Changes

== Introduction ==

== Introduction ==

One of the important preoccupations of top management is the improvement of managerial performance<ref>Adhia, H., Nagendra, H. R., & Mahadevan, B. (2010). Impact of adoption of yoga way of life on the emotional intelligence of managers. ''IIMB Management Review'', ''22''(1-2), 32-41.</ref>. Over the last several decades management researchers have developed constructs to identify the factors that influence managerial performance, and have sought to provide a framework to explain performance. In this context, there is a popular perception that individuals of seemingly average intelligence often do well in their professional and personal lives, whereas people with high IQ often struggle with life’s challenges. Therefore, it would be useful to question the assumption that general intelligence is a sufficiently good predictor of success in life. Earlier researchers have suggested that other attributes may be better determinants (Goleman, 1995; Sternberg, 1993, 1996; Tapia, 2001). There is a vast repository of knowledge and accumulated experience in India on the role of yoga as a way of life in enabling individuals to lead successful and satisfied lives (see for example Becker, 2000; Srinivas, 1994). More specifically, the Bhagavad Gita, which explicates on yoga, sees that yoga begets high efficiency in work (Swami Ranganathananda, 2000), opening up possibilities of connections with managerial performance. This paper builds on the thread suggested above, utilising the concept of emotional intelligence (EI) defined by earlier researchers to measure managerial performance,

One of the important preoccupations of top management is the improvement of managerial performance<ref>Adhia, H., Nagendra, H. R., & Mahadevan, B. (2010). Impact of adoption of yoga way of life on the emotional intelligence of managers. ''IIMB Management Review'', ''22''(1-2), 32-41.</ref>. Over the last several decades management researchers have developed constructs to identify the factors that influence managerial performance, and have sought to provide a framework to explain performance. In this context, there is a popular perception that individuals of seemingly average intelligence often do well in their professional and personal lives, whereas people with high IQ often struggle with life’s challenges. Therefore, it would be useful to question the assumption that general intelligence is a sufficiently good predictor of success in life. Earlier researchers have suggested that other attributes may be better determinants<ref>Goleman, D. (1995). Emotional intelligence. New York: Bantam.</ref><ref>Sternberg, R. J. (1993). Intelligence is more than IQ: The practical side of intelligence. ''Journal of Cooperative Education'', ''28''(2), 6-17.</ref><ref>Sternberg, R. J. (1996). IQ counts, but what really counts is successful intelligence. ''NASSP Bulletin'', ''80''(583), 18-23.</ref><ref>Tapia, M. (2001). Measuring emotional intelligence. ''Psychological Reports'', ''88''(2), 353-364.</ref>. There is a vast repository of knowledge and accumulated experience in India on the role of yoga as a way of life in enabling individuals to lead successful and satisfied lives (see for example Becker, 2000; Srinivas, 1994). More specifically, the Bhagavad Gita, which explicates on yoga, sees that yoga begets high efficiency in work (Swami Ranganathananda, 2000), opening up possibilities of connections with managerial performance. This paper builds on the thread suggested above, utilising the concept of emotional intelligence (EI) defined by earlier researchers to measure managerial performance,

and explores the yoga way of life as a potential tool to influence the EI of individuals in a study conducted with managers of a large organisation. To the best of our knowledge there has been no previous attempt in this direction. The paper is organised as follows: In the next section we

and explores the yoga way of life as a potential tool to influence the EI of individuals in a study conducted with managers of a large organisation. To the best of our knowledge there has been no previous attempt in this direction. The paper is organised as follows: In the next section we