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Role of Emotional Intelligence in Managing Stress
among Employees at Workplace
Abstract: The purpose of the study was to understand and analyze the relationship between
Emotional Intelligence and Stress and also its effects on employees. Emotional Intelligence is
growing among researchers as an investigation of behavioural and moods etc. and there
influence on various social interactions that people encounter as employees at workplace. Recent
research indicates that emotions play an integral part in Managing stress at workplace. A review
of the literature highlights the need for examination of the relationship of emotional intelligence
as an overarching concept to the Management of Stress. The researcher examines two hypotheses
that investigate the measurement of emotional intelligence as a predictor in managing Stress. To
fulfill the aim of the study 60 employees were randomly selected from AonHewitt as
participants. These included both males and females. Two questionnaires were used in the study:
Emotional Intelligence Scale & Stress Inventory. Descriptive statistics, Correlation and
Regression analysis were used for data Analysis. Moreover, results indicate that there was a
negative co-relation between Emotional Intelligence and Stress. Emotional intelligence
moderates effects on managing stress among employees at workplace.
Keywords: Emotional Intelligence, stress, workplace, employees, health
Mr. Khagendra Nath Gangai
Lecturer, Bhartiya Vidya Bhavan‟s Usha & Lakshmi
Mittal Institute of Management, New Delhi
Mrs.Rachna Agrawal
Sr. Lecturer, New Delhi Institute of Information
Technology, New Delhi
ISSN 2319-9725
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1. Introduction:
The 21st century is also an era of stress. Individuals face stress in their organization and daily
lives due to globalization, information technology revolution, and speed of life. The most
important effects of these can be seen in the business world, and they can manifest
themselves as changes that organisations make in their structures, strategies, activities, and
technologies. Constantly changing organisations impose new roles and duties on their
employees, and the employees who want to handle new roles and duties need to have
efficiency in intelligence quotient (IQ) and efficiency in emotional quotient (EQ) in the
processes of decision making and problem solving. A completely stress-free life is
impossible, and stress becomes a characteristic of human existence. Individuals have used
various methods to handle stress, including using their intelligence, especially their emotional
intelligence (Sirin, 2007).
Emotional intelligence (EI) is a social intelligence that enables people to recognize
their own, and other peoples' emotions. Moreover, emotional intelligence enables
people to differentiate those emotions, and to make appropriate choices for thinking
and action (Cooper and Sawaf, 1997; Mayer and Salovey, 1993). It is an intelligence
that may be learned, developed and improved (Perkins, 1994; Sternberg, 1996).
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 other claim it is an inborn characteristic. It is also, defined as the
ability to use your awareness and sensitivity to discern the feelings underlying
interpersonal communication, and to resist the temptation to respond impulsively and
thoughtlessly, but instead to act from receptivity, authenticity and candour (Ryback,
1998). Peter Salovey and John D. Mayer (1990) in their influential article “Emotional
Intelligence,” defined emotional intelligence as, “the subset of social intelligence that
involves the ability to monitor one's own and others' feelings and emotions, to
discriminate among them and to use this information to guide one's thinking and
actions”. Emotionally intelligent people are defined in part as those who regulate their
emotions according to a logically consistent model of emotional functioning.
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2. Goleman’s Emotional Competencies Model:
In Goleman‟s (1998b) book, Working with Emotional Intelligence, he builds on his first book
and provides the first concrete and authoritative fusion of emotional intelligence and the
organisation. Where psychological theorisation has defined EI in terms of individual traits,
emotions, values, and behaviour (Goleman (1998b) aligns psychological and organisational
management theory by using Boyatzis et.al. (2000) concept of competency: an underlying
personal characteristic such as motive, trait, skill, self-image, or knowledge, that one uses for
performance. Goleman (1998b) defines emotional competence as a learned capability based
on emotional intelligence that results in outstanding work performance. Goleman‟s (1998b &
2001) competency theory of EI includes 25 competencies that were grouped into five
categories similar to his earlier work:(1) Self-Awareness: emotional awareness, accurate self-
assessment, self-confidence (2) Self-Regulation: self-control, trustworthiness,
conscientiousness, adaptability, innovation(3) Motivation: achievement, commitment,
initiative, optimism(4) Empathy: understanding others, developing others, service orientation,
leveraging diversity, socio- political awareness (5) Social Skills: influence, communication,
conflict management, leadership, change catalyst, building bonds, collaboration and
cooperation, team capabilities.
