...The influence of cultural difference on managing emotions in project management teams. Abstract Managing emotions is a part of emotional intelligence that is, according to previous researches, counted as a significant aspect for successful management of project teams. With globalisation companies hire employees with different cultural backgrounds which is in its turn may lead the possibility of misunderstandings between team members. The purpose of current study is to examine the relationship between the outcomes of managing emotions test and different cultural background of individuals. In this study 30 participants of 6 different nationalities took part whose professional field is project management. Data collection process was conducted through self-report scaled questionnaire based on Mayer–Salovey–Caruso Emotional Intelligence Test (MSCEIT) but only four factors of MSCEIT that relate to emotional management branch was used for assessment. However, the findings of the survey indicated that ability to manage emotions does not relate to nationality. Also, the limitations and obstacles of this study are presented. 1 Introduction 1.1 Background The first definition of emotional intelligence that was given by Professors P. Salovey and J. Mayer states that emotions can influence the logical thinking and goal focused actions. Moreover, it can improve rationality. There were many debates around emotional intelligence mostly because it combines fundamentally...
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...:Assessing Emotional Intelligence in the Indian workplace: a preliminary reliability study. 55 Assessing Emotional Intelligence in the Indian workplace: a preliminary reliability study Diana Rajendran (drajendran@swin.edu.au) Department of Management Swinburne University, PO Box 218, Lilydale, Victoria, 3140, Luke A. Downey: (ldowney@swin.edu.au) Brain Sciences Institute Swinburne University, PO Box 218 (H99), Hawthorn Vic 3122, Australia. Professor Con Stough (cstough@swin.edu.au) Professor in Cognitive Neuroscience, Director, Brain Sciences Institute. Swinburne University, PO Box 218 (H99), Hawthorn Vic 3122, Australia. Abstract The concept of Emotional Intelligence (EI) has recently attracted a great amount of interest from HR practitioners and academics alike. Whilst the majority of research in this area has been conducted in Western countries, recent studies have begun to assess the generalisability and validity of the EI concept in cross-cultural settings. The purpose of this paper was to assess the reliability of the Workplace version of the Swinburne University Emotional Intelligence Test (Workplace SUEIT) in an Indian population. The Workplace SUEIT demonstrated adequate reliability in the sample of 110 participants in India, although the mean scores for the sub-scales were significantly lower than in the Australian normative population. The results are discussed in the context that EI tests need to undergo cross-cultural examination...
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...International Teams: Beyond Cultural Differences Multicultural teams are different. In addition to culture the team needs to consider: * the purpose for its existence, - the influence of personality differences, - the impact of cultural and professional identities, - the importance of emotional intelligence, - the vital role of adequate support systems. Team leaders need updated global competencies which they may not have learned in business school. Multicultural Teams are Complex Cross-cultural knowledge is an obvious pre-requisite for working with any team whose members come from different cultures. We acquire this knowledge from our reading, from our studies, from company-sponsored seminars and most importantly by maintaining a very high level of self-awareness when we step outside our own cultural boundaries. However managing cross-culturally is complex because real business issues are complex and often require more than a linear solution. So, how do we avoid the trap of over-simplifying the complexity of the issues faced by international teams? Let’s agree that there is more to understanding an international team than being aware of the diversity of national cultures represented by the members. We know from experience that there are key differences found on any team which may include gender, race, individual personality, cognitive and emotional intelligence, educational, and occupational backgrounds. Consulting to international teams and executives...
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...Reilly, A.H. and Karounos, T.J. (2009), “Exploring the Link between Emotional Intelligence and Cross-Cultural Leadership Effectiveness”, Journal of International Business and Cultural Studies, Vol. 1, Feb. 2009, pp. 1 – 13. Introduction Along with the globalization of business, many corporations are facing the challenge of operating in a different culture. The writers made a connection between emotional intelligence and cross-cultural leadership effectiveness to deal with this situation, this article also presented some significant results and implications which were greatly helpful for our company. This report is aimed at review the article and pick out something useful to raise staff awareness of cross-cultural issues. In this paper, I will summarize the key point of the article and evaluate some correlative information which can be applied to our company, then there will be a conclusion at the end of the report and two related references will also be given as well. Summary Reilly and Karounos (2009) exhibited Goleman’s research to identify the connection between emotional intelligence and leadership ability. Goleman (1998) claimed that the importance of emotional intelligence on the overall leaderships in organization is twice greater than the other two personal capabilities, technical skills and cognitive skill. The article showed the five components of emotional intelligence and their respective characteristics listed by Goleman (1998), which are exhibited on a...
