Emotional Intelligence is a concept that encompasses a broad collection of individual skills and dispositions, often referred to as soft skills or interpersonal skills, outside the realms of specific knowledge, general intelligence, and technical/professional skills. Authors in the field emphasize the importance of possessing both traditional intelligence (IQ) and emotional intelligence (EQ) to thrive in society, relationships, and various roles. Emotional intelligence involves being aware of emotions and their impact on traditional intelligence, enhancing or impairing judgment. This aligns with the belief that success in life requires more than just intellect; the ability to foster healthy relationships is crucial.
Mayer and Salovey (1993) highlight that Emotional Intelligence enables creative thinking and problem-solving by leveraging emotions. They suggest that Emotional Intelligence overlaps with general intelligence to some extent. An emotionally intelligent individual excels in four areas: Identifying, using, understanding, and regulating emotions. Goleman (1995) expands this perspective by outlining five factors of Emotional Intelligence: Knowing one's emotions, managing emotions, self-motivation, empathy, and social skills.
In the workplace, Emotional Intelligence plays a significant role, as Goleman illustrates in "Working With Emotional Intelligence." He emphasizes two key areas: personal competence (self-management) and social competence (relationship management), each comprising specific competencies. While the popular press often touts the importance of Emotional Intelligence, its actual impact is subject to ongoing research. The potential power of Emotional Intelligence is still being explored, with questions surrounding its practical application in fields like human resource management.
Measuring Emotional Intelligence remains a challenge, with various tools claiming to assess EI but lacking robust validation research. Goleman and other experts are working on developing tools like the 360 feedback tool to evaluate workplace-specific emotional competencies. The Emotional Intelligence movement, though met with some skepticism, presents an intriguing area for further research and understanding of non-cognitive qualities relevant to personal and professional success. Additional studies are needed to determine the efficacy of Emotional Intelligence in organizational contexts and its relationship to established measures of personality.
The evolving conversation around Emotional Intelligence underscores the need for continued exploration and scrutiny of its implications for individual and organizational development. While Emotional Intelligence may offer valuable insights, its integration into practical decision-making processes requires further study and refinement. As research progresses, Emotional Intelligence could potentially enhance our comprehension of emotions in various settings and contribute to personal growth and interpersonal effectiveness.
From India, Delhi
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115Mayer and Salovey (1993) highlight that Emotional Intelligence enables creative thinking and problem-solving by leveraging emotions. They suggest that Emotional Intelligence overlaps with general intelligence to some extent. An emotionally intelligent individual excels in four areas: Identifying, using, understanding, and regulating emotions. Goleman (1995) expands this perspective by outlining five factors of Emotional Intelligence: Knowing one's emotions, managing emotions, self-motivation, empathy, and social skills.
In the workplace, Emotional Intelligence plays a significant role, as Goleman illustrates in "Working With Emotional Intelligence." He emphasizes two key areas: personal competence (self-management) and social competence (relationship management), each comprising specific competencies. While the popular press often touts the importance of Emotional Intelligence, its actual impact is subject to ongoing research. The potential power of Emotional Intelligence is still being explored, with questions surrounding its practical application in fields like human resource management.
Measuring Emotional Intelligence remains a challenge, with various tools claiming to assess EI but lacking robust validation research. Goleman and other experts are working on developing tools like the 360 feedback tool to evaluate workplace-specific emotional competencies. The Emotional Intelligence movement, though met with some skepticism, presents an intriguing area for further research and understanding of non-cognitive qualities relevant to personal and professional success. Additional studies are needed to determine the efficacy of Emotional Intelligence in organizational contexts and its relationship to established measures of personality.
The evolving conversation around Emotional Intelligence underscores the need for continued exploration and scrutiny of its implications for individual and organizational development. While Emotional Intelligence may offer valuable insights, its integration into practical decision-making processes requires further study and refinement. As research progresses, Emotional Intelligence could potentially enhance our comprehension of emotions in various settings and contribute to personal growth and interpersonal effectiveness.
From India, Delhi
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Interesting article, I’ve was also fortunate to get MBA articles on IQ, EQ, SQ & CQ. Understanding these helps a great deal for a Manager to become a better Manger. “The Hidden Force – by Daniel Goleman” is an interesting read.
Thanks for sharing.
From Sri Lanka
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Thanks for sharing.
From Sri Lanka
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Hello Archana,
Very useful article. Truly speaking, the word "EQ" is very widely used by many corporate sectors nowadays. The main reason is that people understand that EQ, besides IQ, also plays a vital role in a person's output.
Some very famous personalities like Edison had excellent IQ levels, more than 130%. I bet they would also have had high EQ levels considering their success and contributions to society.
Individuals with high IQ levels, over 100%, may find it challenging to regulate their EQ. Their academic success may be average, but they often excel in extracurricular activities.
Thanks for your informative post.
Wishes,
Senthil Raj
From Costa Rica, San José
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Very useful article. Truly speaking, the word "EQ" is very widely used by many corporate sectors nowadays. The main reason is that people understand that EQ, besides IQ, also plays a vital role in a person's output.
Some very famous personalities like Edison had excellent IQ levels, more than 130%. I bet they would also have had high EQ levels considering their success and contributions to society.
Individuals with high IQ levels, over 100%, may find it challenging to regulate their EQ. Their academic success may be average, but they often excel in extracurricular activities.
Thanks for your informative post.
Wishes,
Senthil Raj
From Costa Rica, San José
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Dear all,
I've heard that IQ gets you hired, EQ gets you promoted. Please shed some light on how to measure EQ, what attributes we can evaluate, and what statistical measures/tools can be used.
With regards,
vennpuru
From India, Madras
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I've heard that IQ gets you hired, EQ gets you promoted. Please shed some light on how to measure EQ, what attributes we can evaluate, and what statistical measures/tools can be used.
With regards,
vennpuru
From India, Madras
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Hello Mam,
Your post on 'Emotional Intelligence at work' is very useful and informative for me to study emotional intelligence of employees at work. If I want to correlate emotional intelligence with job performance, how could I design my questionnaire to gather more information about how emotional intelligence relates to job performance? I have designed a questionnaire that solely focuses on the emotional intelligence of employees. Can I incorporate self-appraisal questions in between emotional intelligence questions to directly establish the relationship between emotional intelligence and job performance?
Please share your insights on this relationship and how to collect more data from employees that could reflect their emotional intelligence and job performance.
Regards, SONAli
From India, Nagpur
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Your post on 'Emotional Intelligence at work' is very useful and informative for me to study emotional intelligence of employees at work. If I want to correlate emotional intelligence with job performance, how could I design my questionnaire to gather more information about how emotional intelligence relates to job performance? I have designed a questionnaire that solely focuses on the emotional intelligence of employees. Can I incorporate self-appraisal questions in between emotional intelligence questions to directly establish the relationship between emotional intelligence and job performance?
Please share your insights on this relationship and how to collect more data from employees that could reflect their emotional intelligence and job performance.
Regards, SONAli
From India, Nagpur
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