Self Personal Competence Other Special Competence
Recognition Self Awareness
Emotional self-
awareness
Accurate self- assessment
Self- confidence
Social Awareness
Empathy
Service orientation
Organizational awareness
Regulation Self- Management
Self – control
Trustworthiness
Adaptability
Achievement drive
Initiative
Conscientiousness
Relationship- Management
Developing others
Influence
Communication
Conflict management
Leadership
Chang catalyst
Building bonds
Teamwork & collaboration
Table 1: Theoretical Goldman’s (2001) competency model of Emotional Intelligence
Personal Competence capabilities determine how we manage ourselves and is categorized by
two domains and their associated competencies: (1) Self-Awareness: emotional self-
awareness, accurate self-assessment, self-confidence; and (2) Self-Management: emotional
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self-control, transparency: honesty/integrity/trustworthiness, adaptability/flexibility,
achievement/drive for performance, initiative, optimism (Goleman et al., 2002).Social
Competence capabilities determine how we manage relationships and is contained within two
domains: (1) Social Awareness: empathy towards others, awareness of organisational-level
currents, decision networks and politics; service to others; and (2) Relationship Management:
inspirational leadership, influence tactics, developing others, change catalyst, conflict
management, building bonds, teamwork and collaboration/cooperation.
3. Mayer and Salovey Model:
Mayer and, S a l o v e y (2007) presented a primary model for emotional intelligence that has
three modules of abilities that include assessment, expression, and emotion regulation in
others and ourselves and emotion usage. These four dimensions are introduced below.
i. The first branch is emotional perception (cognition and emotion expression)
which includes the ability to develop emotional self-awareness and to express
these emotions and emotional needs correctly.
ii. The second branch is emotional facilitation of thinking (emotional decision
making) which includes the ability to differentiate between a variety of emotions
and cognition of those that reflect on thinking.
iii. The third branch is emotional understanding (recognizing the others‟ emotions)
which is to recognize the duplicate emotions of exchanging emotions between two
persons.
iv. The fourth branch of this model is emotional management that is the ability to
make and cut a relationship with an emotion in a special situation (Stys & Brown,
2007).
In Antonakis‟s opinion, the factors of emotional intelligence include innate factors (self
awareness, self control, feeling independency and capacity) and external factors (relationship
with others, ease in empathy, and responsibility) which are the most important traits of
managers in clarifying the organization‟s objections (Antonakis, 2009).
4. Emotional Intelligence At Work Place:
Emotional intelligence allows us to think more creatively and use our emotions to solve
problems. Daniel Goleman believes that emotional intelligence appears to be an important set
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of psychological abilities that relates to life success. It is empathy and communication skills
as well as social and leadership skills that will be central to your success in life and personal
relationships. The ability to manage feelings and handle stress is another aspect of emotional
intelligence that has been found to be important for success. Emotional intelligence has as
much to do with knowing when and how to express emotion as it does with controlling it.
Empathy is a particularly important aspect of emotional intelligence. Emotions are more
successful in work as well as in social lives.
Emotional Intelligence is now being considered to be important in organisational factors such
as: organisational change (Ferres & Connell, 2004; Singh, 2003); leadership (Ashkanasy,
2002; Dearborn, 2002; Gardner & Stough, 2002; Weymes, 2002); management performance
(Slaski & Cartwright, 2002); perceiving occupational stress (Nicklaou & Tsaousis, 2002;
Oginska-Bulik, 2005); and life satisfaction (Palmer, Donaldson & Stough, 2002). To meet
organisational ends (Lord, Klimiski, & Kanfer 2002), it is not uncommon to use emotions
and emotion related thoughts and behaviour as the ingredients in an institutionalised recipe of
emotional culture.
