavior. B
ehavioral Research Review, 4(1), 205-208.
Kumar, D. (2011). Does job stress affect organizational cit
izenship behavior. Behavioral Research Review, 3(2), 109114.
Kumar, D. (2012). Antecedents of organizational citizenshi
p behavior. Behavioral Research Review. Special issue, 62
-70.
McNeely, B.L., & Meglino, B.M. (1994). The role of dispos
itional and situational antecedents in pro social organizati
onal behavior An examination of the intended beneficiarie
s ofpro social behavior. Journal of Applied Psychology, 79,
836-844.
Modassir, A., & Singh, T. (2008). Relationship of emotiona
l intelligence with Transformational leadership and organ
izational citizenship behavior. International JournalofLead
ership Studies, 4(1 ), 3-21.
Organ, D.W., & Konovsky, M.(1989). Cognitive versus affe
ctive determines of organizationalcitizenship behavior. Jo
urnal of Applied Psychology, 74,157-164.
Podsakoff, P., & Mackenzie, S., Moorman, R., & Fetter, R.
(1990). Transformational leader behaviors and their effec
ts on followers' trust in leader, satisfaction and organizati
onalcitizenship behavior. Leadership quarterly, 7(2), 107114
Rathi, N., & Rastogi, R. (2008). Effect of Intelligence on O
ccupational Self-Efficacy,' The ICFAI Journal ofOrganisatio
nal Behaviour, 8(2), 46-56.
Salovey, R, & Mayer, J. (1990). Emotional intelligence ima
gination. Cognition, and Personality. 9(3), 185-211.
Shapiro, C.J., Kesser, L, & Purcell, J. (2004). Exploring org
anizationally directed citizenship behavior reciprocity or '
it's my job'? Journal of Management Studies, 47(1), 85106.
Sitter, VU. (2005). The effects of a leader's emotional intel
ligence on employees' trust in their leader and employee
organizational citizenship behaviors. Dissertation Abstrac
t International. ,4 The Humanities and Social Sciences, 65
(9), 34-67.
Organizational Citizenship
Behavior among College
Teachers
PROFESSOR DANIEL HASIDIM
The origin of emotional intelligence can be traced from th
e pioneer work of Salovey and Mayer in 1990. According t
o them emotional intelligence is a form of social intelligen
ce that involves the ability to monitor one's own and other
feelings and emotions, to discriminate among them, and t
o use this information to guide one's thinking and action.
It was the Goleman (1995) who popularized and brought t
he concept of EQ into limelight. Goleman (1998) defined e
motional intelligence as the capacity for recognizing our o
wn feelings and those of others, for motivating ourselves
and for managing emotions well in ourselves, and in our r
elationships. According to him emotion intelligence consis
t of five general components, self awareness self regulatio
n motivation, empathy, and social skills.
Emotion intelligence motivates employees to pursue their
unique potential and purpose and activate inner most val
ues and aspirations, transformations, transforming them f
rom things they think about to what they do. Emotional in
telligence enables a person to learn, to acknowledge and
understand feelings in ourselves.
Organizational citizenship behavior has emerged an impo
rtant variable in the organizationalresearch. It has broug
ht a revolution in the organization. This concept is brough
t to limelight by Organ ( 1988). He identified five dimensi
on of organization citizen behavior which play important r
ole in the organizational functioning. Organizational citize
nship behavior is not part of employees' formal job requir
ement but it is that which promote the effective functioni
ng of organization (Appelbaum et al., 2004). Allen et al. (2
000) have presented a very comprehensive picture of org
anizational citizenship behavior according to them organi
zational citizenship behavior refers to the cooperative and
constructive gestures that are neither mandated by forma
l job role prescriptions nor directly or contra ctually comp
ensated for by the formal organizationalreward system. O
rganizational citizenship behavior is a behavior by an emp
loyee intended to help coworkers or the organizations. It
consists of those voluntary things employees do to help th
eir coworkers and employers.
