The SIJ Transactions on Industrial, Financial & Business Management (IFBM), Vol. 2, No.

4, June 2014
ISSN: 2321-242X 2014 | Published by The Standard International Journals (The SIJ) 233



AbstractAs the environment changes in and outside of the organization recently and the technical capability
and personal relationship capability become important, the interest in the Emotional Intelligence of the
members of an organization becomes high. And, since the service industry is growing more and more and
industrialization of knowledge is being magnified as time goes by, the need for the elastic and network
management of organization is coming to the fore. Accordingly, in the organizational behaviour study field
also which had focused on the past reasonable and cognitive approach, the issues regarding the emotions of the
members of the organization is no longer considered to be non-rational elements and is considered now to be
one factor which affect importantly the job attitude, behaviour and organizational achievement, and the
Emotional Intelligence can be seen to be receiving much more attention recently in this context. Thus study
intends to survey the advanced researches on the Emotional Intelligence which had beenpreceded in the
business management in relation with the Organizational Citizenship Behaviour (OCB) criticize the problems
of the advanced researches so far and consider the direction of the studies on Emotional Intelligence in the
management differentiated from other study fields.
KeywordsAdvanced Research; Emotional Intelligence; Leadership; Management; Organizational Citizenship
Behaviour (OCB).
AbbreviationsOrganizational Citizenship Behaviour (OCB).

I. INTRODUCTION
ODAY, the management environment is changing
rapidly. As the unlimited competition and
globalization of the market are promoted, the
innovativeness, creativity and spontaneousness of the
members of the organization are becoming important more
and more for the maintenance and development of the
organization. In this environment, the ability of
communicating well based on the autonomy and personal
relationship management ability of the members of
organization and dealing with one's emotions well has
become as important as the logical ability and the technical
ability.
Although the emotions can explain many parts which
were not able to be explained as the cognitive factor in the
organizational behaviour field, the studies so far have been
focused only on the cognitive factors and did not put
important on the emotions. The reason for this is because the
emotions were thought to be irrational and the necessity of
managing or analysing the emotions felt in terms of the
rational thought which has been acknowledged as the means
of obtainments of achievement of organization. But, as the
eras pass by, the studies dealing with humans recognized the
importance of emotions gradually and studies on the
emotions were actively preceded in various social science
fields.
The study on the Emotional Intelligence started in the
psychology and pedagogy. The emotions and feelings of the
employees which had not been cherished before is now
respected in management field as well as the era changes and
the necessity of study on them has been raised. The study on
Emotional Intelligence in management can be divided into a
total of 2 scopes. First, it is the study on the Emotional
Intelligence as the qualification as a leader and is a scope on
the Emotional Intelligence of the leader and the effectiveness
of the organization. Second, it is the scope on the personal
Emotional Intelligence, personal behaviour and attitude of the
members of organization and the effectiveness of the
organization.
T
*School of Business Administration, Kyungpook National University, Daegu, Buk-Gu, KOREA. E-Mail: fione{at}hanmail{dot}net
**School of Business Administration, Kyungpook National University, Daegu, Buk-Gu, KOREA. E-Mail: kskim{at}knu{dot}ac{dot}kr
So-Jung Kim* & Kyoung-Seok Kim**
A Critical Review of the Advanced
Research on Emotional Intelligence in
Management
-Based on Relationship with OCB-
The SIJ Transactions on Industrial, Financial & Business Management (IFBM), Vol. 2, No. 4, June 2014
ISSN: 2321-242X 2014 | Published by The Standard International Journals (The SIJ) 234
As the practical study appears which asserts that the
Emotional Intelligence can affect the result variable of the
organization, the fact is being recognized to be important that
the Emotional Intelligence of an individual affects
importantly the achievement variable of the organization.
Thus, the studies which tried the connection between the
Emotional Intelligence and the various result variables of the
organization appeared. Recently, as one of the occurrence
requirements of the Organizational Citizenship Behaviour
which has spontaneous characteristic regardless of the
explicit compensation, the Emotional Intelligence of the
members of the organization is being emphasized
importantly. Most of the studies on the Organizational
Citizenship Behaviour start with the assumption that the
behaviour of the members of the organization will improve
the effectiveness of the organization. The specific reasons
that the Organizational Citizenship Behaviour (OCB) affects
the effectiveness of the organization are improvement of
productivity of the employees, inducement of cooperation of
members and inducement and maintenance of the capable
talents etc. Based on this, most of the studies so far have dealt
with the relationship between the Organizational Citizenship
Behaviour and cognitive variables like job satisfaction and
organization commitment. However, the discretion, the
essence of the Organizational Citizenship Behaviour was
overlooked and thus the cognitive variables were ignored.
