Review of Literature:

Susan Galloway, Christine Hamilton (2006 ) in their study Quality of Life and Well-
being: Measuring the Benefits of Culture and Sport concluded that the theoretical possibility
of a link between social connectedness/social inclusion, participation in culture and/or sport
and quality of life. And this could be measured by drawing on some of the tools from cultural
planning, i.e. mapping what exists and charting growth in activity (from the bottom up). It
would also be possible to look at some of the wider instruments which chart our lives for
government and triangulate that data with surveys of individual levels of satisfaction. Over a
period of time it would, therefore, be possible to examine changes in both the individual’s own
sense of quality of life with a charting of what we are calling ‘external life conditions’.
The difficulty with this approach is that it does not take account of other factors, beyond
the cultural/sport intervention, which might affect an individual’s quality of life. Neither does
it take account of the fact that individuals differ in the importance they place on the various
domains of quality of life. Participation in culture or sport may be of great importance to some
and yet of negligible importance to others, depending on personal values. Again, this does not
mean that the approach is not valid but it does mean that conclusions have to be interpreted
with care.

Sari Pekkala Kerr , William R. Kerr , Tina Xu (2007) in their study Personality Traits
of Entrepreneurs stated that it has been 30 years since the critique of Gartner (1988), and
perhaps the next 30 years will also be unkind to progress on personality traits for
entrepreneurship. Yet, the economics literature holds such a deep focus on the creation of
ventures—the “doing” in Gartner’s critique—that it may miss fruitful opportunities to learn
from personality studies and contribute to them. Administrative data already afford much
potential in terms of empirical assessment, and more data are continually coming online.
Studies can combine these high-quality employer-employee filings with insight on personality
traits that are measured before entrepreneurial spells commence, which would be an important
first step for observing which traits are exogenous predictors versus endogenous outcomes. In
more specialized settings, it may even be possible to build time-varying measures of
personality traits by looking before and after interventions like enrollment in an entrepreneurial
training program. It is hard to envision a setting where one will obtain widespread and
exogenous variation in personality, but substantial progress can be made with pre-determined
traits only.
 This survey has repeatedly surfaced gaps between the theory of personality traits and
how we can measure them, with our empirical tools frequently falling short of being able to
disentangle complex and overlapping psychological traits to assign causal roles. Significant
opportunities and challenges for research on entrepreneurial traits lie in developing theoretical
approaches and constructs that can be empirically measured in a way that allows for the
determination of causality between psychological traits and entrepreneurial outcomes. The
literature is often unclear as to whether individuals with a given set of personality traits selected
into entrepreneurship, or whether individuals developed the traits endogenously after becoming
entrepreneurs. The increasing availability of detailed longitudinal information on demographic
characteristics of entrepreneurs, including their human and financial capital endowments, as
well as on entrepreneurial environments (regions and ecosystems) provides an opportunity to
reduce both heterogeneity and endogeneity in studies of entrepreneurial traits. This requires the
development of theoretical constructs and measurement procedures that align with detailed
longitudinal coverage of people, but this task seems promising.

Hassan Moradi, Fateme Tohidy Ardahaey (2005) in their study The Role of Emotional
Intelligence in Organizational Commitment, According to research findings, it can be
concluded that there exists a significant relation between organizational commitment and
emotional intelligence. Also, there is a meaningful relationship between self-consciousness,
self-management, relationship management and social consciousness and organizational
commitment. Given that high emotional intelligence but a moderate level of organizational
commitment exist among the sample organization, these findings can confirm that in this
statistical population some moderator variables exist affecting the relation between emotional
intelligence and organizational commitment. For example, job satisfaction can be named as
one moderator variable.

Ayesha Anjum, Dr. P Swathi (2017) ) in their paper A Study on the Impact of Emotional
Intelligence on Quality of Life among Secondary School Teachers they stated in study shows
that the teachers with high emotional intelligence have quite high quality of life and the teachers
with low emotional intelligence have less quality of life. This study proved that teachers with
high emotional intelligence manage well with their intrapersonal and interpersonal
relationships than the teachers with low EI. The teachers with low emotional intelligence need
to enhance their EI and develop various strategies to manage and raise their quality of life.
 The result of another thesis done by Kharazian (2006) entitled the “relationship between
quality of life and high school female principals‟ performance in Tehran “showed that there
was a significant relationship between the quality of work life and principals‟ performance.