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...developing cultural intelligence within the workgroup. This practice will ensure that concepts are created to provide an all-inclusive conceptualization of intercultural aptitudes to gain a connection between the knowledge and action needed to understand the current culture you are working in. In this writing, we will demonstrate the understanding how cross-culture communication plays a vital role in society by explaining what cultural intelligence as capacity is, examine the developmental continuum of cultural sensitives, and discuss the key components...
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...The knowledge of cultural intelligence in employees is very important for decision-making, implementing organisational strategies and for smooth functioning of daily business processes. According to Triandis (2006), the definition of intelligence is culturally orientated. Earley and Mosakaoski (2004) defined cultural intelligence as, “ an outsider’s seemingly natural ability to interpret someone’s unfamiliar and ambiguous gestures the way that person’s compatriots would”. There are various definitions of cultural intelligence with moreover the same meaning touching different aspects of business processes. Cultural intelligence in general is the course of motivated actions in an adaptive environment. It refers to making adjustments with people of different cultures to carry out business operations around the world. Cultural intelligence is of great significance in today’s employees as it is the basic necessity in deals around the globe. Many enterprises especially the family-owned ones still believe in the traditional form of business, whereby they hire employees whom they can easily trust and rely on. But in such cases it becomes difficult for the company to exploit the foreign markets as these employees may not have the necessary knowledge of cultural differences. Hence Cultural intelligence is of great importance in today’s world. For example, Lloyds TSB believes in hiring culturally intelligent people to enhance its customer relationships across the globe. Culturally intelligent...
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...different cultures, it is important to communicate effectively. In order to do so there are skills that should be adapted. An “integral part of developing diversity consciousness is developing diversity skills” (Bucher, 2015, p.37). Bucher states that the five skills essential to success at work are speaking, solving problems, taking initiative, ability to relate to others and teamwork. Being a diversity conscious leader means being well versed in the skills listed above. Teamwork is important for many reasons. Companies are “turning to teams to solve problems and create better products and services” (Bucher, 2015, p.44). Cross-Cultural Communication Why do you agree or disagree that leaders must communicate inclusively in a multicultural world? In preparing your response, consider: What barriers to successful cross-cultural communication exist? What skills do...
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...lRole of Emotional Intelligence in Virtual Project Management Shazia Nauman MEM, MBA shaznaum@yahoo.com CASE, Pakistan Maliha Elahi, PMP, MCT malihaelahi@yahoo.com SPO, Pakistan Zeeshan Ahmed Bhatti xeeshan@gmail.com CASE, Pakistan Umair Khalid umair.khaled@gmail.com Ericsson,Pakistan Abstract- In today's competitive global environment, projects in organizations consist of cross-functional teams that are formed to utilize individual expertise. A project manager whose primary responsibility is to achieve project objectives deals these individuals. Since the rational and emotional aspects of a project vary in complexity, the role of the project manager is critical to project success. The objective of this study was to demonstrate linkages between emotional intelligence and the challenges faced by virtual project managers. The study will also show that there exists a multi tier relationship between Emotional Intelligence (EI) and challenges/elements of VPM. 1. INTRODUCTION Emotional Intelligence has its roots in the concept of "social intelligence", as first identified by E.L. Thorndike as early as in the early 1920s. The term Emotional Intelligence first appeared in a series of academic articles authored by John D. Mayer and Peter Salovey [1]. Goleman defined Emotional intelligence as a person’s self-awareness, self-confidence, selfcontrol, commitment and integrity, and a person’s ability to communicate, influence, initiate change and accept change [2,3]. In...