The meanings of this study are as follows. First, in the
management academia recently, it is comprehended that there
is limitation in that only the rational ability and reasonable
judgement explain the effectiveness of the organization, and
the importance of the Emotional Intelligence which treats
members of the organization emotionally, treats them in
human way and provide various considerations for them is
becoming bigger. However, the conceptual definition of the
Emotional Intelligence is not corrected and developed and the
concept is imprudently being introduced in the practical
studies. The necessity is high that the concept of the
Emotional Intelligence and components which can be applied
in the circumstances of management organization be re-
established. Second, to see the precedent studies so far, the
studies which deal with the effect of the emotional aspect on
the Organizational Citizenship Behaviour are not many
compared to the studies on the effect of the cognitive aspect
on the organizational civil behaviour. Since the
Organizational Citizenship Behaviour is a voluntary sacrifice
which does not consider the calculative profit, review on the
emotional aspect other than the cognitive aspect is needed.
There is a need to survey what effect the emotional aspect of
members of an organization on the prediction of effectiveness
of organization like organizational civil behaviour.
This study intends to survey the precedent studies on the
Emotional Intelligence which had been proceeded in
management in relation with the organizational civil
behaviour, criticize the problems of the studies which have
been proceeded so far and survey the direction of the studies
on the Emotional Intelligence in management which is
differentiated from other study fields.
II. THEORETICAL BACKGROUND
2.1. Definition of the Emotional I ntelligence
The Emotional Intelligence is another intelligence which is
differentiated from the cognitive rationality intelligence as
can been seen from its etymology. The emotion and the
intelligence were considered to be different concepts since
1990s, and the spiritual ability of human was divided into
rationality ability and emotional ability. The Emotional
Intelligence was academically discussed in the pedagogy and
psychology fields since 1920s and its source can be found in
the social intelligence proposed by Thorndike (1920). Social
intelligence can be defined as the ability of understanding and
making relationships with people. Emotions were considered
to be one ability and the ground in which the emotions can be
an intelligence is that all the intelligence problem solving
should accompany emotional information. Gardner (1983)
has divided into a total of 7 human intelligences which are
lingual intelligence, musical intelligence, logical intelligence,
mathematical intelligence, spatial intelligence, body exercise
intelligence and personal intelligence and especially, the
personal intelligence is the ability of knowing one's own
emotions and understanding other people's emotions. Here
the personal intelligence coincides with the concept of the
social intelligence which was not considered in the traditional
IQ test. It was the professor from Yale University in U.S.A,
Salovey & Mayer (1990) who used the term, Emotional
Intelligence for the first time in 1990. According to Salovey
& Mayer (1990), it is a sub-element of social intelligence and
is the ability of monitoring emotions, recognizing their
differences and utilizing the emotional information for the
thoughts and behaviours.
With the release of the bestseller, 'Emotional
Intelligence' by Daniel Goleman in 1995, the Emotional
Intelligence was more specified and started receiving
attention socially. He has included abilities like the self-
emotion awareness, self-emotion regulation, self-motivation,
empathy and personal relationship technology and other
psychological characteristics which aid such abilities based
on the ability model by Salovey & Mayer (1990) and re-
established the concept. He emphasized that this Emotional
Intelligence can become an important index which can
predict effectively the success in the job life of adults and that
implementing appropriate education and management is very
important for the development of Emotional Intelligence of
the members of the organization [Goleman, 1995]. After that
many practical studies on the relationship between the
Emotional Intelligence of the leaders and members and the
efficacy in the job site have been followed.
Bar-on (1997) has expanded the ability model of Salovey
& Mayer and asserted that the Emotional Intelligence is a
capability which is not focused on the cognitive phase of the
intelligence but on the personal, emotional and social scopes.