J. Robert Baum, Michael Frese, Robert A. Baron, Jerome A. Katz (2007) in their study
Entrepreneurship as an Area of Psychology Study stated Although psychology was central to
the legitimization and even the popularization of entrepreneurship, the roots of
entrepreneurship are based in economics. The first quarter of the twentieth century brought
about a wave of theorizing among economists regarding how economic growth happens. The
prevailing zeitgeist was one of tremendous economic growth, brought about by one of the most
concentrated periods of technological change in history.
Economists rightly were trying to understand how this happened, and one of the
avenues pursued was the idea that individuals – entrepreneurs – were the agents or focal points
of change. Under these models proposed by Schumpeter (1911,1934, 1961), Taussig (1915)
and Knight (1921), entrepreneurs translated inventions into businesses, and in many cases,
wealth. Some economists suggested that the impact of individuals was more important than
had been believed, and they pointed to personal characteristics that they thought were important
for successful entrepreneurship.
For example, Schumpeter (1934: 93) described the archetypical entrepreneur as one
who had“... the dream and the will to found a private kingdom, usually, though not necessarily,
also a dynasty, ... the will to conquer: the impulse to fight, to prove oneself superior to others,
to succeed for the sake, not of the fruits of success, but of success itself ... [and] the joy of
creating, of getting things done, or simply of exercising one's energy and ingenuity...“

Stephen Kermode, Doug MacLean (2001) in their research paper A study of the
relationship between quality of life, self-esteem and health stated As far as the major
hypotheses that underpinned this study were concerned, the findings confirmed all of them
to varying extents. In summary:
1. Having positive self-esteem was related to higher QOL.
2. Absence of long-term chronic stress was related to higher QOL.
3. Having a disability, carrying an illness or caring for someone within the family was related
to lower QOL.
4. Married people tended to have higher QOL scores than those who are divorced or single.
5. Good relationships with children, partner or spouse and God are all positive influences on
QOL.

In addition to confirming these major hypotheses, there were a number of other

significant findings in this study. They included that:
1. Females tended to have higher levels of QOL than males.
2. QOL improved with age
3. Unemployment was a significant factor in reducing QOL.
4. A good sex life is a positive influence on QOL.

Martin Kilduff , Dan S. Chiaburu, Jochen I. Menges(2010) in their research Strategic