A manager is a person who has to manage the mood of their organizations. The most gifted
corporate leaders accomplish that by using a mysterious blend of psychological abilities
known as emotional intelligence. They're self-aware and empathetic. They can read and
regulate their own emotions white intuitively grasping how others feel and gauging their
organization's emotional state. Different jobs also call for different types of emotional
intelligence. For example, success in sales requires the empathic ability to gauge a customer‟s
mood and the interpersonal skill to decide when to pitch a product and when to keep quiet.
“Don‟t bring your personal problems to work” is one variation of the argument that emotions
are inappropriate in the workplace. Business decisions, so the argument goes, should be based
on information, logic and calm cool reason, with emotions kept to a minimum. But it is
unrealistic to suppose that emotions can be checked at the door when you arrive at work.
Some people may assume, for a variety of reasons, that emotional neutrality is an ideal, and
try to keep feelings out of sight. Such people work and relate in a certain way: usually they
come across as rigid, detached or fearful, and fail to participate fully in the life of the
workplace. This is not necessarily bad in some situations, but it is usually not good for an
organization for such people to move into management roles. The same would betrue for
people who emote excessively, who tell you how they feel about everything. Simply being
around them can be exhausting. Developing emotional intelligence in the workplace means
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acknowledging that emotions are always present, and doing something intelligent with them.
People vary enormously in the skill with which they use their own emotions and react to the
emotions of others and that can make the difference between a good manager and a bad one.
It‟s not overly egalitarian to suggest that most professionals, managers and executives are
fairly smart people (of course there can be glaring exceptions), but there can be a huge
difference in how well they handle people. That is, the department manager may be a genius
in technical, product or service knowledge and get failing marks in terms of people skills.
5. Stress At Workplace:
Stress is recognized worldwide as a major challenge to workers health and the healthiness of
organizations. Stress can be brought about by pressures at home and at work. Stress can be a
real problem to the organization as well as to the workers. Robbins and DeCenzo (2007) have
divided the stress factors in organizations into two important personal and organizational
categories and also In the case of personal factors there is evidence that showed that
employees‟ characteristics influence their sensitivity against stress. Good management and
healthy work environment are the best forms of stress prevention. If the employees are
already stressed, their managers should be aware of it and also know how to help. Employers
cannot usually protect workers from stress arising outside of work, but they can protect them
from stress that arises through work. Work related stress is the response people may have
when presented with work demands and pressures that are not matched to their knowledge
and abilities and which challenge their ability to cope. Stress occurs in a wide range of work
circumstances but is often made worse when employees feel that they have little support from
supervisors and colleagues and where they have little control over work demands and
pressures. Stress results from mismatch between demand and pressure on the person on one
hand, and their knowledge and ability on the other. It challenges their ability to cope with the
work. It includes not only situations where pressure of work exceed the workers ability to
cope but also where the workers knowledge and ability are not sufficiently utilized and that
becomes a problem.
The workplace had become a high stress environment in many organizations cutting across
industries. Employees were experiencing high level of stress due to various factors such as
high workload, tight deadlines, high targets, type of work, lack of job satisfaction, long
working hours, pressure to perform, etc. Interpersonal conflicts at the workplace, such as
boss-subordinate relationships and relationships with peers, were also a source of stress.
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Experts believed that the dysfunctional aspects of stress could directly impact an
organization‟s performance and also affect the well-being of its employees. Stress at the
workplace was linked to absenteeism, higher attrition, and decreased productivity. Stress led
to fatigue, irritability, poor communication, and quality problems/errors. High stress levels
also affected the morale and motivation of the employees. Prolonged exposure to stress
without effective coping mechanisms could lead to a host of physical and mental problems.
