Some of the possible impacts of emotional intelligence on self-managing teams

Abstract

Understand that the concept of self-managing teams goes beyond an organization, because it is necessary to analyze the characteristics of the individuals who make up the team and their relationship with emotional intelligence. It is understood that as companies evolve, it becomes paramount to retain talents who possess emotional skills that influence the work environment in a collaborative and productive space, the so-called soft skills. Thus, self-managing teams have as their main characteristic autonomy and shared responsibility, while emotional intelligence describes the ability to recognize, understand and manage their feelings and emotions. In this path of analysis on the relationship between the self-managing team and emotional intelligence, we undertook as a methodological path, the exploratory qualitative research, using bibliographic and electronic references, by which they address guiding lines on self-managing teams in Brazilian companies and above all an intertwining with other strands articulated in this study. Thus, this study has as problematization the respective questioning: How does the relationship of soft skills and emotional intelligence occur, in the promotion of a healthy work environment for employees. To find answers to this problem, we aim to recognize the relationship between soft skills and emotional intelligence, since this relationship evidences the effectiveness in organizations for better productivity and a healthy work environment for employees. In addition, we understand that self-managing teams are better led by members who have control of emotions and express their needs and feelings in an assertive, analytical and professional way, also understanding the needs and choices of the individual towards the group.