In an increasingly competitive work environment, today's business world has realised the fact that their human resource should not only be academically skilful, but also emotionally intelligent. It is said that in a corporate establishment, a person is recruited on the basis of IQ but is promoted on the ground of his or her EQ. Many research findings have established the fact that the powerful technique of integrating and applying the dimensions of emotional intelligence (EI) has shown better creativity and an increase in overall productivity of establishments. Basically, excellence in the context of business environment demands employees who can transcend their linear thinking towards inhabiting the art of cooperation, resilience, optimism and persuasiveness in their day to day activities. Daniel Goleman, the father of EI, has defined EI as a potential for mastering the skills of self-awareness, self-management, social awareness and relationship management. In this context, successful HR strategies of an organisation are urged to recognise the fact that strong, faithful and emotionally stable employees having the aforementioned characteristics can build business healthy and competitive. Therefore, it can be presumed that EI may stand as a valuable tool for management practitioners’ who seeks to bring about changes in their own organisations. Keeping this objective in mind, we have attempted to critically analyse the available literature for drawing inferences about the role of EI in terms of its measurement, applicability and effects. To concretise our assumptions, various conceptual factors on EI have been revisited which can be used effectively to drive the HR profession for deriving business excellence.
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