He defined that Emotional Intelligence is the effective
emotion and social functionalism which lead to the
psychological wellbeing of the individual. After that he
corrected the concept a little and defined that it is the overall
The SIJ Transactions on Industrial, Financial & Business Management (IFBM), Vol. 2, No. 4, June 2014
ISSN: 2321-242X 2014 | Published by The Standard International Journals (The SIJ) 235
ability which can cope effectively with the arrangement of
social knowledge and emotions and environmental demands
and indifferently from the cognitive intelligence, the success
of an individual can be predicted with it. After that, many
scholars have studied the concept of Emotional Intelligence
and the common assertion is that it is the intelligence which
is different from the traditional IQ. In conclusion, the
Emotional Intelligence should be seen as an independent
concept which works independently from other abilities
related to intelligence.
2.2. Sub-dimension of Emotional I ntelligence
Discussions have been raised for several years on the sub-
dimensions and sub-scopes which comprise the concept of
Emotional Intelligence. The main study-specific summary
based on the concept and main components of Emotional
Intelligence is as follows.
Table 1: Concept and Components of Emotional Intelligence
Researchers Concept and Components
Salovey &
Mayer
(1990)
-Awareness and expression of the emotions: Ability of assessing owns emotions and others' emotions and expressing them
effectively.
-Regulation of emotions: Ability of suppressing and regulating effectively the emotions of one's own and others.
- Utilization of emotions: Ability of utilizing emotions in order to plan and achieve one's life.
Goleman
(1995)
-Self-awareness: Ability of recognizing and knowing owns emotions swiftly.
- Self regulation: Ability of regulating and managing appropriately one's emotions.
- Self motivation: Ability of finding out difficulties, making efforts for achievements and self-motivating.
- Empathy : Ability of feeling and understanding other people's emotions
-Personal relationship skills: Ability of coping with emotions of others appropriately and regulating the personal relationship.
Mayer &
Salovey
(1997)
- Ability of recognizing, assessing and expressing emotions correctly.
- Ability of understanding the emotions and emotional knowledge.
- Ability of promoting thoughts by using emotions.
- Ability of incurring emotions.
- Ability of regulating the emotions to improve the emotional growth and intellectual growth.
Cooper &
Sawaf
(1997)
-Emotional refinement: Emotional sincerity and emotional feedback
-Emotional health: Expresses true shape and reliability
-Emotional depth: Unique potentiality and immersion
-Emotional secret method: Contributes to the capture of the intuitive flow opportunity and creation of the future.
Goleman
(1998)
- Self-awareness ability: Humorous ability of minimizing the self-confidence, realistic self-assessment and self-importance.
- Self-regulating ability: Comfortable mind about reliability, sincerity and obscurity and openness about changes.
-Self motivation ability: Strong desires for achievement, optimism even when confronted with failures, sacrifice to the
organization.
- Empathy ability : Professional knowledge and skills possessing talents, sensitivity to different cultures and service to the customer
-Social personal relationship ability: Validness about change and initiation, persuasiveness and professional knowledge and skills
which lead and establish teams.
Dulewicz &
Higgs
(1998; 2000)
- Self-awareness: Ability of recognizing and managing one's feelings.
-Emotional elastic force: Ability of maintaining emotions appropriately when confronted with suppression or pressure.
-Motivation: Ability of exerting and bringing out energy to complete the objective or task.
-Between-individual sensitivity: Ability of expressing meticulously the sympathetic feelings and altruism.
-Influence: Ability of persuading and influencing emotionally to make one's point of view or assertions understood by the
counterparts.
-Intuition: Ability of using one's inspirations and intuitions appropriately according to the situations in decision making.
-Sincerity and integrity: Ability of acting, having coherence in the words and behaviours and ethical standard.
Jordan et al.,
(2002)
-Emotional awareness: Ability of understanding and expressing one's own emotions and recognizing well the emotional needs of
other people.
-Emotional assimilation: Ability of differentiating and absorbing the emotions felt differently by each person.
- Emotional understanding: Ability of understanding well complex emotions like dilemmas hard to be decided and co-existence of
loyalty and sense of betrayal etc.
-Emotional management : Ability of using emotions appropriately according to the given situation
Wong &
Law (2002)
-Understanding of one's own emotions: Ability of recognizing and understanding one's own emotions correctly.
- Understanding of other people's emotions : Ability of recognizing and understanding other people's emotions around oneself
-Emotion utilization: Ability of utilizing one's own emotional information in the personal achievement and constructive activity.
