As we all probably know some people, either at our workplace or in our personal lives, who are really good listeners to all situations.
No matter what kind of situation we're in, they always seem to know just what
to say – and how to say it – so that we're not offended or upset. They're
caring and considerate, and even if we don't find a solution to our problem, we
usually leave feeling more hopeful and optimistic. We probably also know people
who are masters at managing their emotions. They don't easily get angry in stressful
situations. Instead, they have the ability to look at a problem and calmly find
a solution. They're excellent decision makers, and they know when to trust
their intuition.
Regardless of their strengths, however, they're usually
willing to look at themselves honestly. They take criticism well, and they know
when to use it to improve their performance. People like this have a high
degree of emotional intelligence, or EI. They know themselves very well, and
they're also able to sense the emotional needs of others. Different approaches and
theoretical models have been developed for Emotional Intelligence. This summary
article focuses chiefly on the Goleman interpretation. The work of Mayer,
Salovey and David Caruso (Yale) is also very significant in the field of
Emotional Intelligence, and will in due course be summarised here too.
EMOTIONAL INTELLIGENCE (EI): THE MODELS
The Emotional
intelligence can be defined as the ability to monitor one's own and other
people's emotions, to discriminate between different emotions and label them
appropriately and to use emotional information to guide thinking and
behavior.[1] Emotional intelligence also reflects abilities to join
intelligence, empathy and emotions to enhance thought and understanding of
interpersonal dynamics. However, substantial disagreement exists regarding
the definition of EI, with respect to both terminology and operationalizations.
Currently, there are three main models of EI: Ability model, Mixed model
(usually subsumed under trait EI) and Trait model.
Emotional
intelligence (EI) or emotional quotient (EQ) is the capacity of individuals to
recognize their own, and other people's emotions, to discriminate between
different feelings and label them appropriately, and to use emotional
information to guide thinking and behavior. Although the term first appeared in
a 1964 paper by Michael Beldoch, it gained popularity in the 1995 book by that
title, written by the author, psychologist, and science journalist Daniel
Goleman. Since this time Goleman's 1995 theory has been criticized within the
scientific community.
There are currently
several models of EI. Goleman's original model may now be considered a mixed
model that combines what have subsequently been modeled separately as ability
EI and trait EI. Goleman defined EI as the array of skills and characteristics
that drive leadership performance. It "encompasses behavioral dispositions
and self-perceived abilities and is measured through self-report". The
ability model, developed by Peter Salovey and John Mayer in 2004, focuses on
the individual's ability to process emotional information and use it to navigate
the social environment.
Studies have shown
that people with high EI have greater mental health, job performance, and leadership
skills although no causal relationships have been shown and such findings are
likely to be attributable to general intelligence and specific personality
traits rather than emotional intelligence as a construct. For example, Goleman
indicated that EI accounted for 67% of the abilities deemed necessary for
superior performance in leaders, and mattered twice as much as technical
expertise or IQ. Other research finds that the effect of EI on leadership and
managerial performance is non-significant when ability and personality are
controlled for, and that general intelligence correlates very closely with
leadership. Markers of EI and methods of developing it have become more widely
coveted in the past decade. In addition, studies have begun to provide evidence
to help characterize the neural mechanisms of emotional intelligence.
Criticisms have
centered on whether EI is a real intelligence and whether it has incremental
validity over IQ and the Big Five personality traits. Review finds that, in
most studies, poor research methodology has exaggerated the significance of EI.
Emotional Intelligence links strongly with concepts of love and spirituality:
bringing compassion and humanity to work, and also to 'Multiple Intelligence'
theory which illustrates and measures the range of capabilities people possess,
and the fact that everybody has a value. The EQ concept argues that IQ, or
conventional intelligence, is too narrow; that there are wider areas of
Emotional Intelligence that dictate and enable how successful we are. Success
requires more than IQ (Intelligence Quotient), which has tended to be the
traditional measure of intelligence, ignoring essential behavioural and
character elements. We've all met people who are academically brilliant and yet
are socially and inter-personally inept. And we know that despite possessing a
high IQ rating, success does not automatically follow.
