Change Managers In Context Of Organizational Change Education Essay

Published: Last Edited:

This essay has been submitted by a student. This is not an example of the work written by our professional essay writers.


Change Managers in context of organizational change can be defined as method of successfully implementing and maintaining continuous ongoing changes. Before years, emotional parameter of organizational changes has not addressed in much details for change managers.

Emotional intelligence can be branched in awareness, emotional facilitation, emotional regulation to know the links between company learning and emotional intelligence.

In current time research for effect of emotional intelligence on organization and change management is increasing a lot. [Ashkanasy, Hartel & Zerbe 2000]. Specifically now emotional intelligence shows a visible contribution for relationships in the work context.[ Mayer,Salovey & Caruso 2000]. Basically what skills emotional intelligence will put forward in the organizational relation and to ability to deal with emotions allowing successfully manage the change.

Mainly, this work has concentrated on the role of emotion and behavior of individual workers.


Emotional intelligence

According to Goleman, Emotional intelligence can be defined and described as a person's ability to check own and other people's emotions; being able to analyse proportion of the negative effects and positive effect of one's emotions and own thinking guidance to actions to use emotional information. [Goleman 1995]

Basic role of emotins for Organizational changes mangers:

According to Goleman's thesis employees always tend to resist the changes when there is changes in organization and change manager has to manage it positively.

Regardless of any terms used, there will always wealth of literature showing employee to management change initiatives. (Kirkman, Jones & Shapiro 2000). Change can also, however, be threatening and create negative emotions such as anger, fear, anxiety, cynicism, resentment, and withdrawal (French 2001).

The History of EQ

Charles Darwin has recognized emotions' value first time and noticed that emotional system energizes most of the behaviours required to stay alive. He has also included that emotions cant be stopped, they happen and immediately in response to situations and

people. In 1989, Reuven Bar-On coined the term emotional

intelligence in his doctoral dissertation. In 1991, John Mayer did

groundbreaking research on emotional intelligence, pointing to the importance of

knowing yourself as well as understanding others. In 1996, Daniel Goleman

introduced the important of EQ in the workplace, noting that IQ is a less powerful

predictor of outstanding leadership than EQ.

Goldmen's Defination of Emotional Intelligence:

If your emotional abilities aren't in hand, if you don't have self-awareness, if you are not able to manage your distressing emotions, if you can't have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far.

-Daniel Goleman

Emotions and Emotional intelligence according to Goleman

Emotions can be defined as physiological reaction to any situations which is generally quite important to leave to intellect only. For example danger, some loss, persisting toward a goal despite frustrations, some close bonds with family or friends.

Basically every person is having more than one mind, like two different minds for thoughts and for feelings. For survivals, brain has changed since million of years and survived all major changes physically as well as emotionally.

The Model for Emotional Intelligence and change managers for Organization

Daniel Goleman has provides quite details models relavant to emotional intelligence. Mixed Model is one of his model which shows detailed focus for EQ and describes good collection of skills and competencies resulting in performance of leaders.

According to Dr. Goleman's theorem "The overall success criteria is changing at work place. Now a days at work place people are being judge by new and different yardstick which includes how we manager manages changes with smartness and trainings expertise.". According to Daniel, the new yardstick is quickly and increasingly applied to choose employees and decide who should be hired in organization and who should be let out of the organization. [Goleman 1995]

Moreover, Goleman also showen the marshmallow test to support his Emotional Intellignce theorem. Marshmallo theorem is most effect proof of Goleman thesis and clearest one too.

Goleman theoram's 'the master aptitude' is one of the most supportive thesis for every other emotional and social characteristic and can be measured by the SAT with high accuracy and which is an IQ test.

All employees have mostly unique personalities, needs, and ways of showing their emotions. Emotional intelligence theory helps here to understand person's emotional requirements. In the most , five domains of emotional intelligence

cover together personal (self-awareness, self-regulation, and self-motivation) and social (social awareness and social skills) competences.

