Emotional intelligence.[check] This checklist explains the concept of emotional intelligence, sometimes referred to as EQ or emotional intelligence quotient intelligence quotient
n. Abbr. IQ
An index of measured intelligence expressed as the ratio of tested mental age to chronological age, multiplied by 100. , and why it is becoming more important. It gives an overview of the basic principles and outlines why it is relevant for managers. A brief self-test self-test n (COMPUT) → autocomprobación f
self-test n (Comput) → test m automatique
self-test self n ( indicator is given at the end.
Emotional intelligence is increasingly being regarded as a major key to personal success and as being more important than IQ. Some of the most successful people in life today are those who are regarded as having a high level of emotional intelligence whatever their level of IQ. Being able to manage themselves and others successfully is often a crucial factor in their success. With a growing emphasis on 'soft skills', managers need to be able to sensitively handle other people, both within and outside the organisation.
"The ability to perceive, to integrate, to understand and reflectively re·flec·tive
a. Of, relating to, produced by, or resulting from reflection.
b. Capable of or producing reflection: a reflective surface.
2. manage one's own and other people's feelings" John D Mayer (as quoted in People Management, 28 October 1999, page 49).
Emotional Intelligence at work
Most people do experience a range of both positive and negative emotions negative emotion Any adverse emotion–eg, anger, envy, cynicism, sarcasm, etc. Cf Positive emotion. at work.
Examples can include:
* Satisfaction--you have done an excellent piece of work
* Exhilaration--you have won a major contract
* Pride--you have helped someone out of a difficult situation
* Anger--your work that has not been appreciated
* Frustration--because of delays in implementing your recommendations
* Anxiety--difficulty in meeting deadlines.
How does Emotional Intelligence work?
When emotions are experienced, such as satisfaction, anxiety or frustration, the human brain is programmed to respond to the threat and an emotional response is triggered. However, acting on that first impulse impulse, in mechanics: see momentum.
The integral of a force over an interval of time. For a force F , the impulse J over the interval from t0 to t1 can lead to things being said or done that are later regretted. Emotional intelligence means that whilst you acknowledge that emotion, you then take a step back from that situation and let rational thought influence your actions.
Advantages of using Emotional Intelligence
* lead to improved relationships with colleagues
* help to keep yourself under control
* help to lower stress levels
* help keep you motivated mo·ti·vate
tr.v. mo·ti·vat·ed, mo·ti·vat·ing, mo·ti·vates
To provide with an incentive; move to action; impel.
* enable you to communicate well and influence others without conflict
* enhance your standing in the eyes of your colleagues.
Disadvantages of using Emotional Intelligence
* cannot always be learned, though it can be developed
* is sometimes dismissed as being just another management fad A management fad is a derisive term use to characterize a change in philosophy or operations that sweeps through businesses and institutions, and then disappears when enthusiasm for it wanes. .
1. Understand the theories of Emotional Intelligence
Two American psychologists The American Psychologist is the official journal of the American Psychological Association. It contains archival documents and articles covering current issues in psychology, the science and practice of psychology, and psychology's contribution to public policy. , John D Mayer and Peter Salovey Peter Salovey is a psychologist currently working at Yale University. He is renowned for his work on emotional intelligence. In 2004, he succeeded Richard H. Brodhead as the dean of Yale College. , first defined the phrase "emotional intelligence" in the 1980s. Daniel Goleman Daniel Goleman (born March 7, 1946) is an internationally renowned author, psychologist, science journalist, and corporate consultant. His parents were college professors in Stockton, California, where his father taught world literature at what is now San Joaquin Delta College, , another American psychologist later built on their work and published his well-known books on the subject. He also produced a framework for emotional intelligence, which consists of five elements five elements,
n.pl fire, water, earth, wood, and metal; in Chinese medicine, each of these five components is used to organize phenomena for use in clinical applications. Each of the elements corresponds to a specific function (i.e. :
* Self-awareness--understanding yourself, your strengths and weaknesses and how you appear to others
* Self-regulation--the ability to control yourself and think before you act
* Motivation--the drive to work and succeed
* Empathy--how well you understand other peoples' viewpoints
* Social skills--communicating and relating to relating to relate prep → concernant
relating to relate prep → bezüglich +gen, mit Bezug auf +acc others.
Other important researchers into Emotional Intelligence include Dr Malcolm Higgs and Professor Victor Dulewicz. They identified seven elements of emotional intelligence, which can be broken down into three main categories:
* The drivers--motivation and decisiveness. These two traits energise v. i. & t. 1. Same as energize.
Verb 1. energise - raise to a higher energy level; "excite the atoms"
alter, change, modify - cause to change; make different; cause a transformation; "The advent of the automobile may people and drive them towards achieving their goals, which are usually set very high.