For instance, stress could lead to stress-induced gastrointestinal problems, irritable bowel
syndrome, acidity, acid reflux, insomnia, depression, heart disease, etc. Moreover, stress
could push the victim toward high risk behavior such as smoking, drinking, and substance
abuse. Stress-related illness led to increase in absenteeism and attrition affecting the
profitability of the organizations.
Organizations cutting across industries were gearing up to provide employees with a stress-
free healthy environment. The efforts to address this issue were more pronounced in some
industries than others. Experts felt that, though stress at the workplace is a global
phenomenon, professionals in some industries were more susceptible to stress than others. In
India, organizations had woken up to this menace and were resorting to novel methods
including teaching the employees dancing and music, trekking, etc, to reduce stress at the
workplace. Tata Consultancy Services Ltd. had started different clubs like Theatre Club,
Bibliophile Club, Adventure & Trekking Club, Fitness Club, Sanctuary Club, Music Club
and Community Services Club, etc. Infosys Technologies Ltd. focused on increasing self-
awareness and provided the employees with guidance on how to cope with stress through a
series of workshops by experts. In addition to conducting stress management workshops,
organizations were also conducting off-site picnics, games, and inter-departmental
competitions. Some companies were also using a system of mentors and promoted open
communication to improve interactions and camaraderie at the workplace. Employees in most
of the established companies had access to in-house counseling centers. Some companies had
also employed nutritionists to provide healthy food at the office canteens and counsel the
employees on healthy eating habits and lifestyle. Some companies were also considering
employing psychologists to counsel their employees. Experts felt that organizations were
resorting to creative methods to address the issue of stress at the workplace, but more action
was required on this front, both in terms of assessment of the situation and implementation of
concrete steps to tackle the problem.
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6. Effects of Stress on Health and Performance:
Emotional Intelligence was poorly correlated with health status. According to the presented
model, the relationship between experienced job related stress and health outcomes was
investigated. The higher the level of stress experienced the worst the health, which means
higher, level of somatic complaints, anxiety/insomnia and depression symptoms.
Figure.2. Theoretical model of Emotional Intelligence, Stress at workplace and
Health Status (Oginska- Bulik, N. 2005)
Work stress – related factors as overloaded, lack of rewards and uncertainty in the workplace
co-related most strongly with the health status. The impact of stress on the mental and
physical health of the individual has been well documented (Cooper, 1994; Cooper &
Marshall, 1976; Quick & Quick, 1984). Stress can manifest itself in numerous ways. A range
of somatic and mental ailments such as, tension headaches, allergies, back problems, colds
and flu, depression (Arroba & James, 1990), anxiety, irritation, tension and sleeplessness
(Cooper, Cooper & Eaker, 1988) and may lead to health compromising coping strategies such
as increased consumption of cigarettes, alcohol and drugs (Quick, Nelson & Quick, 1990).
Chronic exposure to stress may have even very serious consequences such as cancer, heart
disease, respiratory illnesses, strokes, arthritis, ulcers and high blood pressure (Quick, Nelson
& Quick, 1990; Cooper, Cooper & Eaker, 1988). However, all individuals do not develop
such problems in face of stress.
Stress does not have the same impact on every one. There are individual differences in
coping with stressful situations. Some people go to pieces at the slightest provocation;
while others seem unflappable even in extremely stressful conditions ; It is here
Emotional Intelligence (EQ) come to our rescue and guide us to respond appropriately
EMOTIONAL INTELLIGENCE STRESS AT WORKPLACE
HEALTH STATUS
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to different stressors. EQ helps you to cope with stressful situations. Stress Management
therefore largely depends upon striking on emotional balance between a potential
stress condition and your reaction to it.