- Emotion regulation : Ability of expressing one's emotions appropriately according to the given situation
Weinberger
(2003)
- Ability of understanding one's emotions
-Ability of understanding other people's emotions.
-Smooth personal relationship ability
- Ability of adapting to the change of the environment and demands appropriately and emotionally.
Cote &
Miners
(2006)
- Ability of recognizing the emotions.
- Emotion utilization ability
-Ability of understanding the emotions and emotional knowledge
- Ability of regulating emotions.
The SIJ Transactions on Industrial, Financial & Business Management (IFBM), Vol. 2, No. 4, June 2014
ISSN: 2321-242X 2014 | Published by The Standard International Journals (The SIJ) 236
In the beginning, the emotional intelligence was divided
into 3 scopes, assessment and expression of emotions,
regulation of emotions and utilization of emotions. After that,
by liking the emotions and thoughts more precisely, the
commonality between the emotional intelligence and
intelligence were emphasized, and the studies to enhance the
discrimination capacity with common intelligence were
followed. Scholars have different opinions on components of
emotional intelligence, but there appear the Self-Emotional
Appraisal (SEA), Others Emotional Appraisal (OEA),
Regulation of Emotion in the self (ROE) and the Use of
Emotion to facilitate performance (UOE) based on the 4
scopes of perception, understanding, regulation and
utilization of emotions commonly. First, Self-emotional
appraisal is the ability of understanding and expressing one's
own emotions. Second, other's emotional appraisal is the
ability of understanding and perceiving other people's
emotions. Third, the regulation of emotion in self means the
ability of regulating and controlling one's emotions which
help express not in impulsive behaviour but in behaviours in
appropriate directions according to the given situation.
Lastly, the use of emotion to facilitate performance is the
ability of utilizing the emotions to enhance the achievement.
It helps cope with new problems in a new and wise method
when there is a strong negative emotion.
2.3. Similar Concepts
2.3.1. Emotional Intelligence
The summary of the terms related directly or indirectly to the
Emotional Intelligence is as follows. Terms like Social
Intelligence, Personal Intelligence, Emotional Competence,
Practice Intelligence, Moral Intelligence, Multiple
Intelligence, Emotional Creativity, Successful Intelligence,
and Emotional Intelligence are variously used. But, since
Salovey & Mayer used the term, Emotional Intelligence in
1990s, the term EI is commonly used. And, the EQ
(Emotional Quotient) was first used by Goleman (1995)
which contrasts with IQ, and EQ and EI are usually seen as
the same concept.
2.3.2. Emotion Work
Emotion work means the behaviour of trying changes in the
emotions and feelings. Doing emotion work means the same
as managing the emotion and refers to such inner behaviour.
2.3.3. Emotion Regulation
Gross (1998) has defined emotion as the adaptive behavioural
and physiological response trend. According to Gross (1998),
since emotions are the adjustable response trend, emotions
can be adjusted and managed. Here, the emotion regulation
means the series of process which can affect in experiencing
one's own emotions and expressing these emotions. This
definition by Gross (1998) is similar to the concept of
Emotional Intelligence.


2.3.4. Emotional Labour
Hochschild (1983) has defined the emotional labour as the
management of emotions to make physical expressions which
can be observed by other people. He has conceptualized the
emotion labour as another scope of labour which manages
and regulates the individual emotions through organizational
expression rules and interaction with customers.
III. CRITICISM OF ADVANCED RESEARCH
ON THE EMOTIONAL INTELLIGENCE
First, up to now, most of the studies were on the rational and
normative scope in management field and the studies on the
emotions inside an organization have been ignored.
Systematic approach from a new point of view not as a
simple object for interest will be needed to prove the
objectiveness of the Emotional Intelligence and apply it
commonly.
Second, the conceptual definition of the Emotional
Intelligence is not being corrected and developed and is
applied as it is in the practical studies. The practical studies
on the Emotional Intelligence are still in the preliminary step
and they are only imprudent introduction of concepts. Thus,
by having critical mind about this problem, the concept and
components of Emotional Intelligence which can be applied
to situations of managerial organization needs to be re-
established.
