An increasing percent of the population begins to know the idea of emotional intelligence. This concept was firstly developed by two American university professors, John Mayer and Peter Salovey (1990) and they concluded that, people with high emotional quotient are supposed to learn more quickly due to their abilities. Another psycologist named Daniel Goleman (1995) extended the theory and also made it well-known. In his articles and books, he argued that people with high emotional quotient do better than those with low emotional quotient. In this essay, it will be argued that high emotional intelligence can influence work performance positively to a relatively high extent. Both benefits and limitations of a high level of EI in the workplace will be discussed and a conclusion will be drawn at the end of this essay.
The definition of emotional intelligence given by Salovey and Mayer (1990) focuses on the ability to understand one’s own and others’ emotions and also to manage one’s own emotions positively. On the other hand, Goleman’s definition (1995) covers more aspects, including 25 abilities and skills such as trustworthiness, communication and empathy. The former definition is more scientific and appropriate while the latter one is called the ‘corporate definition’ because its contents accommodate the interests of large corporations. However, the academic findings of the two professors are not widely known while Goleman’s edition is commonly accepted due to his best-seller book ‘Emotional Intelligence’ (Goleman 1995). The following essay will be mainly based on Goleman’s definition.
High emotional intelligence can improve work performance and its varied aspects can contribute to work differently. One aspect of emotion...
... middle of paper ...
...igence: Isses in Paradigm building, The emotionally intelligent workplace: how to select for, measure, and improve emotional intelligence in individuals, groups, and organizations, Jossey-Bass Ch.2
Goleman D.(2001) An EI-based theory of performance, The emotionally intelligent workplace: how to select for, measure, and improve emallenge emotional intelligence in individuals, groups, and organizations, Jossey-Bass Ch.3
Fernandez-Araoz C.(2001) The challenge of hiring senior executives, The emotionally intelligent workplace: how to select for, measure, and improve emallenge emotional intelligence in individuals, groups, and organizations, Jossey-Bass Ch.6
Arnold J., Silvester J., Patterson F., Robertson I., Cooper C. and Burnes B. (2005) Work Psychology: Understanding Human Behaviour in the Workplace 4th edition, Pearson Education Limited Essex
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 (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.
The term Emotional Intelligence was phrased by Salovey and Mayer in 1990. Though research on intelligence had been carried out years before and the value of cognitive emotion was first studied by psychologists from as early as 1940. David Wechsler was one of the first pioneers who recognized the importance of non-cognitive aspects of humans and proposed that non-intellective abilities are essential for predicting one’s ability to succeed in life. (Consortium for Research on Emotional Intelligence in Organizations 2000)
Emotional intelligence is a new way of thinking about success in life and especially in leadership. Emotional intelligence (EQ) is the ability to identify, use, understand, and manage emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges, and defuse conflict. Emotional intelligence impacts many different aspects in daily life, such as the way we behave and the way we interact with others. The benefits of higher emotional intelligence are it easier to form and maintain interpersonal relationships and to fit in to group situation. And it’s also better of understanding their own physiological state which can include managing stress effectively and being less likely to suffer from depression.
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.
Emotional intelligence is the ability to gauge your emotions as well as the emotions of those around you, to make a distinction among those emotions, and then use that information to help guide your actions (Educated Business Articles , 2017). It also helps us consciously identify and conceive the ways in which we think, feel, and act when engaging with others, while giving us a better insight to ourselves (Educated Business Articles , 2017). Emotional Intelligence defines the ways in which we attain as well as retain information, setting priorities, in addition to regulating our daily actions. It is also suggested that as much as 80% of our success in life stems from our
(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.
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)
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