Being emotionally intelligent and having good relationships in the workplace are important skills in our society. No matter what position a person holds in a company, achieving results requires productive working relationships with others. Developing good human relationships is the foundation for successful businesses. According to Goleman, our "Emotional Quotient (EQ) defines our capacity for relationships" (Goleman 1995). He adds, "Rational intelligence only contributes about 20% to factors that determine success in life. Some other factors such as luck and other characteristics of EQ, make up the other 80%" (Goleman 1995). In 1990, Peter Salovey and John Mayer introduced the term "emotional intelligence." Daniel Goleman made the term popular in 1995 in his bestselling book, Emotional Intelligence: Why It Can Matter More Than IQ? According to Goleman, Emotional intelligence consists of five major characteristics (Goleman 43; Caudron & Shari 1999). These characteristics include being self aware, knowing how to manage moods, being able to motivate oneself, being empathetic, and having good interpersonal skills. Having good Emotional Intelligence skills is extremely important in today's business environment. Managers of organizations and Human Resource departments are being faced with challenges because businesses do not compete in terms of product offering alone. The swiftness of technical innovations, competition and pressure from investors is the reason behind this fast change. Because of this, organisations are forced to establish efficiency-orientated programs to ensure efficiency, productivity and competitiveness, for example "restructuring" to a lean and flat organisational structure. This th... ... middle of paper ... ...y might face. A highly developed Emotional Intelligence controls impulses and delays gratification, it manages overwhelming thoughts and allows people to better empathise with others. Higher levels of Emotional Intelligence characteristics are associated with better performance and success. However, there is no immediate and easy process to improve one's competency in Emotional intelligence. One must be determined to conduct a critical self-evaluation and make a commitment to improvement. Large organizations have to create a working environment that reinforces the learning process. Management should be aware that a lack of Emotional Intelligence skills from employees at all levels can lead to a lack of innovation and creativity, decreased productivity, decreased customer satisfaction, a high turnover, declines in revenue, and a negative atmosphere in the workplace.
Emotional intelligence is the ability to identify, use, and understand emotions in positive ways to relieve stress, efficiently communicate, empathize with others, overcome challenges, and to defuse conflict. By harnessing emotional intelligence, we can modify our own behavior and our interaction with other people. By utilizing high emotional intelligence, we are able to recognize our won emotional state and the emotional states of others, and engage with others in a way that draws them nearer to you (Cherry, 2015).
Emotional intelligence (EI) plays an important role in every worker in organization or corporation, especially someone with the authority or power inside the organization. A leader has to become a source of inspiration and catalyst for the employee to improve their working condition. One true leader has the ability to read what people want even though it never being told (Meghan, 2014). This will allow the employee to build a good connection and relationship between the leaders, thus improve how the organization being conducted. Some people may denied that emotional intelligence did affect ones’ performance, but big corporation such as Google and Microsoft have implemented emotional intelligence in their working condition as a way to improve the organization performance. Chadha (2013) emphasize that there are 4 key element in emotional intelligence; self-awareness, self-management, social-awareness and relationship management. Within these four elements, one element that truly related between a leader and employee is relationship management.
Goleman (1998) remodelled Mayer and Salovey (1997) model into an analogous form. Since emotional intelligence is the ability to identify one’s own feelings as well as the feelings of others, capacity to motivate oneself and others and the management of emotions in relationships, it is one of the best tools to analyse the degree of skills required for each job.
Emotions are frequent companions in our lives. They come and go, and constantly change like the weather. They generate powerful chemicals that create positive and negative feelings, which have a powerful effect on leadership. Some emotions can either facilitate leadership, while others can detract from successful leadership. This course, Emotionally Intelligent Leadership, has truly opened my eyes to the affects that emotions have on being an effective leader. Peter Salovey and John Mayer defined emotional intelligence as “the ability to monitor one’s own and other’s feelings and emotions to use the information to guide one’s thinking and actions” (p. 5). This definition in itself states that emotions, whether it be ones own emotions or those of others, is the underlying factor that directs the actions of a leader. Therefore, throughout the progression (advancement) of this course, I have learned the importance of the development of emotional intelligence for being an effective leader, and because of this I plan on developing the capacities that contribute to being an emotionally intelligent leader for my own success, now and in the future.
(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
In our everyday lives, we are constantly interacting with other individuals. These interactions have an effect on our emotions. We have to learn how to identify and deal with these emotions because they have a direct effect on how we deal with issues at work. Individuals can work their way through this process by becoming aware of the importance of emotional intelligence.
Applying these aspects of emotional intelligence has a significant enhancing effect on every aspect of life. It allows one to be self aware, improving the ability to process information about oneself accurately (Goleman, 2008). Emotional intelligence also affects management of mood in that it enhances one’s ability to manage emotions, create moods of positivity, and defuse bad moods. Emotional intelligence also comes in handy with regards to motivation of self. It increases an individual’s ability to overcome frustration, the ability to be persistent, ability to engage in tasks that are boring, but necessary, and to be involved in and cut out productive and non-productive actions respectively.
Emotional intelligence: This is most difficult concept to understand and master. This is the ability of the individual to manage the emotions of their own and of others. It can also be termed as “steer smarts” which is mostly possessed by executives of the company in order to maintain the relationship within the company as well as with the stakeholders. There are four important features of EI models are:
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.
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.
Palmer, B., Walls, M., Burgess, Z., & Stough, C. (2001). Emotional Intelligence and Effective Leadership. Leadership & Organization Development Journal , 22 (1), 5-10.
Sy, T., & Cote, S. (2004). Emotional intelligence: A key ability to succeed in the matrix organization. Journal of Management Development. 23(5). 437-455
According to the peter Salovey and John D. Mayer (1990), “" they 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"
Not having emotional intelligence will bring selfishness and aggogance to the workplace therefore high emotionally intelligence will bring positive relationship between you and your workmates in your