The capabilities of employees matters for the organization’s growth. With these capabilities one more attribute has been added which got the hype after Denial Goleman’s work ‘Emotional Intelligence: Why It Can Matter More than IQ’ in year 1994 to 1997 in this time period this concept popularized and broadened its area of impact. Goleman was not the person who actually coined this term was Wayne Payne. He used this term in his doctoral thesis entitled ‘A study of emotion: Developing emotional intelligence; self-integration; relating to fear, pain and desire.’ Further it was carry forward by Peter Salovey and John Mayer in 1990 with their landmark article Emotional Intelligence in the renounced Journal. The most formal definition of Emotional Intelligence refers to the ability to identify and express emotions, understand emotions assimilate emotions in thought and regulate positive and negative emotions in one and others.
Firstly, our research will be providing support to existing research and theory regarding emotional intelligence and transformational/innovative leadership. Secondly our research will focus on the personality trait of the leader that may lead to the identification of good leader/manager. Until recently, emotions had no place in organizations and people had no idea of their importance at the workplace. Previously in the corporate culture managers neglected emotions in dealing with employees and were not aware of its significance. However, now the need for emotional intelligence has increased greatly and EI is considered a great corporate challenge of the 21st Century.
Emotional Intelligence: Application in the workplace The ability to identify and control one’s own emotions, and in the process recognize, comprehend, and inspire the emotions of others is critical to effective leadership and management in the corporate sector. These, according to Goleman, are the critical benchmarks and essential components used to define emotional intelligence (Goleman, What makes a Leader?). Goleman further comments that the primary pillars of emotional intelligence are in the understanding of the self, and nurturing an understanding of others through the building of networks and strong relationships around the individual (Goleman, Emotional Intelligence: Why It Can Matter More Than IQ). The useful application of emotional intelligence in the workplace has been attributed to the enhanced performance of individuals – the managers, supervisors and junior staff as well. Also, there has been evidence from empirical research of better work attitudes, reinforced behavior at the workplace and improved outcomes.
The mixed model of emotional intelligence postulated by Goleman (1995) is also known as emotional intelligence theory of performance because the model consists of sets of competences and skills that drive organisational performance and leadership performance. These sets of skills or competences which are the constructs or clusters of the model are self-awareness, self-management, social awareness and relationship management. 1. Self-awareness: This construct encompasses self-confidence, self-assessment, self-deprecating sense of humour and thirst for constructive criticism. It is the ability to read and understand one’s emotion in view of its strength, weakness, values and goals as well as recognising their impacts on others.
EMOTIONAL INTELLIGENCE AMONG SOCIAL WORK PROFESSIONAL Abstract Emotional Intelligence is defined as being able to recognize emotions in self and others, understanding how emotions work and being able to manage emotions. Knowing the crucial role of emotions and relationships in the social work chore, the rapid growth of literature reveals the relevance of EI to social work is behind the schedule and it’s time to re-evaluate and work on it. In this study, the relationship between emotional intelligence, measured by the Wong and Law Emotional Intelligence were examined with a sample of social work professionals in different fields (N=100). Demographic profile such as age group gender, the order of birth, marital status, type of family, education,
The employees were then quizzed to compare their capabilities. When Coleman analyzed the results, he determined that cognitive skills were notably important; however, technical skills and IQ were trumped by the importance of emotional intelligence. Furthermore, Coleman discovered that emotional intelligence played a larger role amongst individuals with higher positions throughout the company. When compared, the average performers showed almost 90% lower levels of emotional intelligence, then their counterparts in higher ranking
This study is anchored on Daniel Goleman’s mix model of Emotional Intelligence. EQ is the ability of the person to distinguish, evaluate, assess and control one’s own emotions, others emotion, and of the groups. Thus the person has his positive way to manage stressors, able to express his thoughts and action in a right manner, ability to empathize with other feelings, and can successfully dealt with the challenges and confusion of one’s life (Carter, K., Seifert, C., 2013). Emotional intelligence determines how the individuals emotionally competence based on the four domains in terms of personal and social competencies that results in outstanding performance in school and at work setting. Personal competence focuses on individuals how to
The researchers also found TEIQue scores were unrelated to nonverbal reasoning (Raven's matrices), which they interpreted as support for the personality trait view of EI (as opposed to a form of intelligence). As expected, TEIQue scores were positively related to some of the Big Five personality traits (extraversion, agreeableness, openness,conscientiousness) as well as inversely related to others (alexithymia, neuroticism). A number of quantitative genetic studies have been carried out within the trait EI model, which have revealed significant genetic effects and heritabilities for all trait EI scores.  Two recent studies (one a meta-analysis) involving direct comparisons of multiple EI tests yielded very favorable results for the
Having the ability to process one’s own emotions while simultaneously accessing the needs of others is emotional intelligence (Zhu et al., 2015). Emotional intelligence has definite effects on quality of care provided, well-being of employees, and increased work engagement (Zhu et al., 2015). All of these aspects are important for developing emotional intelligence as a leader to be able to coach staff with interventions to take care of negative emotions of staff in self-reflective exercises and peer coaching interventions (Zhu et al., 2015). Emotional intelligence abilities are fundamental for launching empowering work environments in nursing (Heckemann, M.G.A. Schols, & Halfens,
They therefore communicate better, form stronger relationships, achieve greater success at work, and lead a more fulfilling life. John Gottman was right when he said "In the last decade or so, science has discovered a tremendous amount about the role emotions play in our lives. Researchers have found that even more than IQ, your emotional awareness and abilities to handle feelings will determine your success and happiness in all walks of life, including family relationships." Emotional Intelligence consists of five basic components namely self-awareness, self-regulation, motivation, empathy and social skills. The first three competencies are intra-personal and concern your ability to know and manage yourself.