As a supervisor in the military, I encountered an airman who had all the right qualifications according to the Air Force, but he was not able to complete his contracted term of six years. He survived basic training and a pretty intense two month technical school, but he only lasted two years in the Air Force before he was asked to leave. To work in the Public Affairs career field, he had to score well on the military entrance exam which means he demonstrated the cognitive abilities – a usual predictor of success. However, he was separated from the Air Force because of his poor social skills. This paper will discuss whether the airman's Emotional Intelligence (EI) could have been improved and the importance of a high EI to an organization.
Goleman (2001) believes people with a high EI exhibit competence in two areas - personal and social. The personal competence encompasses how well a person can identify and regulate their emotions, and the social competence is how well a person can identify or empathize with others' emotions and influence other people (p. 1-2). The airman who was struggling to adapt to his surroundings had come to us with problems. When he was in technical school training for his job, he struggled to successfully pass the first time around. Instructors continued to remediate him until he eventually passed after three tries. These instructors pushed the airman through but may not have taken the time to identify the root cause of his struggle. Was it a cognitive deficiency or was it also a low EI? In addition to his training setbacks, he was in the process of a divorce and facing financial problems when he arrived to his first assignment.
Tasler and Su (2009) say EI and the performance link can be seen in a stu...
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...elligent Workplace (pp. 1-12). Retrieved from www.eiconsortium.org
Preliminary report: A new us air force study explores the cost-effectiveness of applying the bar-on eq-i. (2008). Retrieved from Emotional Intelligence Consortium: www.eiconsortium.org
Sadri, G. (2013). Improving emotional intelligence. Industrial Management, 55(1), 18.
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The ability to express and control our own emotions is vital for our survival in society and the work place but so is our ability to understand, interpret, and respond to the emotions of others. Salovey and Mayer proposed a model that identified four different factors of emotional intelligence (Cherry, 2015).
Emotional Intelligence, or EI, has no set definition, but it does have three popular models which are accepted by audiences. Goleman (1995) states that EI is a separate intelligence from IQ, which can be much more effective than IQ, and aid a person in all aspects of life. Goleman also states that EI is not able to be measured in a standardized testing format as IQ can be, but EI can be changed and molded to better the person 's abilities, unlike IQ. Goleman wrote his book based on Mayer and Salovey 's research on EI, but formed his definition into one different from the original research. Mayer and Salovey describe EI as a developmental trajectory of a mix of related cognitive abilities and performance which are difficult to change and mold. The third model was created by Bar-on, who believed that EI was a mechanism used to cope with one 's environment for positive results. Bar-on 's model used both personality and cognitive abilities to describe EI, instead of only congitive abilities as Mayer and Salovey, and
The theory of emotional intelligence is relatively new, however the psychological theory has become prevalent and many entities have adapted the principles of this theory in order to enhance relations within the professional environment as well as increase performance which ultimately lead to a positive place of work. (Allan Chapman 2014)
(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
Stein, S. J., & Book, H. E. (2011). Emotional intelligence and your success (3rd ed.). Mississauga, Canada: John Wiley & Sons Canada, Ltd.
The first topic that I want to touch on is the idea of academic intelligence having little to do with emotional life. Goleman states that, “Emotional intelligence is the ability to motivate oneself, persist in the face of frustrations, regulate one’s moods and keep distress from swamping the ability to think.” I feel that academic intelligence gives you no preparation for the turmoil and opportunities that life brings. The funny thing is that our schools and our culture are still fixated on our academic abilities. Even though emotional intelligence is a new concept, the information that does exist suggests it can be as powerful as I.Q. Instead, we should acknowledge emotional intelligence as a set of traits that can matter immensely on our person...
An individual’s ability to control and express their emotions is just as important as his/her ability to respond, understand, and interpret the emotions of others. The ability to do both of these things is emotional intelligence, which, it has been argued, is just as important if not more important than IQ (Cassady & Eissa, 2011). Emotional intelligence refers to one’s ability to perceive emotions, control them, and evaluate them. While some psychologists argue that it is innate, others claim that it is possible to learn and strengthen it. Academically, it has been referred to as social intelligence sub-set. This involves an individual’s ability to monitor their emotions and feelings, as well as those of others, and to differentiate them in a manner that allows the individuals to integrate them in their actions and thoughts (Cassady & Eissa, 2011).
The scope of emotional intelligence includes the verbal and nonverbal appraisal and expression of emotion, the regulation of emotion in the self and others, and the utilization of emotional content in problem solving. (pp. 433)
Mayer, J.D., Salovey, P., Caruso, D.R. (2000). Emotional intelligence as Zeitgeist, as personality, and as a mental ability. The Handbook of Emotional Intelligence, ed/. J.D.A. Parker 9San Francisco: Jossey-Bass, pp92-117.
Mayer, J. D., Salovey, P., Caruso, D. R., & Sitarenios, G. (2003). Measuring emotional intelligence with the MSCEIT V2.0. Emotion, 3(1), 97-105.
This test had two parts; a self- report portion and an ability portion. The test assessed my ability to recognize the emotions of others and my own (“Emotional Intelligence Test”, n.d., Summary). My overall assessment results for the Emotional Intelligence Test was 119. According to the assessment, I am able to comprehend and respond to emotions. Although I have some understanding in emotional intelligence, the test highlighted areas in which improvements were needed. In the next section I will review my development with EI in relation to the following domains: relationship , tolerance, flexibility, self-management, and emotional
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 has a large amount of number, which in common with social intelligence. Both of them are relevant with perception and understanding of other’s emotion, oneself and act cleverly way in interpersonal relationships. They are mood driver, a neurological and biological state of mind which are the significant key for human relationship, furthermore they are overlapping, interdependent and multidimensional. Additionally, found that most successful people seem to behave wiser in socially and emotionally, for instance, in the workplace and close relationships (Kang,Day, & Meara, 2005). However, each of them contains and focuses on different elements. According to
In this report the importance of emotional intelligence and the different EI theories has been discussed. EI has become vital in our daily personal and professional life. In professional life it helps in the management of the conflicts and understanding the emotional level and the desires of the other person. At workplace the lack of emotional intelligence creates many issues. There should be proper education about the emotional intelligence. The Personal SWOT Analysis is way of judgment of individual character strengths, weaknesses, opportunities which can be gained and the threats which can face in future. This is the best way of judgment of one’s basic strengths so it can be used in best manner, weakness, so they can be overcome, exploration of opportunities and the management of the threats in best way.
Goleman, D., 2005. Emotional Intelligence: Why It Can Matter More Than IQ. London: Bloomsbury Publishing.