7. Review of Literature:
Emotional intelligence, an essential factor is responsible for determining success in
life and psychological well-being, seems to play an important role in shaping the
interaction between individuals and their work environment. Goleman (2004) thinks that
emotional intelligence is a skill that anyone who owns it tries to control his life with self
awareness and improve it with self management and perceives its effects through sympathy
or by managing the relations he tries to improve his or others‟ moral. Mayer et al., (2001)
think that emotional intelligence is the ability of cognition (Gardner, 2005), evaluation and
expressing emotions, the ability of controlling emotions to improve the growth of emotion
and ration. Bar-On (2000) has stated that emotional intelligence is a factor of abilities,
adequacy, and unknown skills that affects the ability of individual to succeed in overcoming
stress and environmental stress. Emotional intelligence is the ability of expressing feeling,
expressing, understanding, and sentiment regulation. An employee with high emotional
intelligence can deal with work environment stress. (Cooper, C.L.,et al.,2001). EI
significantly contributes to reducing occupational stress by better identifying feelings of
frustration and stress and, consequently, regulating those emotions (Cooper & Sawaf, 1997).
Slaski and Cartwright (2002) found that managers high in emotional intelligence revealed
less subjective stress and had better physical and psychological well-being. Similarly,
Gardner and Stough (2003) revealed negative relationship between EI and occupational
stress. In another study, Bar-On et al. (2000) indicated that police officers scored significantly
higher on emotional intelligence were less vulnerable to experienced stress and better coped
with it. In turn, Reilly (1994) in a study of hospital nurses, identified negative correlation
between EI and burnout syndrome. Similarly, Duran and Extremera (2004), in their study
including professionals employed in institutions for people with intellectual disabilities,
revealed a significant relationship between emotional intelligence and burnout syndrome, and
personal accomplishment in particular.
The study conducted by Oginska et al., (2005) which was aimed to explore the
relationship between emotional intelligence and perceived stress in the workplace and
health-related consequences in human service workers. The results confirmed an
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essential, but not very strong, role of emotional intelligence in perceiving occupational
stress and preventing employees of human services from negative health outcomes.
They concluded that the ability to effectively deal with emotions and emotional
information in the workplace assists employees in coping with occupational stress
therefore, it should be developed in stress managing trainings.
Emotional intelligence has a central role in aggressive behaviors and workplace stress. There
is a negative correlation between emotional intelligence and violence, and bullying and
harassing. Emotional intelligence may effectively result in solving the problem of bullying in
the organizations (Cartwright and Constantinos, 2008). It is also maintained that emotional
intelligence can help people govern their negative feelings appropriately and consequently
reduces stress. People with high emotional intelligence have considerably less stress and
enjoy more healthy body and mind (Gill, 2010).
Emotional intelligence (EI) is one among them that can potentially moderate the effect of
stress. For example, researchers have demonstrated that EI is related with lower level of
stress and reduced chance of its adverse consequences (Duran & Ray, 2004; Hunt & Evans,
2004; Naidoo & Pau, 2008; Pau and Croucher , 2003). Pau and Croucher (2003) observed in
their study that lower levels of EI (particular ability to regulate mood) was associated with
higher levels of perceived stress. Emotional intelligence has been found to be positively
correlated with measures of psychological well-being such as life satisfaction and happiness,
while associations with measures of mental ill-health such as depression, stress and loneliness
have been found to be negative (Austin, Saklofske, & Egan, 2005; Dawda & Hart, 2000; Day,
Therrien, & Carroll, 2005; Palmer, Donaldson, & Stough, 2002; Saklofske, Austin, & Minski,
2003; Schutte et al., 1998; Slaski & Cartwright, 2002).