Third, many scholars see the Emotional Intelligence as
unique characteristic owned by an individual like personal
character and personality and see that these variables
regulates the effect on the individual behaviour. To see in the
human resources management sense, the creativity, autonomy
and personality are based on the individual's emotional ability
and thus the importance of the interest in the individual's
emotions and the utilization and application of the Emotional
Intelligence in the organization is becoming high. Also, since
there is limitation in the rational approach method which tries
to solve problems with the brain, the emotional intelligent
approach method which emphasizes the between-individual
emotions and utilize them is more effective in establishing
the reliable relationship between members.
Fourth, since the Organizational Citizenship Behaviour is
a voluntary sacrifice which does not consider the calculative
profit, review on the emotional aspect other than the
cognitive aspect is needed. There is a need to survey on
which effect the emotional aspect of members of organization
on the prediction of organizational validity like
organizational civil behaviour.
In conclusion, as the factor which affects the efficacy of
the individual, it should be acknowledged that the Emotional
Intelligence is as important as the intelligent intelligence.
And, in the corporates part also development of Emotional
Intelligence will be needed to maximize the efficacy of
organizations.
The SIJ Transactions on Industrial, Financial & Business Management (IFBM), Vol. 2, No. 4, June 2014
ISSN: 2321-242X 2014 | Published by The Standard International Journals (The SIJ) 237
IV. MEANING OF THE ORGANIZATIONAL
CITIZENSHIP BEHAVIOUR
Since it was Seller's Market in the past, the expense of the
employees were seen as expenses and thus if they are not
needed, new employees were recruited. Thus, as the past
traditional variables which assess the employees were only
PATS (productivity), absenteeism, turnover, satisfaction and
performance and with only those variables, the productivity
increased and the competitiveness increased. The above 4
elements focus on the characteristic of the individuals and
personal management inside organizations. This can be seen
to focus not on establishing new organizational shape but on
the short term problems. Through this, however, the coping
rapidly with the rapidly changing market and corporate
environment and since the differentiation from other
organizations drop and thus the development speed would be
slow.
Today, since it is the Buyer's market, new
competitiveness and creativity and innovativeness which
differentiates from conventional corporations other than the
productivity are needed. Since simply performing the given
task cannot achieve the creativity and innovativeness, the
behaviour of the members which makes higher achievement
compared to the input becomes necessary. Thus, the
viewpoint which sees the employee not as the expense but as
the resources has occurred and the importance of the human
resource management which manufacture the human ability
and use it has appeared. Due to this, new result variables
different from the previous variables become required and
they include behavioural variables (Ex: POB) and
innovativeness and creativity other than the OCB and
voluntary roles similar to OCB. Especially, before the
concept of non-strike behaviour appeared, the studies on the
organizational behaviour field studied only on too limited
result variables like achievements like productivity and job
satisfaction, but as this concept appeared, the result variables
of the organizational behaviour field have been expanded. In
other words, the personal achievement, the concept which
emphasized only the task performance has been expanded to
be wider and sober concept including the organizational civil
behaviour. The OCB affects positively the achievement of
other people, comprise one's own sacrifice in the organization
and is accumulated into the voluntary and fair behaviour in
overall society and thus from a long term point of view,
contributes to smooth social function.
V. RELATIONSHIP BETWEEN EMOTIONAL
INTELLIGENCE AND OCB
Studies on the Emotional Intelligence and organizational
effectiveness are being actively done, but the level of them is
the beginner's and systematic study has not been established.
To see the main foreign precedent studies on Emotional
Intelligence, it can be known that the Emotional Intelligence
does a very important role in the effectiveness of
organizations.
Table 2: Main Advanced Researches on Emotional Intelligence
Researchers Study Contents
Abraham (1999)
High Emotional Intelligence affects the coherence, conformity, organization immersion and task performance and thus enhances the
organizational achievement and on another hand, prevents non-harmony of emotions, ethical role conflicts and job dissatisfaction.
Goleman et al., (2000)
It was revealed to the measurement of the influence on the organizational achievement on the 188 global corporations that the Emotional
Intelligence is important by as much as around 2 times than the personal ability in all the task fields.
Stein & Book (2000)
John Reid (2009)
It was revealed that IQ affects the recruitment test and the adaptation and success inside the organization is determined by the EI and that IQ
affects more the promotion in the organization than the EI does.
Cavello & Brienza
(2001)
It was proved in the study done against the personal Johnson & Johnson products group that member of organization with high Emotional
Intelligence produce high organizational achievement and that there is strong relationship between the Emotional Intelligence and excellent
achievement.
