The concept of Emotional Intelligence was developed for the first time by two American university professors Peter Salovey and John Mayer, they concluded that people with high emotional quotient are supposed to learn more quickly due to their ability. In their article on Emotional Intelligence, they have defined Emotional Intelligence as “the subset of social intelligence that involves the ability to monitor one 's own and others ' feelings and emotions, to discriminate among them and to use this information to guide one 's thinking and actions”. (Salovey & Mayer, 1990; Mayer & Salovey, 1993) but subsequently Salovey and Mayer came up with more simplified definition of Emotional Intelligence which means it is “The ability to perceive emotion,
While working for the airline industry I encountered many personalities. Colleagues that worked only a few months with the similar qualifications took the lunge and applied to managerial positions. When promoted, it made me wonder what set them apart from other candidates, others with even more qualifications. What I noticed was similar, in those that were promoted, was their ability to resolve conflict and mentorship qualities. These qualities what is known as Emotional Intelligence. In Inter-Act, Professor Rudolph Verderber and Professor Kathleen Verderber quote Dr. Peter Salovey and Dr. John Mayer’s studies, emotional intelligence is “the ability to monitor your own and other’s emotions and to use this information to guide your communications”
Emotional intelligence serves an important role in leadership. Emotional intelligence is a concept that many people may not know exist when thinking about how qualified a person may be for a job. In this paper, there are three main objectives; to define and point out the differences between emotional intelligence and traditional intelligence, identifying why emotional intelligence can be learned, and identifying the relationships between emotional intelligence and leadership/motivation. I will finish with an examination of my encounters with managers exhibiting low and high levels of emotional intelligence.
Some experts believe that our Emotional Intelligence Quotient is more important that are basic Intelligence Quotient. Some researchers believe that individuals are born with their attributes of Emotional Intelligence, yet others believe Emotional Intelligence can be learned and strengthened. Since 1990, Peter Salovey and John D. Mayer have led research efforts on the theory of Emotional Intelligence. In their article titled “The Intelligence of Emotional Intelligence,” they claim that Emotional Intelligence is “the subset of social intelligence that involves the ability to monitor one’s own and other’s feelings and emotions, to discriminate among them and use this information to guide one’s thinking and actions.” This definition has led Salovey and Mayer to propose a model identifying four different factors of Emotional Intelligence within an individual.
When I think of effective leaders, I think of leaders with strategies, visions, or powerful ideas. However, this course has taught me different. While strategies and ideas are necessary for being a leader, it takes emotional intelligence for a leader to be successful. Emotional intelligence is essential for social and professional competency in any field, especially in the healthcare field where feelings affect individual as well as institutional health. As an individual going into the healthcare field, I must possess the ability to perceive, use, understand, and manage emotions, as it will se...
There are many different positions in an organization that require different knowledge, skills and abilities. Supervisory and management positions encompass more than just technical knowledge, skill and expertise in their given area, but being leaders over others. This is of interest to organizations in having leaders who are able to motivate, understand and get their teams to work together. Many organizations are looking to improve their performance and productivity through finding and placing the right people in leadership positions. How the concept of emotional intelligence and its evolution has come to the forefront in assisting companies about leadership performance and decisions will be discussed along with the debate among researchers and the review of three assessments as to their impact and uses.
Emotional Intelligence (EI) was a tentative proposal that ‘some individuals possess the ability to validly reason about emotions and use them to enhance thought more effectively than others.’ (Mayer, Salovey & Caruso, 2008 p. 153) when it was introduced in 1990. It was for two books by Goleman: Emotional Intelligence (1995) and Working with Emotional Intelligence (1998) to draw public's enormous attention to EI. Since then, EI has become phenomenal in wider disciplines with various approaches including profit-oriented business, resulting in forming an industry targeting at personal development, group management etc. In particular, EI armed with measurable device known as EQ has established as a sensational alternative against traditional General Intelligence IQ. The public seemed to be fascinated by some hypotheses or unidentified myths that people in higher management have better EQ, so as to it will bring people a successful future by developing EQ, which could not be done with IQ (Strickland, 2000). This dramatic debut of EI attracts much attention from healthcare sector including nursing in terms of emotional work dealing with patients with drastic emotional changes.
When we think of leaders, the first thing that usually comes to mind is a person who holds significant power such as the president. While this may be true, the truth is, you do not need to be in a position of power to assume a leadership role. Everyone has the ability to become a leader. As leaders, everyone has the power to not only influence others, but inspire and motivate them as well. The purpose of this paper is to explore several leadership behaviors, specifically emotional intelligence, and how they can be applied in both my personal and professional lives. Within this paper, I will be discussing my personal definition of leadership and what leadership means to me, a self-evaluation of myself using MBTI and other leadership theories, and finally concluding with my exploration of emotional intelligence and its relation to effective leadership.
Locke, Edwin A. (2005). Why emotional intelligence is an invalid concept. Journal of Organizational Behavior, 26(4), 425-431. doi: 10.1002/job.318
Taft, S. H. (2013). Emotionally intelligent leadership in nursing and healthcare organizations. In Management and leadership of nurse administrators (6th ed. (pp. 59-86). [Vital Source]. Retrieved from https://online.vitalsource.com/#/books/9781449684440/pages/45150426
What sets a leader apart, those who are more than qualified or a leader who understands the importance of emotional intelligence? Leaders who are qualified to do the job and fail are lacking emotional intelligence and those leaders who are less qualified but, have a high emotional intelligence are being successful. Examining this issue will be discussed in this paper and why it is important in leaders today. This paper will explain Daniel Goleman’s five competence of emotional intelligence and why they are important to leaders.
Nurses are advised to be emotionally intelligent because it improves their work performance by helping them balance their personal and professional life, it improves their physical and mental health by lowering their stress and disease levels and mos...
Nurse managers frequently experience the challenges and stressors involved in patient interactions, employee assignments or behaviors, and remaining organized. Advocacy, delegation and task management are all important aspects involved in effective nursing management. For the purpose of this paper, the author will explore the effect emotional intelligence has on nursing delegation in alignment with organizational values. Black (2017) found that a strong value system put into action among leaders is the foundation of an organization’s climate. (Black, 2017). A leader in nursing must foster a deepening sense of self-awareness by reflection on personal values in
Perform the Big 5, and Emotional Intelligence self-assessments. Review these two assessments and summarize your results. Pay special attention to themes, threads, and overlapping areas. How can you use this information?
(2013) separated emotional intelligence into four domains, self-awareness, self-management, social awareness, and relationship management (pp. 30, 38). These domains are then broken into two competencies. Self-awareness, the understanding of one 's emotions and being clear about one 's purpose, and self-management, the focused drive and emotional self-control, make up the personal competence (pp. 39, 45-46). While social awareness, or empathy and service, and relationship management, the handling of other people 's emotions, make up the social competence (pp. 39, 48, 51). These emotional intelligence competencies are not innate talents, but learned abilities, each of which contribute to making leaders more resonant and effective (p. 38). This is good news for me because I still have much to develop in regards to emotional