Emotional Intelligence Impact on Managers in Workplace

This research explores the impact of emotional intelligence on managers in the workplace and how it affects their performance. It discusses the importance of emotional intelligence in conflict management and improving relationships. The study recommends strategies for increasing emotional intelligence in the workplace.

EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
21332771
Does Emotional Intelligence have an impact on managers and how does is affect their
performance in the workplace?

1EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
Abstract
“Emotional Intelligence” as the ability to recognise an individual’s own feelings along with the
feelings of others in order to motivate themselves and in order to manage emotions in a better
manner in the workplace relationships. The aim of the research is to analyse the ways in which
Emotional Intelligence have an impact on managers and how does is affect their performance in
the workplace. It was revealed from the research that effective implementation of emotional
intelligence approaches includes having self-awareness, self-management along with effective
relationship management. Moreover, according to the opinion of the retail manager in Aldi, self-
awareness is deemed to be vital in every aspect of life as well as in the workplace, since it
implies that an individual would have an effective understanding of himself as a person and his
relation to the entire world.This is because self-awareness is deemed to impose an impact on
conflicts as the self-aware managers can transform their behaviour as per their subordinates’
perception in order to attain the objective of increasing overall managerial efficiency in the
workplace. Considering research results, it is recommended that increasing emotional
intelligence through encouraging team building, training activities along with increasing social
communication hours between the supervisors and the subordinates can facilitate in addressing
conflicts among them.

2EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
Acknowledgement
I would like to express the deepest appreciation to my committee chair Professor, who has the
attitude and the substance of a genius: he continually and convincingly conveyed a spirit of
adventure in regard to research and scholarship, and an excitement in regard to teaching. Without
his guidance and persistent help this dissertation would not have been possible.

3EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
Table of Contents
Chapter 1: Introduction....................................................................................................................5
1.1. ResearchBackground and Business Issue.............................................................................5
1.2. Business Rationale................................................................................................................6
1.3. Aim and Objectives..............................................................................................................7
1.4. Research Questions...............................................................................................................7
Chapter 2: Literature Review...........................................................................................................8
2.1. Concept of Emotional Intelligence.......................................................................................8
2.2. Elements of Emotional Intelligence......................................................................................9
2.3. Impact of Emotional Intelligence Elements on Subordinates Performance and Conflict
Management..............................................................................................................................11
2.4. Research Gap......................................................................................................................14
2.5. Conceptual Framework.......................................................................................................15
Chapter 3: Research Methodology................................................................................................16
3.1. Research Philosophy and Approach...................................................................................16
3.2. Research Design and its Rationale.....................................................................................17
3.3. Data Collection and Sampling............................................................................................18
3.4. Ethical Consideration..........................................................................................................19
3.5. Limitations..........................................................................................................................19
Chapter 4: Research and Findings.................................................................................................20

4EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
4.1. Interview Findings and Analysis........................................................................................20
4.2. Questionnaire Survey Findings and Analysis.....................................................................23
Chapter 5: Conclusion...................................................................................................................31
Linking Findings with the Literature Review............................................................................31
Chapter 6: Recommendations........................................................................................................35
References......................................................................................................................................37
Appendices....................................................................................................................................41
Interview Questions for Manager..............................................................................................41
Questionnaire Survey for Employees........................................................................................41

5EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
Chapter 1: Introduction
1.1. ResearchBackground and Business Issue
Emotional Intelligence is intended to have an impact on subordinates and it also affects
their performance within the workplace. The elements described within emotional intelligence
such as self-awareness, self-management along with relationship management is evidenced
tohave conflicts within workplace. Considering same, Ahmad et al. (2017) defined emotional
intelligence as the skill of understanding along with managing the emptions along with realizing
the emotions of the people existing within the workplace surrounding. Individuals that perceive
emptions in a better manner can understand the tricky situations in a better manner. This
encompasses evaluating from where the people are coming, their activities along with the ways
in which their personal behaviour is holding them back. Emotion is deemed as a major driver of
human behaviour and lack of realisation of same can make the workplace a confusing place.
It is considered important to be evidenced that in a situation where emotional intelligence
is not incorporated effectively within the workplace it might have a negative impact on the
companies and the relationship between the subordinates and supervisors (Alvesson and
Sköldberg 2017). For this reason, it is important to understand the relevance of building high
emotional intelligence so that better working relationships with the colleagues can be maintained
by the UK retail companies. Effectiveimplementation of emotional intelligence approaches
includes having self-awareness, self-managementalong with effective relationship management.
This is because self-awareness is deemed to impose an impact on conflicts as the self-aware
managers can transform their behaviour as per their subordinates’ perception in order to attain
the objective of increasing overall managerial efficiency in the workplace (Ashkanasy, Zerbe and

6EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
Hartel 2016). Moreover, the findings gathered from the research offers important information for
motivating their employees in enhancing theory work performance, in case it i indicated that the
absence of emotional intelligence affects the communication among them. If the results of this
study are not taken into account it can potentially increase the risk of downward shift towards
inflexibility as well as malfunction of the collaborative relationships along with efficient job
performance in the UK retail companies (Caruso, Bhalerao and Karve 2016).
1.2. Business Rationale
The research revealed that working as a retail company manager can result in several
disagreements under the situation of stress and pressure. The current research has also explained
the rationale of emotional intelligence in developing the ability to perceive, comprehend, manage
other feelings and the emotions in attaining success within the workplace along with attaining
better conflict resolution (Caruso et al. 2015). It has also explained the significant relationship
between the elements of emotional intelligence and along with the subordinates’ styles of dealing
with conflict with its supervisors. Subordinates that have supervisors with
emotionalintelligenceare deemed to employ the integrating style along with the
compromiseapproach of conflict management in the workplace. In addition, within themoments
of pressure is where it is observed to be vital to indicate emotional intelligence that can facilitate
in analysing the emotions that leads employees and supervisors to react. Considering such
business issue faced by the retail companies in UK, the rationale of this research was to analyse
the ways in which emotional intelligence contributes to efficient management along with
employee skills (Choi et al. 2015). The research also has effective managerial implications in
recommending vital skills that can be employed in dealing with conflicts within the workplace

7EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
and enhance exceptional performance. The researchindicates the importance of attaining required
emotional intelligence skills for being accepted within the workplace.
1.3. Aim and Objectives
The aim of the research is to analyse the ways in which Emotional Intelligence have an
impact on managers and how does is affect their performance in the workplace. Aligned with this
research aim, the objectives that are to be attained after accomplishment of the study are
indicated below:
 To evaluate ways in which the five elements of emotional intelligence are incorporated to
positively influence and improve UK retails workforces
 To investigate distinct approaches of emotional intelligence
 To evaluate the ways in which self-awareness can facilitate in attaining better knowledge
regarding the effective ways in which emotional intelligence can be used as advantages in
the stressful situations
 To provide the managers and employees with better understanding on addressing
conflicts facing supervisors and subordinates
1.4. Research Questions
The research questions was developed for recognising the ways in which managers and
employees employ emotional intelligence towards each other along with the in the situation of
conflict that can impact on the business success. The questions developed for the study has
offered suitable answers along with offering evidences to factors that resulted in increasing
emotional intelligence in the workplace of selected Aldi retail company in UK. The research
questions that are to be addressed in accomplishing the study are indicated below:

8EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
 How do the managers include emotional intelligence approaches within employee
interactions?
 What are the conflict types that can take place in case of lack of emotional intelligence in
Aldi?
 In regard to the managers. Do they implement thesimilar emotional intelligence they
might have deployed for the employees?
 What are the ways in which emotional intelligence impose an impact on the overall
performance of Aldi’s business in UK?
Chapter 2: Literature Review
2.1. Concept of Emotional Intelligence
Clarke and Mahadi (2017) defined “Emotional Intelligence” as the ability to recognise an
individual’s own feelings along with the feelings of others in order to motivate themselves and in
order to manage emotions in a better manner in the workplace relationships. Aligning with such
definition, emotional competence is also considered as a learned capability relied on the
emotional intelligence that results in exceptional performance in the workplace. For this reason,
the emotional competence the extent of the potential attained by supervisors and subordinates
within the workplace in performing their on-job capabilities. For instance,Darvishmotevali,
Altinay and De Vita (2018)stated that being a better listener to a depressed subordinate can serve
as an example of emotional competence relied on empathy. These researchers also revealed that
individuals attaining a high emotional intelligence are an inherited or a learned trait. Moreover,
certain emotional intelligence-based training initiatives will only be suitable in case it focuses on
suitable parts of the brain. Desti and Shanthi (2015) also claimed that emotional intelligence is

9EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
resultant from neurotransmitters within a human’s limbic system and it can be learned through
better experiences. For this reason, such training programs needs to encompass limbic systems,
or it might not be highly efficient that will encompass motivation, feedback along with extended
practice. These researchers also revealed that emotional intelligence in contrast to emotional
skills is a broader concept as it includes the manner that emotions inform mental processing. This
is for the reason that emotional skills are focussed on social skills related with emotional
intelligence on emotional transactions between people within social interaction. Hughes (2018)
claimed in their research that subordinates and having high emotional intelligence are able in
increasing the quality along with social interaction effectiveness of social interaction roles with
other individuals.
2.2. Elements of Emotional Intelligence
Giorgi et al. (2016)indicated that Salovey and Mayer's model on emotional intelligence
indicates the way in which its elements are related with the working life. The framework of the
models relied on the five major emotional competence skills are indicated below:
Five Domains of Emotional Intelligence in Emotional Competence Framework
Empathy
Hopkins and Yonker (2015) elucidated
that empathy is focussed on reading an individual’s
own awareness regarding others feelings, concerns
and needs. These competencies ensure social
competence of people where they determine their
ability to handle relationships. The aspects that is
included within this emotional intelligence element
Self-Awareness
Huggins, White and Stahl (2016) revealed that self-
awareness is relied with enhancing personal
competence and such competency decides the
wayindividuals manage themselves. This is
concerned with understanding an individual's
personal status, resources, and preferences along
with intuitions. The aspects included within this

10EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
are understanding and developing others and
service orientation. Hwa and Amin (2016) revealed
that understanding others skill focuses on sensing
other feelings along with perspectives along with
attaining increased interest in their concerns.
Developing othercapabilities is cantered on sensing
others development requirements along with
bolstering their capabilities (Lievens and Chan
2017). Moreover, service orientation is cantered on
recognising, anticipating along with addressing
consumer desires. In addition, leveraging diversity
centres on cultivating opportunities by distinct
types of people and political awareness is
concerned with analysing a group’s emotional
skills and power relationships.
event are emotional awareness, self-confidence and
accurate self-assessment. Karim et al. (2015) stated
that emotional awareness is concerned with
identifying an individual's emotions along with
their impacts. Accurate self-assessment is focussed
on realizing an individual’s limits and strengths.
Moreover, self-confidence is also focussed on
developing an exceptional sense of an individual’s
capabilities and self-worth.
Self-Regulation
Long, Yaacob and Chuen (2016) indicated that
self-regulation of emotional intelligence is
concerned with managing an individual’s internal
states, resources as well as impulses. The aspect
included within this element of emotional
intelligence includes trustworthiness, self-control,
adaptability, innovation and conscientiousness.
Lutchyn, et al. (2015)stated that self-control is
focussed on maintaining disruptive emotions and
impulses in consideration. Trustworthiness is
Social Skills
Lopes (2016) stated that social skills are concerned
with attaining deistic responses from others. This
element includes factors such as influence,
communication, conflict management, leadership,
change catalyst, building blocks, team capabilities
along with collaboration and cooperation. These
researchers also indicated that influence focuses on
wielding efficient strategies for persuasion and
communication based emotional intelligence is
centred on listening openly as well as sending

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considered as maintaining standards of the integrity
and honesty. Adaptability is concerned with
flexibility in dealing with change. Nafukho et al.
(2016) elucidated that conscientiousness is
concerned with taking responsibility or attaining
better personal performance.
convincing messages. Miao, Humphrey and Qian
(2016) explained that conflict management skills
are focused on negotiating as well as resolving
disagreements or conflicts. Moreover, leadership
emotional intelligence ability is centred on
inspiringalign with guiding groups along with
individuals. Change catalysts are centred on
initiating along with managing change and along
with those building blocks nurture the instrumental
relationship among the subordinates and the
supervisors. Vratskikh, Al-Loz and Maqableh
(2016) added that collaboration and cooperation
emotional intelligence abilities supports working
ith others towards attainment of shared goals. In
addition, team capabilities focus on developing
group synergy in attaining the collective gals
within the workplace and indicate exceptional
performance (Zhu et al. 2015).
Motivation
Rode et al. (2017) explained that motivation based
emotional intelligence guides or facilitates
subordinates on the workplace to attain specified
goals. The aspects included within this element
include achievement drive, initiative, commitment
and optimism. Achieving drive is centred on
striving to enhance or address a standard related
with attaining performance excellence. Zhu et al.
(2015) stated that commitment is associated with
aligning with the goals of the organisation or
group, whereas, initiative is observed to be
readiness to act on a particular opportunity and
optimism is deemed as persistence in attaining
goals dispute certain setbacks and obstacles.

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2.3. Impact of Emotional Intelligence Elements on Subordinates Performance and Conflict
Management
According to Darvishmotevali, Altinay and De Vita (2018)it is gathered that through
having exceptional skills on emotional intelligence, the employees can ensure exceptional
subordinates’ performance along with better conflict management in the workplace, particularly
in UK retail companies. These researchers also stated that interpersonal conflict among the
supervisors and the subordinates can be managed through integrating, obliging, avoiding,
compromising and dominating. Conflict management can result in desired organizational
findings likesatisfaction, fairness, effectiveness and efficiency. Darvishmotevali, Altinay and De
Vita (2018)revealed that the dominating leadership style followed with most of the retail
organizations can lead to conflicts in the workplace while emotional intelligence-based
leadership followed in organizations such as integrating, accommodating and obliging can
decrease conflicts within the workplace. An organization is observed to encourage certain
emotional intelligence capabilities such as integrating and problem solving or compromising
behaviour in ensuring increased levels of employee performance.
Darvishmotevali, Altinay and De Vita (2018)revealed positive results of integrating style of
dealing with conflicts like increased benefits for parties along with better and greater satisfaction
of other subordinates. These researchers also confirmed that a model on emotional intelligence
along with conflict management styles has five major components that are significantly
correlated with one another. From previousresearches it is evident that supervisors’ self-
awareness is positively related with their empathy, self-regulation along with social skills.
Darvishmotevali, Altinay and De Vita (2018) indicated that self-regulation is positively related
with social skills and empathy that is positively related with motivation. For better conflict

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management strategy, motivation is positively related with problem solving strategies. It was
also revealed that emotional intelligence on supervisors was positively related with use of
compromising; integrating along with dominating styles of dealing with conflict management
with subordinates and the integratingstyles can be most effective in conflict management.
Moreover, it is also suggested by previous researches that employees with high emotional
intelligence capabilities have exceptional capability to control emptions along with
relaxingcolleagues’ emotions in any conflict situations. Darvishmotevali, Altinay and De Vita
(2018)claimed that through attaining such skills, the subordinates and the supervisors tend to
indicate cooperative rather than uncooperative behaviours signifying preferences for avoiding
along withdonating conflict management styles.
Darvishmotevali, Altinay and De Vita (2018)stated that emotional intelligence has an
important role in the conflict management and employee performance behaviours in the
workplace. This is for the reason that better solutions in business concerns might require
compromise that requires a capability to regulate along with recognise emotions. Effective and
suitable conflict and workplace employee performance depends strongly on the individuals’
skills in self-management along with capabilities inrecognise constructive employee
performance solutions. Darvishmotevali, Altinay and De Vita (2018)indicated that employees
those can suitable perceive as well as manage their individual feelings or emotions can manage
conflict in a better manner and function in a better manager through being motivated in attaining
better job performance in the workplace. In addition, integrating and with compromising
emotional intelligence capabilities are advantageous in improving job performance at the time
both the supervisors and the subordinates can attain better organizational performance.
Additionally, the emotional intelligence skills developed among the employees of the