Next Week's on my emotions post
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THE ELEMENT OR IMPORTANCE OF EMOTIONAL INTELLIGENCE AT WORK
Categories of
emotional intelligence is depends on what a person can exhibit. For a resource
person to hire candidates who will thrive in your workplace, look for those who
have a handle on these five pillars.
1.
Self-awareness: If a person has a
healthy sense of self-awareness, he understands his own strengths and
weaknesses, as well as how his actions affect others. A person who is
self-aware is usually better able to handle and learn from constructive
criticism than one who is not.
2.
Self-regulation: A person with a high
EQ can maturely reveal her emotions and exercise restraint when needed. Instead
of squelching her feelings, she expresses them with restraint and control.
3.
Motivation: Emotionally
intelligent people are self-motivated. They're not motivated simply by money or
a title. They are usually resilient and optimistic when they encounter
disappointment and driven by an inner ambition.
4.
Empathy: A person who has
empathy has compassion and an understanding of human nature that allows him to
connect with other people on an emotional level. The ability to empathize
allows a person to provide great service and respond genuinely to others’
concerns.
5.
People skills: People who are
emotionally intelligent are able to build rapport and trust quickly with others
on their teams. They avoid power struggles and backstabbing. They usually enjoy
other people and have the respect of others around them.
GUIDELINES FOR PROMOTING EMOTIONAL INTELLIGENCE
1. Paving the way
·
Assess
the organization's needs
·
Assessing
the individual
·
Delivering
assessments with care
·
Maximising
learning choice
·
Encouraging
participation
·
Linking
goals and personal values
·
Adjusting
individual expectations
·
Assessing
readiness and motivation for EQ development
2. Doing the work of change
·
Foster
relationships between EQ trainers and learners
·
Self-directed
change and learning
·
Setting
goals
·
Breaking
goals down into achievable steps
·
Providing
opportunities for practice
·
Give
feedback
·
Using
experiential methods
·
Build
in support
·
Use
models and examples
·
Encourage
insight and self-awareness
·
Encourage
transfer and maintenance of change (sustainable change)
3. Encourage Application Of New Learning In Jobs
·
Develop
organizational culture that supports learning
·
Evaluating
the change - did it work?
·
Evaluate
individual and organizational effect
SUMMARY
Working on your
emotional intelligence could well be the most important aspect of your personal
development. Research has shown that people with higher levels of emotional
intelligence enjoy more satisfying and successful careers and relationships. If
you think about ways to enhance your EI, you are likely to become more
interesting and attractive to others, and you will also give your self-esteem a
boost.
REFERENCES
Coleman,
Andrew (2008). A Dictionary of Psychology (3 ed.). Oxford University Press.
ISBN 9780199534067.
Goleman,
Daniel (1998), What Makes a Leader?, Harvard Business Review
Petrides,
Konstantin; Furnham, Adrian (2001), "Trait Emotional Intelligence:
Psychometric Investigation with Reference to Established Trait
Taxonomies", European Journal of Personality, pp. 425–448
Jump
up to: a b Salovey, Peter; Mayer, John; Caruso, David (2004), "Emotional
Intelligence: Theory, Findings, and Implications", Psychological Inquiry,
pp. 197–215
Goleman,
D. (1998). Working With Emotional Intelligence. New York, NY. Bantum Books.
My Emotional Intelligence (EI) Test | Emotional Quotient (EQ) Quiz
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ONLINE SOURCES
- https://www.psychologytoday.com/basics/emotional-intelligence
- https://www.mindtools.com/pages/article/newCDV_59.htm
- http://www.businessballs.com/eq.htm
- http://www.businessballs.com/emotionalintelligencebestpractice.pdf
- http://www.skillsyouneed.com/general/emotional-intelligence.html
- https://www.entrepreneur.com/article/245755