Summary: Building the emotional intelligence of groups
The research dedicated to exploring the importance of business intelligence for developing successful teamwork. The article aimed at answering the questions about the reason, why teams need to build emotional intelligence, indeed; how team leaders should work with group emotions and regulate it; the traits of emotion regulation outside the groups; and the key model of building the emotional intelligence of groups. According to the authors, nowadays business intelligent is one of the most significant item on the companies’ agenda. Many of the researchers already solved the question of definition personal business intelligent; however, it is also important to notice the process of building the emotional intelligence within the groups, as far as most of organizations’ problems solved by teams.
Three conditions are important for maintaining the effective group’s cooperation, such as trust among members, a sense of group identity and efficacy (Urch Druskat & Wolff, 2001). To have more productivity, the team leaders need to develop emotionally intelligent set of standards, which are the attitudes and behaviors of each member of group. The father of emotional intelligence (EI) theory Daniel Goleman defines the individual EI as when someone is steady person with the ability to emotional regulation. However, it is more complicated for the group, because emotional regulation of group includes aware of emotions of its members and of other groups and individuals outside (Urch Druskat & Wolff, 2001).
Most of researches demonstrate that teams become more successful when they can provide system of participation, cooperation, and collaboration amongst members. In order to achieve this goal, team leaders need to use a model of team effectiveness, which includes four levels (see fig. 1).
Exploring effective teams, authors have learned that the key role of group emotional intelligence, which can provide better teamwork efficiency, is self-evaluation and soliciting feedback within the organization or directly from clients (Urch Druskat & Wolff, 2001). The demonstration example of it is the story about the group of designers, who post its work in progress on walls in order to get comments and critique.
Within the study, authors have noticed the significant moment. The stronger cross-boundary relationship of team is, the higher level of productivity team can gain. Meeting that point, the team leaders need to provide organizational understanding, to recognize concerns and available resources of other members of the company, to be aware of their schedules and to build the most friendly environment within the group and outside.
In conclusion, group emotional intelligence depends on following the right norms and rules. According to them, the model of team emotional intelligence should build on the focusing on emotional awareness and regulation for individual member of group, the group itself and the group outside boundaries.
Work Cited
Urch Druskat, Vanessa and B. Wolff, Steven. Building the Emotional Intelligence of Groups. Harvard Business Review. 2001. PDF file