Wong & Law (2002)
It was revealed according to the result of the study done on the sample of the members of Hong Kong university and Hong Kong government
that all the components of the Emotional Intelligence of the employees affect positively the job satisfaction regardless of the characteristic of
the task. People with high Emotional Intelligence affect altruistic behaviour, voluntary behaviour and the job achievement and job attitude and
Organizational Citizenship Behaviour etc.
Kellet et al., (2002)
The positive emotion felt in the job place contributes to enhancement of reliability, altruistic behaviour, job satisfaction, organizational
immersion, job effectiveness and organizational achievement. Also, the emotional status of the members of the organization affects the
organizational achievement.
Weinberger (2003) The Emotional Intelligence of the manager affects positively the innovative leadership style and effectiveness of the leader.
Offerman et al., (2004)
In the analysis survey of the job capability about the corporation, the capability model of the people who show excellent achievement compared
to other people include the emotional part.
Butler & Joy (2006)
The leadership behaviour of the leaders with high Emotional Intelligence is different from that of the leaders with low Emotional Intelligence
and especially, the leaders with high Emotional Intelligence are engaged more in the transformational leadership and the leaders with low
Emotional Intelligence are often engaged in non-interference leadership.
Cote & Miners (2006)
The precedent studies showed that as the rational intelligence of the employees decreases, the Emotional Intelligence affects strongly the task
achievement and organizational civil behaviour. It was revealed that the Emotional Intelligence affects positively the task characteristic of the
individual and thus is an important cause in the career development of the members of the organization and the success of the organization.
Downey et al., (2006)
Parvesh K. Chopra &
Gopal K. Kanji (2010)
It was verified that the Emotional Intelligence works as an important cause in the job satisfaction, feedback about the achievements,
compensations system, job characteristics, motivation, organizational immersion and leadership and is strongly related to the excellent
achievement.
Kingsbury & Daus
(2000)
In explaining the measured task ability, the person with excellent sociability and emotional skills have higher predictability than those with
excellent personal characteristics and it is an important element in getting hired.
The SIJ Transactions on Industrial, Financial & Business Management (IFBM), Vol. 2, No. 4, June 2014
ISSN: 2321-242X 2014 | Published by The Standard International Journals (The SIJ) 238
To see the precedent studies, the studies on the
Emotional Intelligence in management can be divided into 2
things. The first one is the study on the Emotional
Intelligence as the qualification of a leader and is a scope
regarding the relationship between the leaders Emotional
Intelligence and effectiveness of the leadership or the
effectiveness of the organization. The second one is the scope
regarding the Emotional Intelligence, personal behaviour and
attitude of the members of the organization and the
effectiveness of the organization. According to the precedent
studies, the Emotional Intelligence affects the job
satisfaction, immersion and health, turnover trends, creativity,
organizational civil behaviour, customer-friendly behaviour,
innovativeness, productivity, efficiency, sales profit rate,
loyalty, stress in the job, teamwork, service quality ad loyalty
toward clients of the member of the organization. According
to the precedent studies on the effectiveness of the
organization, the formal job behaviour of the members of the
organization alone has limitations in inducing organizational
achievement and effectiveness of the organization. Thus, the
voluntary and informal behaviour of the members of the
organization, which is the organizational civil behaviour, is
important in studies which measure the effectiveness of the
organization.
The grounding about the relationship between the
Emotional Intelligence and the Organizational Citizenship
Behaviour is as follows. First, the Organizational Citizenship
Behaviour is not related to the job behaviour in the
organization and is the behaviour beyond the task which does
not want compensation. It includes much emotional parts
which are related to feelings and are psychological like the
relationship with other members. Thus, maintaining positive
emotions helps keep the psychologically stable status and
helps social interaction with others. In other words, when the
members are feeling positive satisfaction about their task,
they come forward actively in their behaviour of helping their
companion and understand and express well the emotions of
themselves and others and utilize those emotions well
according to the situation. Second, the grounding on the
strong relationship between the Emotional Intelligence and
the Organizational Citizenship Behaviour can be found in a
sub-level. The Organizational Citizenship Behaviour is the
positive behaviour which affects positively the organization
and includes altruism in the sub-level. Regarding the
Organizational Citizenship Behaviour which has strong
voluntary character, the members with high Emotional
Intelligence understand and express better the feelings of the
companion and help them better than those with low
Emotional Intelligence do, and thus the behaviour which is
non-compensating, altruistic and voluntary toward others, the
Organizational Citizenship Behaviour shall be shown higher.
