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Case Title:

Emotional Intelligence Deficit: Any Hopes?

Publication Month and Year :  June 2009

Authors:  Vandana Jayakumar & Vara Vasanthi

Industry:  Not Applicable

Region: India

Case Code:  OB0028

Teaching Note:  Available

Structured Assignment:  Not Available


OR

Abstract:
This case study was written to have an indepth understanding and debate on the relevance of emotional intelligence in an organisational setting. Are business results alone sufficient, even at the cost of fractured human relations at the work places? Discussing the case of Raunak Sharma (Sharma), a newly recruited General Manager (GM) at The Ivory Plastic Company Ltd. (Ivory), the case study focuses on the concept of emotional intelligence. Sharma was a high performer and he made the new venture of Ivory a big success. However, his inability to understand and manage his emotions as well as that of his colleagues cost him his job. Why was Sharma expected to understand his and others’ emotions, given that he had delivered on the business commitments? It also helps in debating if emotional intelligence is an individual’s inborn characteristic or if it can be learnt (through practice).

Pedagogical Objectives:

  • To analyse the concept of emotional intelligence and its various dimensions
  • To debate on the significance of emotional intelligence for effective leadership.

Keywords :  Emotional Intelligence, Emotional Quotient, Emotional Intelligence and Decision Making, Dimensions of Emotional Intelligence – Personal Competence (self-awareness and self-management), Social Competence (social awareness and relationship management), Leadership and Emotional Intelligence, Social Intelligence, Daniel Goleman, Organizational Behavior, OB, Organizational Behavior case study, Motivation Case Study, MBA, MBA Program, Course Mapping

Contents:

  • The Ivory Plastic Company Ltd. – New Leadership
  • The Cost of High Performance

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