Various important studies have been carried out to study
organizational citizenship behaviorwith that of organizati
onal variables. It is being correlated with the dimension o
f emotional intelligence. It is found that emotional intellig
ence helps the individuals to perform better organizationa
l citizenship behavior in the organization. Finding by Dule
wicz and Higgs (2003) reveals the importance of emotion
al intelligence in facilitating high employee performance
and organizational citizenship behaviors (Jain and Sinha,
2003; Sitter, 2005). What intrinsically motivates an indivi
dual employee to utilize discretionary effort independent
of any explicit recognition by the organization's formal re
ward system? Shapiro et al. (2004) found that highly cons
cientious individuals are generally more likely to engage i
n citizenship behaviors. Employees who are outgoing and
generally have a positive outlook are often more inclined
to exhibit citizenship in the workplace. Likewise, individu
als who are often empathie and altruistic are also more in
clined to initiate citizenship behaviors at work (Kumar, 20
11 ). Jha and Kumar (2012) conducted a study on emotion
al intelligence and organizational citizenship behavior am
ong school teachers. The finding of the study reveals that
most of the dimensions of emotional intelligence were pos
itively correlated with different dimension of organization
al citizenship behavior. However, negative correlations we
re also obtained between some of the dimensions namely
civic virtue and social awareness. Findings indicated that
social awareness and social skill of emotional intelligence
hindered the developing civic virtue type of organizationa
l citizenship behavior. Organ and Konovsky (1989) catego
ries organizational citizenship behavior into two types na
mely Altruism and Compliance. Altruism is behavior that
helps other people. Helping others and making suggestio
ns would be the example of altruism. Compliance is doing
is what is required on the job without having to be closely
monitored and reminded. Being punctual and wasting tim
e at work place are the examples of compliance.
McNeely and Meglino (1994) divided organizational citize
nship behavior into actions that benefit individual versus
actions that benefit organizations. Both types of organizat
ional citizenship behavior correlated significantly with job
satisfaction at about the same level (r = 0.26 for individua
l benefit and r =0.25 for organizational benefit). Further
more, they found that each organizational citizenship beh
avior had different antecedents. Individual benefit was sig
nificantly correlated with concerned with others and emp
athy, whereas organizational benefit was significantly corr
elated with perception of equity at work and desire for re
cognition.
Objectives of the study
* Explore the relationship between emotional intelligence
and organizational citizenship behavior.
* Find out the significant effect of emotional intelligence o
n organizational citizenship behavior.
Hypotheses of the study
HI: There would be positive and significant relationship b
etween emotional intelligence and oiganizational citizens
hip behavior.
H2:Emotional intelligence exhibits a significant effect of o
rganizational citizenship behavior.
Method
Participants
The study was conducted on 110 college teachers from di
fferent affiliated college of Jamshedpur. The respondents
were male and working as assistant professor. Their age r
ange was between 35-45 years and working in urban area
. Purposive sampling technique was used for the sample s
election.
Instruments
Emotional intelligence scale developed and standardized
by Hyde et al. (2002) was administered. This scale is cons
ists of 34 items with ten dimensions. The dimensions of e
motional intelligence are self awareness, empathy, self m
otivation, emotional stability, managing relations, integrit
y, self development, value orientation, commitment, and a
ltruistic behavior. The split half reliability coefficient of th
e scale was found to be 0.88 and validity was established.
Organizational citizenship behavior scale developed by Po
dsakoff et al. (1990) was administered. This scale is consi
sts of 24 items. Scale has five dimensions namely Altruis
m, courtesy, civic virtue, conscientiousness, sportsmanshi
p, OCB. The reliability and validity of this scale is well est
ablished.
Analysis of the Data
The data collected was analyzed by using SPSS version 1
7.0. The result of the study was analyzed on the basis of d
ifferent correlation values and also by using regression an
alysis method.
Result and Discussion
Table 1 presents the correlation between emotional intelli
gence and organizational citizenship behavior. It clearly s
hows that emotional intelligence and oiganizational citize
nship behaviorpositively and significantly correlated with
each other. Thus the first hypothesis "There would be posi
tive and significant relationship between emotional intelli
gence and organizationalcitizenship behavior" is confirme
d. It shows that higher the emotional intelligence higher
would be the organizational citizenship behavior. This find
ing supports the findings by Jha and Kumar (2012). There
are evidences that emotional intelligence and organizatio
nal citizenship behaviorare positively correlated with othe
r. Emotional intelligence facilitates the oiganizational citiz
enship behavior (Jain & Sinha, 2003). Similar finding was
confirmed by Modassir and Singh (2008).
In this study a regression analysis was applied to find out
the effect of independent variable on dependent variable.
Taking emotional intelligence as independent variable an
d organizationalcitizenship behavior as dependent variabl
e, the result of the regression shows that organizationalci
tizenship behavior can be predicted from emotional intelli
gence as R2= .403, F value 82.30 and Beta Value .610. Fi
ndings indicate that 40 percent of variance in the depend
ent variable could be predicted by the independent variab
le. Hence, the second hypothesis H2: Emotional intelligen
ce exhibits a significant effect of organizational citizenshi
p behavior is not to be rejected. Similar finding was confir
med by Modassir and Singh (2008) that emotional intellig
ence has facilitating role in developing good oiganizationa
l citizenship behavior among the employees who is workin
g in different organizations. It was also found that emotio
nal intelligence helps the individuals to perform better oi
ganizational citizenship behavior in the organization. Find
ing by Dulewicz and Higgs (2003) reveals the importance
of emotional intelligence in facilitating high employee per
formance and oiganizational citizenship behaviors (Jain a
nd Sinha, 2003; Sitter, 2005). Studies also indicate that e
motionally intelligent employees develop more emotional
attachment to their organizations and more committed to
their job (Carmeli, 2003). Some findings also highlight tha
t employees higher emotional intelligence are tend to be
more effective employees as compare to those with lower
emotional intelligence ( Rathi & Rastogi, 2008).
