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.
Daniel Coleman was the first to introduce Emotional Intelligence to the masses with his book Emotional intelligence in 1995. He argued that the traditional qualities associated with leadership; such as, intelligence, toughness, determination and vision were not the only traits that created an effective leader. With these attributes, you also needed, what he coined as “emotional intelligence.” Emotional intelligence consists of 5 traits; Self-awareness, self-regulation, motivation, empathy and social skills. This new concept was not introduced into the business realm until 1998 and has continued to ignite opposing arguments. However, Coleman’s article continues to be a staple for the subject, outlining the components of emotional intelligence
The intention of this paper is to explain on the relevancy of ‘Emotional Intelligence’ in which of how it is connected in organizational behavior. ‘Emotional Intelligence’ (EQ) was first introduced to the public in 1995 by a physiologist named Dr. Daniel Goleman, even other sources were aware that it may have discussed earlier to date as of 1985. According to Goleman, ‘Emotional Intelligence’ is a type of social intelligence that involves the ability to monitor one’s own and other’s feeling and emotions, to discriminate among them and to use this information to guide one’s thinking and actions. In the context of organizational behavior, the ‘Emotional Intelligence’ principles provide a new way to understand and assess people's behaviors, management
Emotional intelligence gives us the ability to withdraw our own emotions from a situation to make a strategic decision for the benefit of a patient. According to Daniel Goleman (1998), Emotional Intelligence is "the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships. Leadership influences the behaviors, attitudes and thoughts of others. Effective leaders help others navigate obstacles and challenges. They can also encourage and inspire those around them.
Indeed, emotional intelligence is viewed as one of the best predictors of a successful leader (Codier & Codier, 2017). According to Goleman and colleagues (as cited in McEwen & Wills, 2014), Emotional Intelligence is separated into four categories of self-awareness, self-management, social awareness and social skills. Self-awareness could be considered the most important of the four as it describes the ability to understand our emotions and recognizing our own strengths and weaknesses (McEwen
Definition: “Emotional intelligence (EI)- a set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others” (McShane, and Von Glinow, 2018, p. 99). Summary: Cheri Clancy is a soft skill and leadership coach, she previously was a nurse and a professor of nursing at a number of universities. In her article The Importance of Emotional Intelligence, she discusses the importance of emotional intelligence in nursing and an offices retention of nurses (2014). Clancy (2014) explains that an emotionally intelligent person knows what to say in a conversation and the correct way to engage with individuals in different situations. Clancy (2014)
Therefore, a person that is capable of properly regulating his/her own emotions has the possibility of developing emotional competence through self-discipline. Similarly, a person who can correctly identify his/her own emotions has the possibility of developing an emotional competence in empathy or conflict management. In both cases, it is clear that the factors of emotional intelligence offer the foundations for developing emotional competence. Wakeman (2006) claims that the level of a person’s emotional intelligence can be evaluated in a certain degree by assessing the emotional competences developed in that person, which is quite an interesting approach to this matter. In this view, emotional competences are regarded as a result of several factors, including emotional
Martinez-Pons (1997) continues to explain that the ability to relate behaviors and challenges of emotional intelligence on workplace implementation is a really big benefit in constructing an outstanding team. One of the most usual factors that leads to retention problems is communication flaws that create disconnection and doubt. A leader lacking in emotional intelligence is not able to effectively measure the needs, wants and expectations of those they lead. Leaders who react from their emotions without sorting them can create mistrust amongst their staff and can utterly put their working relationships on the line. Reacting with irregular emotions can be detrimental to overall culture, attitudes and positive feelings toward the company and the duty.
Hospitality organizations and travel companies need leaders who are not only emotionally intelligent but who also have an ability to realize and understand the values of their followers that are beneficial both to the service climate and the followers themselves. This study examines the predictive relationship between emotional intelligence and transformational leadership style in hotels and travel companies, investigates how the dimensions of emotional intelligence are associated with supervisor’s transformational leadership, assesses if there is any differences in the relationship between emotional intelligence and transformational leadership style in respect to business type. Data were collected from 234 managers (using the Emotional Quotient Inventory questionnaire (EQ_i) and 468 employees (using the Multifactor Leadership Questionnaire (MLQ) of 27 hotels and 32 travel companies. The results of this study indicate that emotional intelligence is positively related to transformational leadership (p < 0.05). Moreover, a significant predictive relationship (p < 0.05) was found between emotional intelligence and transformational leadership style with a variability of 56.8%.