The maturity of using the organization’s relational intelligence in the processes of building relational capital: a smart organization example

Abstract

Abstract The Smart World is a specific operational environment that encompasses, with its sophisticated techno-technological, ecological, social, and organizational requirements, various entities, systems, and things, including socially and environmentally aware people and their cognitive thinking. This dynamic technological, social, and cultural development and the solutions implemented in the companies that it drives are resulting in changing management paradigms, new business models, and the development of new types of organizations. One of these is the SMART organization, which can provide a real benchmark for the development processes of other organizations. The basis of its effective functioning is relational intelligence, which contributes to building and utilizing the right relational capital of the organization. Given the above, the aim of the study was to identify the essence of the areas and forms of impact of relational intelligence (RI) on selected elements of relational capital (RC), as well as to attempt to assess the maturity of the application of RI in the practice of enterprises using the example of the SMART organization. In order to realize the set objectives, a survey was conducted among smart enterprises operating in Poland (N=327). The research revealed the types of relationships established by smart organizations, assessed their relational capital, and looked at the role of relational intelligence in the process of building RC. The author's model of relational intelligence is proposed; it explores how relational intelligence (based on emotional and ethical capacities) can guide leadership behavior in interactions, helping leaders deal with complex ethical and cultural dilemmas and make balanced and responsible decisions. The authors conclude that relational intelligence can support global leaders in addressing leadership challenges, leading them to interact appropriately across boundaries and build sustainable and trusting relationships with different stakeholders. The research findings collected have helped to take a first step towards a better understanding of the importance and maturity of the RI of smart organizations in their relationships with different types of stakeholders in this group of companies. The visualization of this data on the Relational Intelligence Maturity Map indicates, on the one hand, the basis for the success of the studied group of companies (relationships with high and fairly high levels of IRI activation) and, on the other hand, serves as an inspiration for other organizations in terms of what kind of relationships to develop, as well as why, where, and how to activate their RI more strongly in order to strengthen their RC.