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Abstract This paper argues that organizational learning is more effective if enacted by emotionally intelligent employees within clear operating boundaries such as those offered by participation in decision‐making. Organizational learning, based on Senge's (1992) conceptualization of the five elements of personal mastery, mental models, shared vision, team learning and systems thinking, aims to facilitate an organization's ability to learn and adapt to change. Emotional intelligence is claimed to promote emotional knowledge, perception and regulation as well as general intelligence (Mayer and Salovey, 1997). However, this has to be harnessed to contribute to the organization's success. This paper synthesizes a model of how emotional intelligence, organizational learning and participation in decision‐making can be operationalized to improve an organization's capacity to manage change and improve performance outcomes. Copyright © 2004 John Wiley & Sons, Ltd.
Scott‐Ladd et al. (Mon,) studied this question.