Abraham (2000) deliberated that the social skills component of Emotional Intelligence is
related to positive interpersonal relationship and it increases the feeling of job satisfaction
and decreases the occupational stress, and further stated that these social skills foster
networks of social relationships which in turn increase an employee commitment to the
organization. Chabungbam (2005) Advocated that by developing Emotional intelligent one
can build a bridge between stress and better performance. The effects of stress are costly to
both organization and employee, if left unattended within a given frame of time. Regular
administration of Emotional intelligence abilities can help employees at workplace to control
impulses and persist in the face of frustration and obstacles prevent negative emotions from
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swapping the ability to think, feel motivated and confident and accurately perceive emotions,
to empathize and get along well with others. Darolia and Darolia (2005) Studied the role of
Emotional Intelligence is coping with stress and Emotional control behaviour. The research
clearly established that Emotional intelligent people, who are able to understand and
recognize their emotions, manage themselves appropriately. So that their impulsiveness and
aggression is kept under control in stress situation. Duran and Extremers (2004) in their study
including professionals employed in institutions for people with intellectuals disabilities,
revealed a significant relationship between EI and Burnout syndrome and personal
accomplishment in particular. The data clearly indicated that EI expressed in the ability to
recognize, /express and control emotions may have impact on the perceived job stress and
consequences of experiences stress. Gohm, Corser and Dalsky (2005) led an investigation
among 158 freshmen to find an association between Emotional Intelligence and Stress,
considering personality as a moderating variable. The results suggested that as Emotional
Intelligence is potentially helpful in reducing stress for some individuals, but necessary or
irrelevant for others, it may be because they have average Emotional intelligence, but do not
appear to use it, presumably because of lack of confidence in their emotional ability. Slaski
and Cart Wright(2002) Investigated the relationship between measures of emotional quotient,
subjective stress, distress, general health and morale, quality working life and management
performance of a group of retail managers, significant correlations in the expected directions
were found, indicating the managers who scored higher in emotional quiet suffered less
subjective stress, experienced better health and well being and demonstrated better
management performance. Singh and Singh (2008) investigated the relationship as well as
impact of Emotional intelligence on to the perception of role stress of medical professionals
in their organization lives. The study was conducted on a sample size of 312 medical
professionals consisting of 174 male and 138 female doctors working in privately managed
professional hospital organization. The findings of the study indicated that no significant
difference in the level of Emotional Intelligence and perceived role stress between gender,
but significantly negative relationships of Emotional Intelligence with organizational role
stress for both the genders and medical professional as a whole. Shahu and Gole (2008) drew
attention on organizational stress which they said commonly acknowledged to be a critical
issue for Managers of Manufacturing companies. Their study examined the relationship
between job stress and job satisfaction and performance among 100 Managers. Their findings
of the study to suggest that higher stress level are related to lower performance, where as
higher job satisfaction indicates higher performance.
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The data clearly indicated that EI expressed in the ability to recognize, express, and control
emotions may have impact on the perceived job stress and the consequences of experienced
stress. It is expected that subjects with high level of emotional intelligence (one of the
personal resources) will perceive their work environment as less stressful and they will
experience less negative health consequences. The buffering role of emotional intelligence
was also investigating in this study. The aim of present research is to study the role of
emotional intelligence in managing work stress among employees at workplace .
8. Objectives:
This study is an attempt to find out the role emotional intelligence plays in managing
stress among employees at work place and the objectives of this study are below:
i. To investigate the role of emotional intelligence in managing stress among
employees at workplace.
ii. To find out the relationship between emotional intelligence and stress at
workplace.
iii. To examine genders differentiation of emotional Intelligence plays an important
role in managing stress at workplace.
The hypotheses of the study were:
i. There is a negative correlation between emotional intelligence and stress at
workplace.
ii. There may be emotional intelligence moderating effects on stress among
employees at workplace.
9. Method:
The present study was used exploratory and descriptive research. The 60 sample was
randomly selected from Aon Hewitt in Delhi & NCR region. The participants were consisted
of senior level and mid level associates within the company. The senior level associates are
managers in the company whereas mid level associates are senior executives in the company.
The primary data in quantitative nature were collected by standardized questionnaire of
Emotional Intelligence Scale and Stress Inventory Scale. The participants took initiative and
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showed a positive attitude toward the entire procedure of data collection. The data has been
collected from both males (39) and females (21) in the company.