Conclusion
The present study explores the relationship between emot
ional intelligence and oiganizational citizenship behavior.
It is found that both the variables are positively and signi
ficantly correlated with each other and it is also explored
that emotional intelligence has an impact on organization
al citizenship behavior. Besides, the study shows the impo
rtance of emotional intelligence for individual and organiz
ational outcome. It is suggested that oiganization should f
ocused on findings the level of emotional intelligence and
organizational citizenship behavior on their prospective e
mployees'. Organization should conduct development of t
raining programs for the enhancement of emotional intelli
gence among the employees.
[Reference]
References
Allen, T., Barnard, S., Rush, M, & Russell, J. (2000). Ratin
gs of organizational citizenship behavior Does the source
make a difference? Human Resource Management Review
, 70(11),97-114.
Appelbaum, S., Bartolomucci, N., Beaumier, E., Boulanger
, J., Corrigan, R., Dore, I., Girard, C, & Serroni, C. (2004).
Organizational citizenship behavior: A case study ofcultur
e, leadership and trust. Management Decision, 42(1), 1340.
Carmeli, A. (2003). Tlie relationship between Emotional I
ntelligence and work attitudes,Behaviour and outcomes:
An Examination Among Senior Manegers.
Dulewicz & Higgs, Dulewicz, V., & Higgs, M.M. (2003). Le
adership at top: The need for emotional intelligence in or
ganizations. International Journal of Organizational Analy
sis, 77(3), 193-210.
Goleman, D. (1995). Emotional intelligence. Bantam: New
York.
Go lemán, D. (1998). Working with emotional intelligence.
Bantam: New York.
Hyde, A., Pethe, S., & Dhar, U.(2002). Emotional Intellige
nce Scale. Vedant Publications, Lucknow.
Jain, A., & Sinha, A. (2003). Organizational citizenship be
havior versus emotional intelligence: A study of the relati
ve relevance for organizations. Paper presented at the 13
* National Conference of the National Academy of Psychol
ogy, entre of Advanced study of Psychology, Department o
f Psychology, Vanivihar, Utkal University.
Jha, R., & Kumar, D. (2012). Relationship between emotio
nal intelligence and organizationalcitizenship behavior. B
ehavioral Research Review, 4(1), 205-208.
Kumar, D. (2011). Does job stress affect organizational cit
izenship behavior. Behavioral Research Review, 3(2), 109114.
Kumar, D. (2012). Antecedents of organizational citizenshi
p behavior. Behavioral Research Review. Special issue, 62
-70.
McNeely, B.L., & Meglino, B.M. (1994). The role of dispos
itional and situational antecedents in pro social organizati
onal behavior An examination of the intended beneficiarie
s ofpro social behavior. Journal of Applied Psychology, 79,
836-844.
Modassir, A., & Singh, T. (2008). Relationship of emotiona
l intelligence with Transformational leadership and organ
izational citizenship behavior. International JournalofLead
ership Studies, 4(1 ), 3-21.
Organ, D.W., & Konovsky, M.(1989). Cognitive versus affe
ctive determines of organizationalcitizenship behavior. Jo
urnal of Applied Psychology, 74,157-164.
Podsakoff, P., & Mackenzie, S., Moorman, R., & Fetter, R.
(1990). Transformational leader behaviors and their effec
ts on followers' trust in leader, satisfaction and organizati
onalcitizenship behavior. Leadership quarterly, 7(2), 107114
Rathi, N., & Rastogi, R. (2008). Effect of Intelligence on O
ccupational Self-Efficacy,' The ICFAI Journal ofOrganisatio
nal Behaviour, 8(2), 46-56.
Salovey, R, & Mayer, J. (1990). Emotional intelligence ima
gination. Cognition, and Personality. 9(3), 185-211.
Shapiro, C.J., Kesser, L, & Purcell, J. (2004). Exploring org
anizationally directed citizenship behavior reciprocity or '
it's my job'? Journal of Management Studies, 47(1), 85106.
Sitter, VU. (2005). The effects of a leader's emotional intel
ligence on employees' trust in their leader and employee
organizational citizenship behaviors. Dissertation Abstrac
t International. ,4 The Humanities and Social Sciences, 65
(9), 34-67.