Introduction:
In this paper I critically reflect on five different self-assessments: locus of control (LOC), emotional intelligence (EI), listening self-inventory, team member type and conflict management. Throughout my discussion, I focus on their correlations and apply the gathered information to my work-life experiences. I will also provide a systematic assessment of each of these questionnaires. This evaluation will address any possible weaknesses I had found within the tests and prepare my final conclusions based upon those final educated results.
Locus of Control & Emotional Intelligence Relationship:
I scored moderate on the LOC, (specifically internal LOC) and EI assessments. When evaluating these two tests I found a relationship between my control of emotions and my fate. These surveys made it apparent that my capability to control my feelings provides a higher internal LOC. As Mohapatra and Gupta’s (2010) study suggests, “Being in charge of one's emotions leads a person to believe that he's in control of his/her life and can attain his/her goals by well directed efforts” (p. 16). At work I run into this correlation every time I am dealing with a customer. When I am socially aware of their emotions, I can micro manage my own emotions accordingly. In succession, this increases my relationship management capability. If I do not maintain a high level of EI at work I see my customers’ dissatisfaction as my fault. Therefore, when taking the fate of my customers’ happiness into my own hands, whether it goes bad or good, depends on my handling of the surrounding emotions. Before this test I had not critically thought about how I handled my emotions in a work setting. This helped me understand the connection between being in c...
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... help me become a more skilled an employable individual.
Works Cited
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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).
Goleman, Daniel. Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books, 1995.
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.
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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.
Goldman (1995) discusses how leaders with high emotional intelligence are able to assess, identify, and predict others emotions while being able to effectively manage their own feelings as they interact with others. Leaders who have high emotional intelligence have the abilities to motivate oneself and persist during difficult situations, they are able to control impulses or emotions, they are capable of regulating their moods, they are able to think during difficult situations as well as empathize with others. This type of leader is able to not only recognize their own emotions, but also recognize the emotions and well-being of people around them. The author describes the importance of listening to others, being self-aware, using self-regulation,
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).
...sults were compared with those from another 140 supervisors, peers, and Regression analyses showed that there is a positive correlation between the emotional intelligence of managers and organizational climate. The results of the analyses also show that among emotional intelligence's factors, social awareness and self-awareness have more influence on organizational climate, while among organizational climate factors, credibility is most influenced by managers' emotional intelligence.”
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)
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Goleman, D., 2005. Emotional Intelligence: Why It Can Matter More Than IQ. London: Bloomsbury Publishing.