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...Introduction Cultural intelligence will be assessed through this report, analysing whether such thesis can be utilized within our organisation to enhance staff development. Cultural intelligence also called cultural quotient (CQ), can be defined as ‘'the ability to engage in set of behaviours that uses skills and qualities that are tuned appropriately to the culture-based values and attitudes of the people with whom one interacts'(Peterson,2004). Respect for basic rights, human dignity and good citizenship are core human values(Donaldson 1996), understanding differing cultures present through our employees and foreign dignitaries will improve our relations with different cultural belief systems, and adorn more sophistication in our diplomacy. Globalization has dramatically increased foreign trade due to the falling trade barriers, easier emigration possibilities, improved transportation and technological revolutions. ‘Growing interconnections bought about by the globalization process require that both managers and organizations expand repertoires of roles’(Parker,2005). Hence effective communications with differing cultures is more important than ever(Tannen,1985). Culture is man-made part of the environment(Herkovits,1948),management must consider the relativity in such analysis, since absolute meanings cannot be derived due to the differing meanings of cultures explained either through the actor or observer. One may assume cultural idioms using models such as ‘Hofstede’s...
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...1.0 The Role of Emotional Intelligence In Project and Construction Management Today 1.1 Introduction This literature review deals with the role of emotional intelligence in project and construction management today and argues that, even if it is a relatively new approach and just became more and more important during the last decade, the topic is still not getting enough attention in the contemporary construction industry (Zhang & Fan, 2013). Especially when it comes to larger and more complex or even international and cultural complex projects, a high level of emotional intelligence and competence in the project management might be more necessary and contribute to the project’s success (Müller & Turner, 2007). Therefore this literature review contains an overview of the significant authors, defines the actual term of emotional intelligence, analyses the main issues and positions, summarizes some relevant studies and research and identifies implications for contemporary project and construction management practice. 1.2 Overview As one of the most significant authors Goleman (1995) defines emotional intelligence as the ability of being aware of your own and other’s emotions, recognizing them and even using them to influence people in their actual thinking and behaviour. That is why these abilities are very supportive and at least as important as IQ or technical skills for every leader independent of his industry, in order to achieve better business results (Goleman...
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...What is cultural intelligence? “Cultural intelligence is a theory within management and organizational psychology which states that understanding the impact of an individual’s cultural background on their behavior is essential for effective business, and measuring an individual’s ability to engage successfully in any environment or social setting.” (Wikipedia) One’s cultural intelligence (or cultural quotient) includes three components that work together: cognitive, emotional, and physical. The cognitive component involves a person’s observational and learning skills and the ability to pick up on clues and understanding the subtleties of others. The emotional component concerns one’s self-confidence and self-motivation; gaining rewards and strength from acceptance and success. The physical component refers to a person’s ability to shift his or her speech patterns, expressions, and body language to be in tune with people from a different culture; using your senses and adapting your movements and body language to blend in. It is possible for one to increase their cultural intelligence (or cultural quotient) by approaching others as individuals while resolving not to make assumptions about those people based on a group identity, to seek feedback from others to confirm a true understanding of what they’re communicating, and to notice how things are said while remaining aware of patterns of speech, tone of voice, and periods of silence. It is important to remember that silence means...
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...What is emotional itelligence and what is cultural intelligence? Emotional intelligence: Emotional intelligence (EI) refers to the ability to perceive, control and evaluate emotions. Some researchers suggest that emotional intelligence can be learned and strengthened, while others claim it is an inborn characteristic. Perceiving Emotions: The first step in understanding emotions is to accurately perceive them. In many cases, this might involve understanding nonverbal signals such as body language and facial expressions. Reasoning With Emotions: The next step involves using emotions to promote thinking and cognitive activity. Emotions help prioritize what we pay attention and react to; we respond emotionally to things that garner our attention. Understanding Emotions: The emotions that we perceive can carry a wide variety of meanings. If someone is expressing angry emotions, the observer must interpret the cause of their anger and what it might mean. For example, if your boss is acting angry, it might mean that he is dissatisfied with your work; or it could be because he got a speeding ticket on his way to work that morning or that he's been fighting with his wife. Managing Emotions: The ability to manage emotions effectively is a key part of emotional intelligence. Regulating emotions, responding appropriately and responding to the emotions of others are all important aspect of emotional management. Cultural intelligence: (sciencedirect, Kerri Anne Crowne...