They are


Emotional awareness, Accurate self-assessment and Self-confidence:

Self-Regulation : (i) Self-control: (ii) Trustworthiness: (iii) Conscientiousness: (iv) Adaptability: (v) Innovativeness:


(i) Achievement drive (ii) Commitment (iii) Initiative (iv) Optimism


Social Awareness

(i) Empathy (ii) Service orientation (iii) Developing others (iv) Leveraging diversity (v) Political awareness

Social Skills

(i) Influence: Wielding effective tactics for persuasion. (ii) Communication: Sending clear and convincing messages. (iii) Leadership: Inspiring and guiding groups and people. (iv) Change catalyst: Initiating or managing change. (v) Conflict management: Negotiating and resolving disagreements.

(vi) Building bonds: Nurturing instrumental relationships. (vii) Collaboration and cooperation: Working with others toward shared goals. (viii) Team capabilities: Creating group synergy in pursuing collective goals.

Source :

The Effect of EQ on a Team and Change Managers

Team emotional intelligence is made up of four skills:

emotional awareness,

emotional management

internal relationship management and

External relationship management.

Basically Team emotion management requires a group of people who are comfortable to work together to spot when emotions (rather than facts) are influencing their

progress. Team members who manage relationships with the rest of the group, both

during and outside meetings, will minimize the challenges that come up when

emotions are strong. A team with effective emotional management skills has at least

one or two members who are able to pull the group out of the doldrums and get

everyone back on track. The team's performance is enhanced when team members

take responsibility for being aware of their own emotions. A team that can proactively

welcome the advice and concerns of another group that has the power to make a

go/no go decision is using external relationships management skills to its benefit.

Teams that score low in the assessment of EQ under-perform when compared to

their counterparts with high EQ


According to recent survay there are basically five rules related to organizational change managers including Seng [1992] defined these five disciplines for change managers and organizationl learning to be master of person, mental models, team learning, system thinking and building long shared vision for organisation.

Each of these disciplines can be linked to more specific abilities of emotional intelligence including

(a) emotional awareness,

(b) emotional facilitation,

(c) emotional knowledge, and

(d) emotional regulation

According to Mayer and Salovey 1997, these abilities can associated broadly with most of each rules of organisational learning and change managers.

Here are some dominant emotional intelligence specific hypotheses relating to below points:

Personal Mastery :

According to Senge [1990]'s arguments, personal master includes quite good enhancements in technical skills and also change manager's attempt to improve effectiveness of each employees's performance. This rule also includes coping and enhancing each employees interpersonal skills.

Team learning

Team Learnings includes awareness of emotions and emotional management are the two branches of emotional intelligence that contribute to double loop learning. Specifically, awareness of own emotions infers a reflection on experienced emotions and enables individuals to understand the source of those emotions.


Some researchers have got the importance of emotional intelligence to forecast quite vast range of qualities in the organizational workplace which contribute to organisation success changes. Jordan and Troth (2002) explained that the vast components of

emotional intelligence are more closely aligned with collaborative conflict resolution

techniques than with competition or avoidance. Collaboration can be linked to a range of skills that are useful for management and employees during change episodes.

The links established in this paper between individual emotional intelligence abilities and the principles of the learning organization provide this framework.


According to Goleman's and other researcher's theorems it shows that measurement of employee's emotional flexibility to cope change in strategies at workplace and how those wokers engage in support to change managers.

These conclutions shows that it would be beneficial to measure employees' emotional coping strategies in terms of change managers and examine how these related strategies to emotional intelligence. This may also provide an indication of the ability of those employees to engage in organisational learning. I also believe it would be beneficial to move beyond the examination of the impact of emotional intelligence on organisational learning at the individual level given organisations are moving towards work teams as the basic structural unit.

In conclusion, the research evidence to date has demonstrated that emotional intelligence has

the potential to predict a range of behaviours in the workplace, but its impact during

organisational change and task of change managers is still to be tested.