10. Instrument:
For data collection researchers were used two instruments for the measures of results in the
present study such as 1.The Emotional Intelligence scale was designed and developed by
Professor N.K Chadha and Dr. Dilip Singh. It consisted of a set of 22 questions which were
divided into three dimensions of emotional Intelligence namely, Sensitivity, Maturity and
Competency and each consisted of a couple of situations that helped to identify the
participants emotional intelligence. Each situation has four sets of options to choose from,
each of the options holds scores ranging from 5 – 20. The procedure of interpretation is based
on the following percentile table: P-90 Extremely High EQ, P-75 High EQ,P-50 Moderate
EQ,P-40 Low EQ, P-20 Future Dependent. 2. The Stress Inventory Scale was designed and
developed by Gerard Hargreaves from Stress Management: The Essential Guide to Thinking
and working Smarter. This scale has 15 situation based questions that are scored from 1 – 5.
This scale uses scoring method as below: 1 Never ,2 Seldom ,3 Sometimes ,4 Often, 5 Nearly
all the time The procedure of interpretation is based on the below cut off score:15-30:
experiencing little pressure at work but general in control (Low Stress),31-45: good level of
control, situations may cause stress occasionally (Moderate Stress),46-60: often feel under
pressure and out of control (High Stress),61-75: high level of pressure and feel out of control
(Extremely High Stress) .
11. Results:
In order to measure the Emotional Intelligence we have use Emotional Quotient(EQ) which is
based on three dimentions namely, sensitivity, competence and maturity. These dimension
are compared and measured on the basis of male and female and how they behave under
these situations.
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Emtional Intelligence :
11. 1. Sensitivity Level:
Figure 1: Sensitivity level males & Females– Dimension of Emotional Intelligence
Figure 2: Overall Sensitivity level –Dimension of Emotional Intelligence
Interpretations: Figure 1& 2
The above figures represent that the level of sensitivity among male and females. The x axis
shows sensitivity level and y axis shows the corresponding response rate. It can be seen that
sensitivity among male is higher as compared to the females. The overall of sensitivity level
of males & females which indicate that 43% is extremely high, 12 % is high, 35% is
Moderate and 10 % is Low.
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11. 2. Maturity Level:
Figure.3: Maturity Level males & females - Dimension of Emotional Intelligence
Figure 4: Overall Maturity Level – Dimension of Emotional Intelligence
Interpretations: Figure 3 & 4
Figures 3 and 4 showed that the maturity level among males and females. The x axis shows
maturity level and y axis shows corresponding response rate. It clearly states that the maturity
level among males is higher than females. The overall percentage of maturity levels among
males and females that are 2% is Extremely High, 70% High , 23% Moderate and 5% Low
in respectively.
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11. 3. Competency Level:
Figure 5: Competency Level of males & females - Dimension of Emotional Intelligence
Figure 6: Overall Competency Level – Dimension of Emotional Intelligence
Interpretations: Figure 5 & 6
Figures 5 and 6 indicated that the competency level among males and females. The x axis
represents level of competency and axis y represents the response corresponding rate. It states
that in terms of competency males counter parts are higher than females. The overall
percentage of competency level among males and females are 68% is Extremely High, 25%
is high, 4% is Moderate, and 3 % is Low.
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11. 4. The Overall EQ Level Of Males And Females:
Figure 7: Overall Percentage of Emotional Intelligence
Interpretations: Figure 7
The result reflects that the total percentage of EQ level among males and females that are
53% is Extremely High EQ, 42 % is High EQ, 3 % is Moderate EQ, and 2 % is Low EQ.
Figure 8: EQ level of Males & Females
Interpretation: Figure 8 The results pointed out that EQ level between males and females
in that to correspondence males counterpart is higher than females counterparts.
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11. 5. Overall Stress Level Of Males And Fmales:
Figure.9 Overall perentage of stress level
Figure 10: Stress Level of Males & Females
Interpretations: Figure. 9 & 10
Figure 9 represented the total percentage of stress level of males and females that 2 % is
Extremely High Stress, 3 % is High Stress, 72 % is Moderate Stress, and 23 % is Low Stress.
Figure 10 showed that stress level among males and females and it‟s indicated that male s
depict higher stress than females.
12. Results Discussion :
To fulfill the main objectives of the present study, the obtained data were subjected to a
number of statistical analysis has required. The results of various analyses have been
presented in separate headings.