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...Unit V Article Review- Analysis of the Relationship between Cultural Intelligence and Transformational Leadership Columbia Southern University The purpose of this article was to analyze the relationship between cultural intelligence and transformational leadership. The article also evaluates how cultural intelligence, the ability to communicate with employees and comprehend their cultural intricacies are vital skills for transformational leaders.The target audience of this article were the managers and supervisors who sought to gain an understanding of the correlation between cultural intelligence and effective leadership in trade offices. This article could also be appropriate for managers and supervisors at any level in support of their professional development. The authors explain how modern organizations require more managers and supervisors with the ability to distinguish the cultural differences well and communicate appropriately with other cultures (Ismail, A., Reza, R., Mahdi, S., 2012). Transformational leadership was defined as the inspiring proves and motivating the followers in the direction of a common aim or the influencing, motivating, and stimulating others in the direction of doing extraordinary actions is in the way that leaders want (Nielsen, K., Yarker, J., Randall, R., Munir, F., 2009).According to Ismail et al (2012), “an important leadership theory in management literature is transformational leadership which has been theorized to motivate others...
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...Impact of Emotional Intelligence on Leadership in Global Environment Context The differing opinions that exist on what is important in the examination of effective leadership are linked with theories of what has the biggest impact: whether it is personal traits, behaviour patterns or aspects of the cultural and organisational setting. When evaluating leadership, both emotions and social skills may be seen as a vital role in a process of influencing and gaining employees job satisfaction. However, the role emotions play in leadership needs to be considered alongside research. Ralph Stogdill, the early commentator on the subject highlighted three different dimensions of leadership: interpersonal process, social context and goal achievement (Huczynski & Buchanan, 2013). During the first half of the 20th century researchers have focused on identifying personality traits of effective leaders, also influenced by Great Person theory (Mullins, 2013). However, the research found only a weak relationship between them (Daft, 2014). Contradictory Ohio and Michigan studies concentrated on discovering specific behaviour patterns related to this matter (Huczynski & Buchanan, 2013). After all, organisational context and setting differ a lot, therefore, contingency theorists argued that leaders need to adjust their style of leading to a specific situation (Huczynski & Buchanan, 2013). In the late 20th century researchers have distinguished transactional and transformational...
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...Table of contents 1.0 Introduction3 2.0 Intrapersonal Effectiveness3 2.1 Theory……………………………………………………………………………..…….3 2.2 Emotional Intelligence…………………………………………………………………..3 2.3 Learning Style Profiler………………………………………………………….……….4 2.4 Development Actions…………………………………………………………….….…..5 2.5 Impact on Organizational Effectiveness………………………………………….……..6 3.0Interpersonal Effectiveness…………………………….…………………………….…..6 3.1 Theory……………………………………………………………………………….…..6 3.2 Spark and MEIS…………………………………………………………………………7 3.3 Belbin Team Roles ……………………………………………………………………..7 3.4 Development Actions……………………………………………………………………8 3.5 social and cultural diversity considerations……………………………………………..9 3.6 Impact on Organizational Effectiveness……………………………………………...…9 4.0 Conclusion………………………………………………………………………………10 Reference list………………………………………………………………………………..11 Appendix…………………………………………………………………………………..…13 Assignment#1 1.0 Introduction Working in business is a unit whose aim is to develop an understanding of the skills which can make efficient works in business environment. In this portfolio, I am going to discuss the theories what I have learned in class, including intrapersonal, interpersonal and organizational effectiveness. I will also discuss my own experience which link to the theories. I will choose to concentrate on my learning style based on the Jackson Learning Style Profiler for intrapersonal effectiveness. In the second part I will choose SPARK feedback and MEIS...
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