Third, the Emotional Intelligence is related to the society-
friendly behaviour which cooperates with companions and
converts the organizational atmosphere positively. It is that
the members of organization with high Emotional
Intelligence perceive rapidly the interests, complaints and
difficulties of their companions through empathy and
sympathy and induce positive change. Fourth, the members
of organization with high Emotional Intelligence have high
voluntary participation and innovative volition other than the
behaviours and roles to enhance the objective of the
organization. This has the effect of inducing the
Organizational Citizenship Behaviour of oneself and others
and enhancing the Emotional Intelligence of the members of
the organization in turn.
VI. CONCLUSION AND FUTURE WORK
6.1. Conceptual Phase
In fact, the emotions were not perceived to be important in
organizations and corporations. The reality is that the
conventional organizational behaviour and management
scholars were only interested in the rational reasonable
element and did not consider emotional factors like the
feelings, moods and affectations of the members of the
organization. The study on the Emotional Intelligence has
been preceded in the earnest since 1990s and it is still in the
beginner's step. The studies were only preceded focusing
mainly on practical studies and those practical studies did not
establish correctly the concept of Emotional Intelligence and
only used and introduced imprudently the concept as simple
variable. It will have good meaning if the theory of the
Emotional Intelligence in the field of management is
corrected and developed and if the possibility of the
application of it in the management field is surveyed.
6.2. Practical Phase
Since the studies on emotions in the management field have
been neglected, practical studies based on systematic
approach not as a simple interest object but from a new point
of view will be needed to prove the objectiveness of the
Emotional Intelligence and apply it generally. Setting
variables which did not appear in the study on Emotional
Intelligence and proceeding comprehensive studies by
expanding the scope of the variable can be another
alternative. Up to now, the studies focused on the relationship
with specific variables like Emotional Intelligence,
organizational immersion or the Emotional Intelligence and
transformational leadership. In the future, more multilateral
and in-depth study is needed which can consider various
situational factors other than the organizational civil
behaviour. Also, broad job fields and positions and precise
job scope needs to become objects of the study. Various
practical thesis samples need to be selected and the theory of
Emotional Intelligence needs to be systemized more
thoroughly. Lastly, in the corporate part also, organizational
culture and systematic device are needed to develop the
Emotional Intelligence of the members of the organization to
maximize the effectiveness of the organization like
organizational civil behaviour.

The SIJ Transactions on Industrial, Financial & Business Management (IFBM), Vol. 2, No. 4, June 2014
ISSN: 2321-242X 2014 | Published by The Standard International Journals (The SIJ) 239
6.3. Methodological Phase
There are many different types of Emotional Intelligence
measuring tools depending on the approach method to the
emotions, but there is no standardized unified tool. And, the
study method about Emotional Intelligence and
Organizational Citizenship Behaviour are not various. The
study method about Emotional Intelligence and
Organizational Citizenship Behaviour are quantitative study
and is adopting the study using questionnaire. Thus, the
qualitative study method should be searched for to
supplement the qualitative study and the quality of study
needs to be enhanced.
REFERENCES
[1] E.L. Thorndike (1920), Intelligence and its Uses, Harpers
Magazine, Vol. 140, Pp. 227235.
[2] A.R. Hochschild (1983), The Managed Heart:
Commercialization of Human Feeling, Berkeley & Los
Angeles, CA: University of California Press.
[3] H. Gardner (1983), Frames of Mind: The Theory of Multiple
Intelligence, New York: Basic Books.
[4] P. Salovey & J.D. Mayer (1990), Emotional Intelligence,
Imagination, Cognition and Personality, Vol. 5, No. 1, Pp. 51
71.
[5] D. Goleman (1995), Emotional Intelligence, New York:
Bantam Books.
[6] R.K. Cooper & A. Sawaf (1997), Executive EQ: Emotional
Intelligence in Leadership and Organization, New York:
Grosset/Putnam.
[7] J.D. Mayer & P. Salovey (1997), What is Emotional
Intelligence?, New York: Basic Books.