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12. 1. Descriptive Statistics:
Table 1 presents the Mean and standard deviations of the observed variables. Descriptive
statistics was worked out to know the pattern of score distribution. Table 1 reveals that the
mean score on Stress is 45.5 with the SD of 19.36 and on Emotional Intelligence (EI) the
mean score is 63.75 with the SD of 22.86. It shows that scores on Stress and Emotional
Intelligence variables the score ranges above average.
SL
No.
Variables Mean S.D.
1 Stress 45.5 19.36
2 Emotional Intelligences (EI) 63.75 22.86
Table 2: Mean and Std. Deviation
12. 2. Correlations
Correlations among the two variables was aimed at examining the degree of
association between the measures of stress and emotional intelligence. A careful
inspection of inter-correlation matrix (Table - 3) reveals that the variables correlate
significantly with each other. The inter-correlation between stress and Emotional
Intelligence shows that the people who stress more represent less emotional
intelligence; this means more stress having more chances of representing less
emotional intelligence. Here the correlation between the both is negative but
significant which shows that the people with low EQ (Emotional Intelligence) are
having high stress, so it can be said that there is a negative association between the
both. The correlation between stress and Emotional Intelligence (EQ) is negative but
significant.
Variables Stress EI
Stress 1.00 -0.65**
EI -0.77**
1.00
** Correlation is significant at the 0.01 level.
Table 3: Inter- Correlation Matrix
12. 3. Regression Analysis:
Regression analysis was computed to understand the relationship between dependent variable
and a set of independent variables. The results of regression analysis for the independent
variable Emotional Intelligence (EI) are presented in table 4. It is clear from the results that
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the regression analysis accepted both (EI and stress) the variables as a significant moderates o
Emotional Intelligence. In Overall both the predictors contributed Multiple R of . 0.987. The
F ratio computed for the significance of multiple R is 81.66, which is significant at .001
probability level.
Multiple R. 0.987
DF SS MS
R Square 0.976
Regression
1 1098.108
1098.108
Adjusted R Square 0.964 Residual
2
26.89243
13.44622
Standard Error
3.666 F 81.66667 P <.001
Observation 4
Table 4: Final Summary of Regression Analysis
13. Conclusion:
The study was conducted to find out the role of emotional intelligence in managing stress
among employees at workplace. After analyzing the results shows that emotional intelligence
correlates negatively with stress and emotional intelligence will be predicted through levels
of stress, is partially conformed. The findings of the present study indicates that the low and
high level of emotional intelligence establish relationship to some extent with stress.
Negative correlation of emotional Intelligence with stress highlights that emotional
intelligence will prove helpful tool in dealing with stress at workplace. The studies conducted
by Oginska et al., (2005), Matthews et al., (2002), Montes-Berges et al., (2007), Naidoo et al.,
(2008) etc, also reveals similar results. So it can be said that 'emotional intelligence,' is the
ability to restrain negative feelings such as anger, self-doubt, stress, anxiety and instead focus
on positive ones such as confidence, empathy and congeniality. So one should emphasize on
developing emotional intelligent to overcome stress at workplace and to get success in life.
This study has helped me to understand the importance of emotional intelligence, effects of
stress on work and life, importance of the three dimensions (Sensitivity, Maturity and
Competency) in building emotional intelligence among people. Therefore, there should be a
balance of the two variables in our lives. I therefore, would like to recommend, that there
must be initiative taken by both employee and the employer to help built emotional
intelligence within the organization. There should be an attempt by the organizations to
conduct such sessions and hold seminars where employees can be thought about the
relationship between emotional intelligence and stress and the negative impacts of stress with
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positive impacts of emotional intelligence, the employees must be motivated to undergo such
sessions. Organizations must use emotionally intelligent minds for strategy formation and
smooth functioning process. If the employees will strong emotionally then they will be able
to take handle stress situations in a better manner, take independent decisions in professional
as well as personal lives. In all emotional intelligence will help in employees all round
growth so, it is necessary to have people with strong emotional intelligence.
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