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organizations can increase efficacy along with appropriateness for attaining functional job
performance results. For this reason, Darvishmotevali, Altinay and De Vita (2018)assumed that
emotionally intelligent employees generally prefer more cooperative and favourable conflict
resolution and workplace performance behaviour.
The problem solving and collaborative emotional intelligence strategies facilitates in
developing a trait of openness which the employees are encouraged to express their feelings and
ideas through using any information in maximising the performance benefits. Employees with
emotional intelligence capabilities are highly creative in their job activities and tend to have
higher job satisfaction. Darvishmotevali, Altinay and De Vita (2018)added that employees with
emotional intelligence capabilities as per the five major elements are likely to express their ideas
as well as feelings directly, deal with workplace conflict along with maintaining effective
communication of the desire in resolving the conflict for certain mutual benefits and attempts to
develop innovative and creative performance in the organizational problems. These researchers
also elucidated that through becoming emotionally intelligent employees they can inspire
themselves to solve their own retention and morale concerns, enhance information flow along
with attaining the opportunity to work better in attaining business objectives. Darvishmotevali,
Altinayand De Vita (2018)confirmed that employees’ emotional intelligence attains a set of
characteristics that is needed to be controlled in a better manner through eliminating negative
emotions such as instability, as this can serve as an effective way in increasing workplace
efficiency. Additionally, emotional intelligence can also improve employee performance in
workplace through developing open and honest communicating abilities among them.

15EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
2.4. Research Gap
From analysing the previous research existing on the impact of emotional intelligence on
performance and conduct management it has been gathered that there is a research gap in
analysing the cause of emotional intelligence elements at work in resolving the conflicts among
employees and the ways in which attaining such skills can facilitate in improving performance of
the employees in the workplace in UK retail business environment. Focussing on such
researcher’sgap, the current research will provide useful managerial implications for retail
companies in UK, particularly to Aldi in employing effective emotional intelligence strategies
for better conflict management among subordinates and supervisors along with enhancing
performance of employees.
2.5. Conceptual Framework
The figure below indicates the conceptual framework of the research based on which it
will be analysed whether improvement in the emotional intelligence aspects such as self-
awareness, self-regulation, empathy, social skills and motivation has positive impact on conflict
management and workplace performance. From analysing the relationship indicated in the
conceptualframework below, the research will evaluate the emotional intelligenceapproaches
existing within Aldi along with their impact on conflict and performance management. From
analysing the conceptualframeworkout is gathered that in the current era, new ideas regarding
measuring management potential within emotional intelligence skills are emerging.
Darvishmotevali, Altinay and De Vita (2018)also added that employees can turn out to be highly
effective participants by means of increasing their social interaction skills.
Workplaceenvironment is also a place where employees can learn regardingbehaviour and
emotions that has increased significance on the organizational performance and managing

16EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
effective relationships between subordinates and supervisors. These researchersalso evidenced
those individualswith high emotional intelligence capabilities teds to attain increased empathetic
perspective talking along with self-motoring within social conditions. Moreover, these
individuals also tend to have higher social skills, cooperation towards partners, increased
affection levels in relationships within organization and better workplace satisfaction.
Darvishmotevali, Altinay and De Vita (2018)added that emotional intelligence can be viewed as
desire quality that results in higher interpersonal interaction. Considering this view, it can be
evidenced that individuals with high emotional intelligence can be better in social interaction and
highly skilful in motivating employees in attaining theory organisational and personal goals, aim
and missions of companies.
Figure 1: Conceptual Framework
(Source: Authors Note)
EmpathyMotivationSocialSkills

17EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
Chapter 3: Research Methodology
3.1. Research Philosophy and Approach
The research philosophy selected is interpretivist as this is considered suitable in attaining
the researchfindings. Moreover, this researchphilosophy is deemed applicable as the purpose of
the study is to analyse distinct emotional intelligence theories along with observing their
effectiveness in the subordinate’s everyday work life (Flick 2015). The study also investigated
the ways in which emotional intelligence differentiates among the managers and employees.
Such results will result in already provided information and such information will be contributed
through employing interpretivist as the ideology in the selected researchphilosophy. The research
that was conducted was based on inductive philosophy for the reasonthat it was based on the UK
retail companies and has offered relevant information on the ways in which emotional
intelligence among the employees and managers differ (Kumar 2019).
The research approach that was selected for this research is qualitative as it facilitated the
researcher in attaining relevant meanings, concepts as well as characteristics regarding the ways
in which emotional intelligence is distinct in case of managers and employees. Considering
same, qualitative research strategies offer effective perspectives which can prompt recall of such
common or partially forgotten sounds, sights and smells. To understand the impact of emotional
intelligence of personal lives, qualitative researchapproach implementation is deemed necessary
(Mackey and Gass 2015). This is for the reason it offers a detailed insight along with valuable
perception regarding the ways in which emotional intelligence differs among the subordinates.

18EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
3.2. Research Design and its Rationale
The research design that was selected in this research is observational method as the
results are considered to be descriptive that is not possible to be duplicated. This research design
selection has also facilitated the researcher to observe the behaviour of the managers in order to
gather an in-depth data on the ways in which emotional intelligence can have an impact on the
subordinates in the retail workplace (Alvesson and Sköldberg 2017). This can facilitate in
observing the ways in which emotional intelligence can be applied in the times of conflict along
with contrasting their responses for generating a detailed data needed for the research. For
attaining a detailed knowledge on the researchtopic, the research has considered employing a
single case study in interviewing the selected respondents.
3.3. Data Collection and Sampling
Qualitative data collection method was employed in this research as it has facilitated the
researcher in developing a real sense of an individual’s understanding of a situation. It has also
facilitated in offering better insight into the identified business issue that supported in developing
suitable ideas for attaining relevant insight on the issue (Alvesson and Sköldberg 2017).In
qualitative data collection method, relevant data was gathered from conducting interviews with a
retail manager in Aldi Retail Company in UK. Moreover, these participants were selected for the
interview as they facilitated the researcher in collecting detailed information regarding the ways
in which emotional intelligence can have impact on subordinates along with affect their
performance within the workplace. Moreover data has also been gathered through surveying 10
employees from different retail companies in UK.
Considering same, survey questions were developed in gathering relevant data from these
selected employees regarding the ways in which emotional intelligence is dealt with and

19EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
employed in the situation of stress within the workplace (Alvesson and Sköldberg 2017). The
questionnaire for the employees and the managers will include questions on the ways in which
five elements of emotional intelligence are incorporated that can facilitate in positively
influencing the workforce of retail companies in UK in performing better. It will also collect data
on distinct approaches of emotional intelligence and the ways in which self-awareness can
facilitate in attaining better knowledge regarding the effective ways in which emotional
intelligence can be used as advantages in the stressful situations. Thefindings that are gathered
from the data collection process facilitated the researcher in offering suitable recommendations
for the employees, managers and the researchers (Alvesson and Sköldberg 2017).
3.4. Ethical Consideration
In carrying out research on analysing the ways in which Emotional Intelligence have an
impact on managers and how does is affect their performance in the workplace, the researcherhas
focused on abiding by suitableethical code of conduct in conducting tasks in several data
collection processes (Silverman 2016). Moreover, validity of the secondary data collection
sources is also ensured by the researcher as it secondary data has been gathered from varied and
different valid as well as authentic sources having recently updated information on emotional
intelligenceapproaches in Aldi retail organization in UK. The researcher has also avoided asking
sensitive questions to the participants of the survey and interview process and mutual permission
has been attained from them before persuading to answer the questionnaire. In addition, the
identity of the respondents hasalso not been disclosed due to confidentiality reasons and no such
business use of such statement has been entertained from the reasechers. It has also been ensured
that the researcher has maintained the ethical code of conduct through stating that the study is the
sole work off the researcher and is devoid of ant plagiarised content (Sinha and Kumar 2016).

20EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
3.5. Limitations
Considering that the primary data has been gathered from the managers and employees of
Aldi Retail Company in UK in analysing the effective manners in which emotional intelligence
can be used for addressing conflicts among employees and managers. In such situation, the
reliability of the information serves as major restraint that generates obstacle between the
research findings and the attainment of the exploration (Caruso et al. 2015). The target
participants might have the intention to indicate positive image of the company through no
disclosing vital issues related with application of emotional intelligence within the organization.
Moreover, this limitation has caused issue for the researcher in recognising issues along with
making suitable recommendations to deal with them in addressing conflict between the
supervisors and the subordinates. It has also been recognised that the secondary data gathered
from the study might have been tampered to a certain extent that can impact the quality of the
research along with the study findings (Caruso et al. 2015).
Chapter 4: Research and Findings
4.1. Interview Findings and Analysis
1) How do you feel about yourself awareness regarding losing your temper when you
feel frustrated?
According to the opinion of the retail manager in Aldi, self-awareness is deemed
to be vital in every aspect of life as well as in the workplace, since it implies that an
individual would have an effective understanding of himself as a person and his relation
to the entire world. When an individual becomes self-aware, it becomes possible for him
to identify the strengths and weaknesses and the ways through which they could be

21EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
managed in the workplace. Thus, by becoming self-aware in the workplace, it is possible
to maintain better relationships with the colleagues, superiors and direct reports and as a
result, it leads to the creation of a more harmonious environment. By controlling temper,
the manager of Aldi looks into issues in an objective manner and the role played in
creating them. Moreover, by the manager asks for informal feedbacks from the
immediate supervisors and subordinates to obtain an overview of his personality.
Moreover, the manager has stated that he journals each today for keeping track of
feelings, thoughts and experiences.
2) How do you feel about your self-regulation ability considering difficulty to move on
when I feel frustrated or unhappy?
According to the manager of Aldi, self-regulation is not hiding or masking
emotions; however, recognising and controlling them effectively. This implies not
undertaking rash decisions or over-reaction to a situation; however, remaining rational
and calm. It results in being able to undertake rational decisions based on important
aspects. The individuals having effective self-control normally remain calm even in
stressful situations. This is because they possess the ability of thinking clearly under
pressure along with undertaking sound decisions. The manager believes in reflective
practice, which implies thinking back over certain situations that enables in analysing and
understanding the way previous acts were made and accordingly, corrective measures
could be undertaken for behaving more intelligently in future. Therefore, the manager of
Aldi focuses on reflective practices for improving self-regulation ability.

22EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
3) How do you feel about your motivation ability considering difficulty to focus on
something over the long term?
According to the opinion of the manager of Aldi, if an individual attains success
in motivating others, it is a significant skill that an individual could represent to the
potential employers. In case of managers inspiring an entire team of individuals, the
ability is a requirement. For motivating the staffs working in Aldi, the manager
communicates rewards, benefits or sanctions, if the expectations are fulfilled or not
fulfilled. Moreover, the manager is involved in addressing obstacles or problems limiting
the success of the organisation. For instance, the manager allocates resources related to
professional development to the most motivated employees along with asking for inputs
about departmental goals. Finally, the manager is involved in issuing warnings before
enactment of sanctions and recognising individuals responded in the desired manner.
4) How do you feel about your empathy skills considering difficulty to read other
people's emotions?
According to the manager of Aldi, empathy signifies the recognition of emotions
in others and the ability to place an individual in the shoes of another individual. In case
of the department for which the manager is responsible, the individual puts aside his
viewpoint and tries to view things from the perspective of the other individuals. Based on
the perspective of the other individuals, the manager acknowledges their thoughts and
beliefs. The manager believes that individuals tend to hold different opinions and they
might have sound reasons for holding those opinions. Moreover, the manager of Aldi
thinks that for better coordination, it is necessary to maintain sound relationship with the
co-workers and other colleagues for better functioning of business operations.

23EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
5) How do you feel about your social skills regarding your management of conflict and
negotiations?
The manager of Aldi states that even though verbal communication is a
significant skill, non-verbal communication plays a key role as well. With the help of
body language, eye contact, and facial expressions, it is possible for an individual to
express that the person is an empathetic person who carefully listens to others. Another
important skill that helps an individual interact well with others is listening. An
individual needs to be able to listen carefully to what the employer tells them to do, to
what the colleagues say in a meeting, and to what the employees ask of them. The
individual must listen to clients’ concerns, and express to them that they have understood
them. People respond well to others when they feel they are being heard. Thus, by
implementing social skills in the workplace, it is possible to maintain better relationships
with the colleagues, superiors and direct reports and as a result, it leads to the creation of
a more harmonious environment.
4.2. Questionnaire Survey Findings and Analysis
Findings on Emotional Intelligence Elements Existing among Subordinates
From analysing the survey results in figure 2 it has been gathered that 10 employees
participated in survey and among them around 40% of the respondents stated that they can
recognise their emotions as they experience them. However, just 10% among them disagreed
with the statement and stated that they face issues in analysing their emotions after they
experience them in the workplace environment. From the survey results it has been observed that
in Aldi most of the respondents are observed to have the self-awareness based emotional
intelligence capabilities that facilitates them in understanding their own emotions (Clarke and

24EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
Mahadi 2017). This also incites that in order to be self-aware, they are capable to monitoring
their individual emotions, recognise distant emotional reactions along with correctly recognising
their particular emotion. The employees in Aldi are observed to be self-aware in recognising the
relationships between things they feel and the manner in which they behave. These employees
are also able to recognising their limitations and strengths that make them to develop capabilities
of having openness to ne experiences and information along with learning from their interaction
with others in the workplace surrounding. It has been revealed from the survey results that the
self-awareness facilitates in increasing confidence among themselves along with their abilities
along with being aware reading the way other superiors perceive them (Clarke and Mahadi
2017).
Figure 2: Self Awareness
(Source: Authors Creation)
Figure 3 indicates the survey results regarding self-regulation among the employees of
Aldi. The results of the survey indicated that more than 50% of the participants agreed with the
statement that they know the ways to calm them down at the time they feel upset and anxious in

25EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
the workplace environment. However, just 10% of the survey participants stated that they are
dealing with issues regarding managing their anxiousness in workplace surrounding while
performing job activities and communicating with the supervisors (Hopkins and Yonker 2015).
From analysing the survey results it has been gathered that most of the employees in Aldi are
aware of their own emotions along with having positive impact on others. From such results it
has been evident that in emotional intelligence, self-regulation facilitates in managing and
regulating their emotions and self-regulation is focussed on expressing their emotions in a better
manner. As most of the employees in Aldi are skilled in self-regulation and therefore they are
flexible along with adapting to change in a better manner in the company. Attaining such
emotional intelligence skills facilitates the employees in ensuring their better job performance
along with decreasing chances of conflict in a better manner (Hopkins and Yonker 2015).
Figure 3: Self-Regulation
(Source: Authors Creation)
From analysing the survey results in the figure 4, it has been gathered that among 10
survey participants 50% of them indicated that they set long term goals and review the process

26EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
on a regular basis. This signifies their motivation skills that support them in performing job
effectively and maintaining better relationship with the supervisors. However, just 10% of the
respondents stated that they face difficulties in getting their long term goals along with reviewing
them on a constant basis.
The individuals having effective self-control normally remain calm even in stressful
situations. This is because they possess the ability of thinking clearly under pressure along with
undertaking sound decisions. The managers of the organisation believes n reflective practice,
which implies thinking back over certain situations that enables in analysing and understanding
the way previous acts were made and accordingly, corrective measures could be undertaken for
behaving more intelligently in future. Therefore, the managers of Aldi focus on reflective
practices for improving self-regulation ability.
Findings on Emotional Intelligence Elements Impact on Improving Performance of
Subordinates
Figure 4: Motivation

27EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
(Source: Authors Creation)
On asking questions regarding employee’s empathy skills, it has been gathered that 4
among 10 survey respondents indicated that they can effectively use their active listening skills
when people speak to them in the workplace surrounding. Conversely, 10% of the overall
respondents stated that they face difficulties in maintaining effectiveness in their listening skills
because of which they face conflicts with the supervisors.
According to the employees of Aldi, for motivation empathy is crucial and it signifies the
recognition of emotions in others and the ability to place an individual in the shoes of another
individual. In case of the department for which the manager is responsible, the individual puts
aside his viewpoint and tries to view things from the perspective of the other individuals. Based
on the perspective of the other individuals, the manager acknowledges their thoughts and beliefs.
The manager believes that individuals tend to hold different opinions and they might have sound
reasons for holding those opinions. Moreover, the management of Aldi thinks that for better
coordination, it is necessary to maintain sound relationship with the co-workers and other
colleagues for better functioning of business operations.

28EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
Figure 5: Empathy
(Source: Authors Creation)
In analysing the survey results, it has been gathered that 40% of respondents among the
10 participants stated that they did not feel struggle to build rapport with others. However, 20%
of the overall respondents agree with the fact that they faced issues in developing rapport with
others. Due to this reason, these employees of Aldi are dealing with issues related with
maintaining effective communication with colleagues and upper management that is further
affecting their performance within the workplace (Darvishmotevali, Altinay and De Vita 2018).
An individual needs to be able to listen carefully to what the employer tells them to do, to
what the colleagues say in a meeting, and to what the employees ask of them. The individual
must listen to clients’ concerns, and express to them that they have understood them. People
respond well to others when they feel they are being heard. Thus, by implementing social skills
in the workplace, it is possible to maintain better relationships with the colleagues, superiors and
direct reports and as a result, it leads to the creation of a more harmonious environment.

29EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
Figure 6: Social skills
(Source: Authors Creation)
From analysing the survey results on self-awareness, it has been gathered that 50%
among 10 respondents agreed with the statement that they realise their own strengths and
weaknesses and work accordingly in managing identified weakness to improve their work
performance and managing conflict with the superiors. Conversely, it has also been gathered that
10% of the respondents strongly disagreed with the statement that they are not able to analyse
their weaknesses and strengths.
Even though verbal communication is a significant skill, non-verbal communication
plays a key role as well. With the help of body language, eye contact, and facial expressions, it is
possible for an individual to express that the person is an empathetic person who carefully listens
to others. Another important skill that helps an individual interact well with others is listening.
An individual needs to be able to listen carefully to what the employer tells them to do, to what
the colleagues say in a meeting, and to what the employees ask of them. The individual must
listen to clients’ concerns, and express to them that they have understood them. People respond
well to others when they feel they are being heard. Thus, by implementing social skills in the
workplace, it is possible to maintain better relationships with the colleagues, superiors and direct
reports and as a result, it leads to the creation of a more harmonious environment.

30EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
Figure 7: Self Awareness
(Source: Authors Creation)
From analysing the survey results it has been gathered that mong the 10 survey
participants, 40% of them strongly agreed that they prefer Aldi to introduce certain emotional
intelligence training programs that can support them in developing necessary skills on better
conflict and management with subordinates within the workplace. However, 10% of the survey
participants strongly disagreed that training programs are not that necessary in developing their
emotional intelligence skills.
If an individual attains success in motivating others, it is a significant skill that an
individual could represent to the potential employers. In case of managers inspiring an entire
team of individuals, the ability is a requirement. For motivating the staffs working in Aldi, the
manager communicates rewards, benefits or sanctions, if the expectations are fulfilled or not
fulfilled. Moreover, the manager is involved in addressing obstacles or problems limiting the
success of the organisation. For instance, the manager allocates resources related to professional
development to the most motivated employees along with asking for inputs about departmental

31EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
goals. Finally, the manager is involved in issuing warnings before enactment of sanctions and
recognising individuals responded in the desired manner.
Figure 8: Emotional Intelligence based Recommendations
(Source: Authors Creation)
From the above chart, for motivating the staffs working in Aldi, the organisation communicates
rewards, benefits or sanctions, if the expectations are fulfilled or not fulfilled. Moreover, the
manager is involved in addressing obstacles or problems limiting the success of the organisation.
For instance, the manager allocates resources related to professional development to the most
motivated employees along with asking for inputs about departmental goals. Along with this if
an individual attains success in motivating others; it is a significant skill that an individual could
represent to the potential employers. In case of managers inspiring an entire team of individuals,
the ability is a requirement. For motivating the staffs working in Aldi, the manager
communicates rewards, benefits or sanctions, if the expectations are fulfilled or not fulfilled.
Moreover, the manager is involved in addressing obstacles or problems limiting the success of

32EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
the organisation. For instance, the manager allocates resources related to professional
development to the most motivated employees along with asking for inputs about departmental
goals.
Chapter 5: Conclusion
The aim of the research was to analyse the ways in which Emotional Intelligence have an
impact on managers and how does is affect their performance in the workplace.
Linking Findings with the Literature Review
From analysing the relationship indicated in the conceptual framework indicated in the
literature review, the research evaluated the emotional intelligence approaches existing within
Aldi along with their impact on conflict and performance management. This research design
selection has also facilitated the researcher to observe the behaviour of the managers in order to
gather an in-depth data on the ways in which emotional intelligence can have an impact on the
subordinates in the retail workplace.
Impact of Emotional Intelligence Elements on Employee Performance- From
analysing the conceptual framework in the literature review it is gathered that in the current era,
new ideas regarding measuring management potential within emotional intelligence skills are
emerging. Supporting the same, the current research revealed that employees can turn out to be
highly effective participants by means of increasing their social interaction skills. Workplace
environment is also a place where employees can learn regarding behaviour and emotions that
has increased significance on the organizational performance and managing effective
relationships between subordinates and supervisors. Results of this research is aligned with the
such findings gathered from the literature review as it revealed that through having exceptional

33EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
skills on emotional intelligence, the employees can ensure exceptional subordinates performance
along with better conflict management in the workplace, particularly in UK retail companies.
These researchers also stated that interpersonal conflict among the supervisors and the
subordinates can be managed through integrating, obliging, avoiding, compromising and
dominating. Conflict management can result in desired organizational findings like satisfaction,
fairness, effectiveness and efficiency.
Qualitative data collection method was employed in this research as it has facilitated the
researcher in developing a real sense of an individual understands of a particular situation. It has
also facilitated in offering better insight into the identified business issue that supported in
developing suitable ideas for attaining relevant insight on the issue. In qualitative data collection
method, relevant data was gathered from conducting interviews with a retail manager in Aldi
Retail Company in UK. Moreover, these participants were selected for the interview as they
facilitated the researcher in collecting detailed information regarding the ways in which
emotional intelligence can have impact on subordinates along with affect their performance
within the workplace. Moreover data has also been gathered through surveying 10 employees
from different retail companies in UK.
Different Approaches of Emotional Intelligence- Supporting the elements of emotional
intelligence explained in the literature review, the current study revealed that in order to be self-
aware, they are capable to monitoring their individual emotions, recognise distant emotional
reactions along with correctly recognising their particular emotion. The employees in Aldi are
observed to be self-aware in recognising the relationships between things they feel and the
manner in which they behave. These employees are also able to recognising their limitations and
strengths that make them to develop capabilities of having openness to new experiences and

34EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
information along with learning from their interaction with others in the workplace surrounding.
It has been revealed from the survey results that the self-awareness facilitates in increasing
confidence among themselves along with their abilities along with being aware reading the way
other superiors perceive them.
From analysing the survey results it has been gathered that most of the employees in Aldi
are aware of their own emotions along with having positive impact on others. From such results
it has been evident that in emotional intelligence, self-regulation facilitates in managing and
regulating their emotions and self-regulation is focussed on expressing their emotions in a better
manner. As most of the employees in Aldi are skilled in self-regulation and therefore they are
flexible along with adapting to change in a better manner in the company. Attaining such
emotional intelligence skills facilitates the employees in ensuring their better job performance
along with decreasing chances of conflict in a better manner.
An organization is observed to encourage certain emotional intelligence capabilities such as
integrating and problem solving or compromising behaviour in ensuring increased levels of
employee performance.
Emotional Intelligence Aspects for Improving Subordinates Performance- The
literature review explained through having exceptional skills on emotional intelligence, the
employees can ensure exceptional subordinates’ performance along with better conflict
management in the workplace, particularly in UK retail companies. Supporting such findings of
the literature review, the current research revealed that positive results of integrating style of
dealing with conflicts like increased benefits for parties along with better and greater satisfaction
of other subordinates. These researchers also confirmed that a model on emotional intelligence

35EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
along with conflict management styles has five major components that are significantly
correlated with one another. From previous researches it is evident that supervisors’ self-
awareness is positively related with their empathy, self-regulation along with social skills.
Findings indicated that self-regulation is positively related with social skills and empathy that is
positively related with motivation. Offering effective orientation along with the “on-job training”
for both the new and current subordinates in introducing new job routines can result in evidences
of less conflicts that takes place from assigned tasks to employees. It is also recommended to
focus more on the relevance of emotional intelligence rather than IQ along with the necessary
technical skills in order to become successful leaders along with promoting work performance in
a better manager through coordinating supervisors and subordinates.
Chapter 6: Recommendations
Based on the findings of the research, certain effective recommendations have been
offered to the retail companies of UK regarding the effective manners in which emotional
intelligence can be used for addressing conflicts among employees and managers. Such
recommendations are considered necessary in ensuring continuous improvement:
 Increasing emotional intelligence through encouraging team building, training activities
along with increasing social communication hours between the supervisors and the
subordinates can facilitate in addressing conflicts among them.
 Offering effective orientation along with the “on-job training” for both the new and
current subordinates in introducing new job routines can result in evidences of less
conflicts that takes place from assigned tasks to employees.

36EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
 It is also recommended to focus more on the relevance of emotional intelligence rather
than IQ along with the necessary technical skills in order to become successful leaders
along with promoting work performance in a better manager through coordinating
supervisors and subordinates.
 The employees and the managers within the retail companies of UK must realize the
importance of emotional intelligence and pay an increased attention to same through
introducing related training and development programs that can motivate employees’
workplace performance. Specific training must be provided in encouraging the
employees to lean better manner to employ cooperative CMS, particularly in the
integrating manner. Managers are also recommended to be self-aware of the situation that
employees can not only be trained through employing emotional intelligence but also
with implementation of necessary conflict management programs.

37EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
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41EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
Appendices
Interview Questions for Manager
6) How do you feel about yourself awareness regarding losing your temper when you feel
frustrated?
7) How do you feel about your self-regulation ability considering difficulty to move on
when I feel frustrated or unhappy?
8) How do you feel about your motivation abilityconsidering difficulty to focus on
something over the long term?
9) How do you feel about your empathy skills considering difficulty to read other people's
emotions?
10) How do you feel about your social skills regarding your management of conflict and
negotiations?
Questionnaire Survey for Employees
1) Self awareness: I can recognise my emotions as I experience them.
2) Self regulation: I know how to calm myself down when I feel anxious or upset.
3) Motivation: I set long-term goals, and review my progress regularly.
4) Empathy: I use active listening skills when people speak to me.
5) Social skills: I struggle to build rapport with others.
6) Self awareness: I know my strengths and weaknesses.

42EMOTIONAL INTELLIGENCE IMPACT ON MANAGERS IN WORKPLACE
7) I would prefer my company to introduce emotional intelligence training programs for better
conflict and job performance management in workplace