Emotional intelligence and occupational stress among professional staff in New Zealand

Abstract

Purpose The aim of the study was to test the relationship of emotional intelligence (EI) to the appraisal, coping and outcomes of workplace demands. Design/methodology/approach An online survey was used to collect data. Respondents included 157 professional staff including salaried staff, line managers, senior managers, managing directors and chief executive officers. Findings Emotional intelligence was found to comprise three factors: emotional self management (ESM), the ability to understand others' emotions (UOE) and the use of emotions in decision making. Research limitations/implications The study employed a cross‐sectional self‐report design from which it is not possible to infer causal relationships among variables. The sample comprised professionals employed within New Zealand and it remains to be seen whether the findings can be replicated in other organizational and occupational groups and in other countries and cultures. Practical implications Emotional self management and understanding others' emotions appear to play an important role in managing work‐related stress. Current research supports the notion that EI is learned and can be developed. If this is confirmed then there may be justification for developing an individual's ability to manage emotional reactions to stressful situations in order to reduce negative affective outcomes. Originality/value Aspects of EI are relevant to work‐related stress in that appropriate skills in managing emotional reactions may help to build adaptive responses to work‐related demands.

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