Introduction
Emotional intelligence (EQ) is a significant concept for individuals and groups. If a team has an overall high EQ score, it can impress with decent decision-making speed and quality (Goleman et al., 2013). This positive outcome is present because every group member contributes to establishing EQ, while a leader faces more attention (Goleman et al., 2013).
Discussion
In organizations, it is a standard case that leaders or managers are provided with additional requirements. This state of affairs denotes that group EQ is higher in specific organizations that have a particular workplace culture. That is why management should do its best to establish productive organizational cultures. Initially, it is necessary to define norms and culture. According to Goleman et al. (2013), norms stand for long-established and embedded rules that define what is normal for a particular group. In turn, organizational culture stands for a set of expectations, values, and behaviors that guide team members. The two are important because they can be significantly different in various companies. For example, some groups can consider heated confrontation normal, while others can believe that this behavior should be totally avoided. That is why ordinary members should be aware of the norms and culture, while leaders should do their best to establish productive and appropriate rules and expectations in their organizations.
Conclusion
An organization can only be successful if it effectively incorporates diversity into its culture. This phenomenon is important because all people are different, and others should respect this fact. That is why organizations do their best to guarantee that their workplace is free from racism and many other forms of discrimination. One can suggest that the spread of diversity can be associated with high group EQ scores. The rationale behind this statement is that when group members respect others and their peculiarities, they are more likely to understand and honor their emotions.
Reference
Goleman, D., Boyatzis, R., & McKee, A. (2013). Primal leadership. Harvard Business School Press.