use of emotional intelligence in organizational settings :Exploring the dark side found that in
this article, we have provided an outline of the kinds of tactics that are likely to characterize
the strategic application of emotional intelligence. We have refrained from discussing the
plethora of discrete emotions that fuel the interactions between supervisors and subordinates
and their rivals. The list could extend to love and hate, revenge and devotion, joy and jealousy,
disgust and adoration. All these emotions are inherently social, emerging from the interaction
between people (Hareli & Parkinson, 2008) and shaping the power structures in relationships
(Clark, 1990;Keltner & Haidt, 1999; Kemper, 1990). The emotionally intelligent individual is
likely to comprehend the wide repertoire of emotions and their effects. Much research remains
to be done to understand how each of these discrete emotions might be strategically employed
toward self-serving ends.
Despite recent clarifications of EI as a construct and as a process (Cherniss, 2010;
Joseph & Newman, 2010), strong doubts continue to be expressed concerning how the overly-
positive celebration of EI can be compatible with scientific norms of research (Antonakis,
2010). In this article, we present a new vein of theorizing. Whereas previous work focused
almost exclusively on prosocial and positive aspects of this important set of skills, we redress
the balance by exploring the dark side. To the extent that EI as a concept is pried away from
its association with desirable moral qualities insisted upon in the popular press (see the
discussion in Matthews, Emo, Roberts, & Zeidner, 2006), the scope for interesting research is
likely to be expanded. We have shown that the strategic disguise of one’s own emotions and
the manipulation of others’ emotions for strategic ends are behaviours evident not only on
Shakespeare’s stage but also in the offices and corridors where power and influence are traded.
 Neerpal Rathi , Renu Rastogi (2009) in their research Assessing the Relationship
between Emotional Intelligence, Occupational Self-Efficacy and Organizational Commitment
stated that it is observed from the results of the study that there is a positive relationship
between EI and organizational commitment. The results of the present study are consistent
with, and supported by, some of the previous studies (e.g., Adeyemo, 2007; Humphreys,
Brunsen, & Davis, 2005; Nikolaou &Tsaousis,2002; Singh, 2004; Sinha & Jain, 2004), where
a positive relationship has been observed between EI and organizational commitment. The
positive association between EI and organizational commitment might be due to the fact that
employees with high EI are better able to recognize, manage, and use their emotions than
employees with low levels of EI. Further, they use this ability to progress and eliminate the
obstacles they face in their career.
The findings of this study also have certain practical implications. It is commonly
believed that individuals with a high level of EI are better employees. Goleman (1995) also
contends that EI should become increasingly valued in the workplace in future. These days,
retaining talented and knowledgeable employees is a key concern for most of the organizations.
The findings of the study indicate that emotionally intelligent employees show high level of
occupational self-efficacy and commitment to their organizations.
Therefore, it is assumed that selecting employees who have high EI may have a positive
impact on the extent to which an organization succeeds in retaining its most critical asset i.e.,
its workforce. Research has also shown that emotionally intelligent employees develop
emotional attachment to their organizations and are more committed to their organization
(Carmeli, 2003).

Sachin Gupta (2006)in his research paper on emotional intelligence and work life
balance of employees in the information technology industry stated that Work – Life Balance
of IT employees in an issue that has attracted the interest of researchers, educationists and the
leaders of the IT world. Managing both professional and personal life effectively and efficiently
has become a major challenge for the IT employees. IT organizations need to make efforts to
develop effective work – life balance policies and encourage their employees to make use of
the available policies. This will help increase organizational commitment, improve
productivity, efficiency, retain best talent and motivate the IT employees to give their best.
This study confirms that both emotional intelligence and work – life balance together create
organizational success and develop competitive advantage for IT organizations.
 Thus the human resources team and the leadership team of IT organizations should take
the initiative of enhancing and improving the emotional intelligence skills of their employees.
Improved emotional intelligence skills will help an individual understand and manage the
emotions of one and others better which will lead to high quality service delivery. It is therefore
imperative for IT administrators to strive to create a bridge between emotional intelligence and
work – life balance in IT organizations. Emotional intelligence is an effective way to integrate,
enhance and provide better work and family life. Understanding the potential and the talent
that their employees bring in and ensure the articulation of difference that employees bring to
the work place and value them to make it a part of the organizational success. IT leaders should
focus on developing, formulating and implementing, better work – life balance policies in order
to build a sustainable and enriching organization. Nurturing emotional intelligence and to make
employees feel values must be adopted by IT leaders.

Kerry S. Webb (2011) in her study Emotional Intelligence and Worker Commitment:
The impact of leaders’ behaviour on employee commitment to their supervisor and the
organization stated that Companies and organizations may put themselves in a much better
position to retain knowledgeable and competent workers and achieve their performance goals
by hiring or promoting managers who display higher levels of global emotional intelligence.
Statistics show that workers’ commitment to the leader and to the organization are more
influenced by the leaders’ emotionality and self-control. This creates a need for further research
to demonstrate how leaders can emphasize, increase, and better utilize the emotional
intelligence attributes of emotionality and self-control in order to achieve their organization’s
desired outcomes. This could assist leaders with the development of emotional tools to create
a calmer, more secure work environment where consistent results are more likely to be
achieved.
The results of the study have important implications for leader selection, manager
evaluation, training, employee retention, and overall organizational performance. Failing to
consider the impact of the factors of emotionality and self-control when selecting and training
leaders is likely to cost the organization in terms of productivity, and may have long term
negative impacts as lower employee satisfaction, reduced commitment, higher turnover,
greater absenteeism, and other negative effects are seen in the organization.