This paper defined Emotional Quotient (EQ) and Emotional Intelligence (EI) and differentiated between the two terms often used interchangeably in papers to be synonymous for emotional intelligence. Businesses benefited greatly when employees utilized soft skills such as emotional intelligence, displayed a positive disposition and were able to work in healthier, more productive work environments. These competences were developed through self-awareness, self-management, social awareness and social-relationship management. The four elements were described in the Competency Based model by Daniel Goleman and Richard Boyatzis. Not all employees exhibited the same level or maturity of emotional Intelligence. Identification, development and implementation of the EQ skill set were required of employees for increased productivity and overall benefits for the organization such as harmony in the work environment with increased productivity and better team work because of the improved problem solving abilities developed from EI. Developing Emotional Intelligence Emotional Intelligence (EI) was conceived in 1983, when Howard Gardner, a Harvard psychologist published a new theory debunking the conventional IQ theory as being too narrow to describe human intelligence. His recognition that life successes depended on many intelligence criteria and expanded the two academic IQ intelligence categories (verbal and math/logic) into a broader base to include visual/spatial, kinesthetic, and artistic. He then added the last two personal varieties that have become the ground breaking new concept of emotional intelligence (EI) -- intrapersonal and interpersonal intelligence (Guss, 2005). People with intrapersonal intelligence know themselves, t... ... middle of paper ... ...ne’s emotional intelligence. Retrieved from http://www.eqi.org/contact.htm Knowledge@Wharton. (2007, April 18). Managing emotions in the workplace: Do positive and negative attitudes drive performance?. Retrieved from http://knowledge.wharton.upenn.edu/article/managing-emotions-in-the-workplace-do-positive-and-negative-attitudes-drive-performance/ Neal, B. (2013, May 15). Handling tough situations with emotional intelligence.. Retrieved from www.astd.org Nowack, K. (n.d.). Emotional intelligence: Defining and understanding the fad. T&D Magazine, Retrieved from http://www.ASTD.org Richardson, D. (2013). A simple guide to help you gain a more effective style. Retrieved from http://eqi.org/eidefs.htm Segal, J. & Smith, M. (2013, March). Emotional intelligence (EQ): Five key skills for raising emotional intelligence. Retrieved from http://www.helpguide.org/metnal/eq5
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).
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
By recognizing the strengths and weaknesses, high emotional intelligence people benefits the organization to operate stably. As one of the important parts of leadership capacity, emotional intelligence influences the accomplishment of strategic change and competitive benefits. Public organization should identify strong emotional intelligence employees as they have high accountability in decision-making and are able to control their emotion. Classifying the distinction among others, emotional intelligence is essential for effective leadership and, as the result, affects the organization performance. Workers with high emotional intelligence contribute to the acheivement of organizational learning by influencing vital workers to excel in organizational
Stein, S. J., & Book, H. E. (2011). Emotional intelligence and your success (3rd ed.). Mississauga, Canada: John Wiley & Sons Canada, Ltd.
In the book Emotional Intelligence by Daniel Goleman, the central thesis that he tries to point out is that emotional intelligence may be more important than I.Q. in determining a person’s well being and success in life. At first I didn’t know what Goleman was talking about when he said emotional intelligence, but after reading the book I have to say that I agree completely with Goleman. One reason for my acceptance of Goleman's theory is that academic intelligence has little to do with emotional life. To me, emotions can be just as intelligent as your I.Q. In this essay I hope to provide sufficient evidence to show why I agree with Goleman’s thesis on emotional intelligence.
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.
Emmerling, R. J., & Goleman, D. (2003). EMOTIONAL INTELLIGENCE: ISSUES AND COMMON MISUNDERSTANDINGS. Issues and Recent Developments in Emotional Intelligence, 1(1), 1-32.
Myers, L. L. & Tucker, M. L. (2005). Increasing Awareness of Emotional Intelligence In A Business Curriculum. Business Communication Quarterly, 68, pp. 44-50.
Sy, T., & Cote, S. (2004). Emotional intelligence: A key ability to succeed in the matrix organization. Journal of Management Development. 23(5). 437-455
Performing emotions to facilitate concerning thought employee might have and to reason with their own emotions. Chains on how employees are able to understand their emotions and the ability to manage emotions within themselves and others (Kerr, Garvin, Heaton, & Boyle, 2006, P. 265-279). Emotional intelligence involves four features: self-awareness, self-management, social awareness, and relationship management.
Emotional intelligence is said to differ from cognitive ability and to be associated with enhanced performance in the workplace (Brackett & Salovey, 2006; Bradberry & Su, 2006; Druskat & Wolff, 2001; Lopes, Grewal, Kadis, Gall, & Salovey, 2006; Pescuric & Byham, 1996; Spencer, McClelland, & Kelner, 1997). It is well established that intelligence has a
Goleman, D., 2005. Emotional Intelligence: Why It Can Matter More Than IQ. London: Bloomsbury Publishing.