Abstract
Abstract
With the increasing competition, it is imperative for organizations to bring about managerial innovation and focus on managerial effectiveness. Studies indicate that only 27% of success at work is contributed by an employee's Intelligence Quotient, the rest of it being contributed by Emotional Intelligence. This paper attempts to study the role of Emotional Intelligence in Managerial Innovation and Effectiveness. The results of the study indicate a positive correlation between Emotional Intelligence and Managerial Innovation and Managerial Effectiveness implying thereby that Emotional Intelligence should be an integral part of an organization's recruitment and developmental process.
Keywords: Managerial innovations, managerial effectiveness, intelligence quotient, emotional intelligence
Introduction
In the dynamic world of rapid technological development and intensifying global competition, it has been seen that organizational imperatives change from efficiency to adaptability, with major implications for how our corporations are organized and managed. Increasingly, today?s corporations see themselves as having to become more inventive in all aspects of their operations and management, if they are to survive and thrive in the new economy (Leavy, 2002).
In an environment where product quality is regarded as an inherent component of marketing, product innovations become the only factor that can gain a competitive edge. Previously, structured and fixed corporate procedures, processes, and job descriptions discouraged the development of creative thinking in many organizations. However, the necessity to produce innovative products forces corporate planners to integrate the creative process across the full range of the organizational structure. A growing number of executives believe that creativity can come from anywhere within the company, including technicians, accounting specialists, and secretaries. At Clorox, R&D encompasses all aspects of its
With the increasing competition, it is imperative for organizations to bring about managerial innovation and focus on managerial effectiveness. Studies indicate that only 27% of success at work is contributed by an employee's Intelligence Quotient, the rest of it being contributed by Emotional Intelligence. This paper attempts to study the role of Emotional Intelligence in Managerial Innovation and Effectiveness. The results of the study indicate a positive correlation between Emotional Intelligence and Managerial Innovation and Managerial Effectiveness implying thereby that Emotional Intelligence should be an integral part of an organization's recruitment and developmental process.
Keywords: Managerial innovations, managerial effectiveness, intelligence quotient, emotional intelligence
Introduction
In the dynamic world of rapid technological development and intensifying global competition, it has been seen that organizational imperatives change from efficiency to adaptability, with major implications for how our corporations are organized and managed. Increasingly, today?s corporations see themselves as having to become more inventive in all aspects of their operations and management, if they are to survive and thrive in the new economy (Leavy, 2002).
In an environment where product quality is regarded as an inherent component of marketing, product innovations become the only factor that can gain a competitive edge. Previously, structured and fixed corporate procedures, processes, and job descriptions discouraged the development of creative thinking in many organizations. However, the necessity to produce innovative products forces corporate planners to integrate the creative process across the full range of the organizational structure. A growing number of executives believe that creativity can come from anywhere within the company, including technicians, accounting specialists, and secretaries. At Clorox, R&D encompasses all aspects of its