[8] R. Bar-On (1997), The Bar-On Emotional Quotient Inventory
(EQ-i): A Test of Emotional Intelligence, Toronto, Canada:
Multi-Health Systems.
[9] D. Goleman (1998), What Makes a Leader?, Harvard
Business Review, Vol. 76, Pp. 93102.
[10] J.J. Gross (1998), The Emerging Field of Emotion Regulation:
An Integrated Review, Review of General Psychology, Vol. 2,
No. 3, Pp. 271299.
[11] V. Dulewicz & M. Higgs (1998), Emotional Intelligence: Can
it be Measured Reliably and Validly using Competency Data?,
Competency, Vol. 6, No. 1, Pp. 115.
[12] R. Abraham (1999), Emotional Intelligence in Organizations:
A Conceptualization, Genetic, Social, and General
Psychology Monographs, Vol. 125, No. 2, Pp. 209219.
[13] D. Goleman, R. Boyatzis & K. Rhee (2000), Clustering
Competence in Emotional Intelligence: Insights from the
Emotional Competence Inventory (ECI), Handbook of
Emotional Intelligence, San Francisco, CA: Jossey-Vass.
[14] S.J. Stein & H.E. Book (2000), The EQ Edge: Emotional
Intelligence and Your Success, Stodart Publishing, Toronto.
[15] K. Kingsbury & C. Daus (2001), The Effects of Emotional
Intelligence on Job Interview Outcomes, Unpublished
Manuscript.
[16] C.S. Wong & K.S. Law (2002), The Effect of Leaders and
Follower Emotional Intelligence on Performance and Attitude:
An Exploratory Study, The Leadership Quarterly, Vol. 13,
No. 3, Pp. 243274.
[17] J.B. Kellett, R.H. Humphrey & R.G. Sleeth (2002), Empathy
and Complex Task Performance: Two Routes to Leadership,
The Leadership Quarterly, Vol. 13, Pp. 523544.
[18] K. Cavello & D. Brienza (2002), Emotional Competence and
Leadership Excellence at Johnson and Johnson, New
Brunswick, NJ: Consortium for Research on Emotional
Intelligence in Organizations, Rutgers University.
[19] L.A. Weinberger (2003), An Examination of the Relationship
between Emotional Intelligence, Leadership Style and
Perceived Leadership Effectiveness, Doctoral Dissertation,
The Graduate School of The University of Minnesota.
[20] L.R. Offerman, J.R. Bailey, N.L. Vasilopoulos, C. Seal & M.
Sass (2004), The Relative Contribution of Emotional
Competence and Cognitive Ability to Individual and Team
Performance, Human Performance, Vol. 17, Pp. 219243.
[21] C. Butler & Joy (2006), The Relationship between Emotional
Intelligence and Transformational Leadership Behavior in
Construction Industry Leaders, University of Cololado at
Boulder, Vol. 212.
[22] Stephane Cote & Christopher T.H. Miners (2006), Emotional
Intelligence: In search of an Elusive Construct, Journal of
Personality and Social Psychology, Vol. 75, No. 4, Pp. 989
1015.
[23] L.A. Downey, V. Papageorgiou & C. Stough (2006),
Examining the Relationship between Leadership, Emotional
Intelligence, and Intuition in Senior Female Managers,
Leadership and Organization Development Journal, Vol. 27,
No. 4, Pp. 250264.
[24] Parvesh K. Chopra & Gopal K. Kanji (2010), Emotional
Intelligence: A Catalyst for Inspirational Leadership and
Management Excellence, Total Quality Management &
Business Excellence, Vol. 21, No. 10, Pp. 9711004.
So-Jung Kim. She earned a bachelors degree
at Busan National University in 2012. She is
in the masters course in School of Business
Administration at Kyungpook National
University in Daegu. Her current research
interests are organizational behaviour,
innovation, strategic leadership and non-task
behaviour. She published several papers
related to her current work. 1) A Literature
Review of Servant Leadership and Criticism of Advanced Research,
2014. 2) A Study on the Concept, Dimensions and Consequences of
Emotional Labour, 2014.
Kyoung-Seok Kim. He earned a doctoral
degree at Korea University in 2004. Since
2007, he has been a professor in School of
Business Administration at Kyungpook
National University in Daegu. His current
research interests are organizational
behaviour, organizational theory and human
resource management.