Content area
Abstract
This study was designed to examine the effects of emotional intelligence and self-monitoring on the choice of tactics individuals use to influence others in the work place. Emotional intelligence is a concept of personality and behavior predictability which postulates that individuals vary in their ability to monitor their “own and other's feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions” (Salovey & Mayer, 1990, p. 189). Self-monitoring is the level of desire and ability held by an individual to gain approval of others by regulating their self-presentation through attention to social and situational cues received (Snyder, 1974). Influence tactics are defined as the means by which individuals attempt to influence others' behaviors in the workplace. Nine influence tactic categories first proposed by Yukl and Falbe in 1990 were used.
Results suggest that emotional intelligence and self-monitoring are related to the frequency of use of 2 of 3 influence tactics that are viewed as more socially sensitive influence tactic categories. (Abstract shortened by UMI.)