* The "contrainers"--conscientiousness and integrity, and emotional resilience resilience (r·zilˑ·yens),
n . In contrast, these two traits act as controls and curb the excesses of the drivers - especially if they are very high and undirected, or misdirected.
* The enablers--sensitivity, influence and self-awareness self-awareness
Realization of oneself as an individual entity or personality. . These three traits facilitate performance and help the individual to succeed. (Source: People Management, 28 October 1999).
2. Ask what this means for me
The following competencies are considered necessary for managers, and have particular relevance for emotional intelligence. For example, managers need to be able to:
* manage themselves (self-regulation and contrainers) and not venting venting,
n an exit passage constructed in a casting mold to allow gases to escape during the casting process.
venting Ventilation Psychology The verbalization* of one's 'emotional baggage' to another person; qvetching their frustration on staff
* have self-awareness of their real, not perceived, strengths and weaknesses
* motivate others as well as themselves
* counsel or coach others within the organisation (social skills, enablers)
* encourage others, and offer advice (social skills, enablers)
* develop good working relationships (empathy empathy
Ability to imagine oneself in another's place and understand the other's feelings, desires, ideas, and actions. The empathic actor or singer is one who genuinely feels the part he or she is performing. and enablers).
3. Test and develop your Emotional Inteligence
A major problem when testing for Emotional Intelligence is that there is no one agreed standard definition of the concept. Practitioners and trainers use a widely varying range of characteristics and assessment methods, and many of the tests available for measuring EI, through the Internet Internet
Publicly accessible computer network connecting many smaller networks from around the world. It grew out of a U.S. Defense Department program called ARPANET (Advanced Research Projects Agency Network), established in 1969 with connections between computers at the , for example, reflect this. These tests are, however, useful in making people aware of the issues involved and can give an indication of where an individual's emotional strengths and weaknesses lie.
Another problem is whether EI can be developed. Certainly, skills such as team building and motivation skills can be developed. There are numerous books, seminars and courses that aim to do just that, or at least to give a better understanding of the issues involved. Until more academically rigorous and tested assessment outcomes are agreed, it may be safest to say that, for the time being, only some facets of EI can be learned or taught. Others, like adopting a more understanding attitude, or building drive and determination, can only come from within.
Examples of EI tests can be found at
www.eqi.org www.eiconsortium.org http://ei.haygroup.com/resources/topteams
The tests usually take the form of questionnaires or psychometric testing psychometric test Any test used to quantify a particular aspect of a person's mental abilities or mindset–eg, aptitude, intelligence, mental abilities and personality. See IQ test, Personality testing, Psychological testing. , measuring competencies or characteristics such as: emotional energy, stress, assertiveness assertiveness /as·ser·tive·ness/ (ah-ser´tiv-nes) the quality or state of bold or confident self-expression, neither aggressive nor submissive. , sociability, attitudes, decisiveness, objective judgement, self-esteem self-esteem
Sense of personal worth and ability that is fundamental to an individual's identity. Family relationships during childhood are believed to play a crucial role in its development. , courage and tolerance of and consideration for others. Some tests are wholly web-based; others paper-based. A simple test is given at the end of this checklist.
Dos and don'ts for using Emotional Intelligence
* Observe your emotional reactions to other people.
* Consider how you might test and develop your emotional intelligence.
* Ask yourself honestly how well you react to the concerns of others.
* Assume that you don't bring your emotions to work with you.
* Think that emotional intelligence not relevant for your job.
* Think that your emotional intelligence needs no further development.
The emotionally intelligent manager: how to develop and use the four key emotional skills of leadership David R. Caruso and Peter Salovey
San Francisco San Francisco (săn frănsĭs`kō), city (1990 pop. 723,959), coextensive with San Francisco co., W Calif., on the tip of a peninsula between the Pacific Ocean and San Francisco Bay, which are connected by the strait known as the Golden , Calif.: Jossey Bass, 2004 The EI advantage: putting emotional intelligence into practice Patricia McBride and Susan Maitland London: McGraw Hill, 2002
1. Being first in time; original.
2. Of first or central importance; primary.
pri·mali·ty n. leadership: realizing the power of emotional intelligence Daniel Goleman, Richard Boyatzis and Annie McKee Boston, Mass, Harvard Business School Harvard Business School, officially named the Harvard Business School: George F. Baker Foundation, and also known as HBS, is one of the graduate schools of Harvard University. Press, 2002
* Do youy think your communication with your colleagues could be improved?
* If angry, do you ay the first thing that comes to mind?
* Do you tend to ignore your emotional responses to events?
Emotional Intelligence Indicator ... nb this test has not been validated in any way, and is intended to give an illustration only of a few of the many characteristics that make up the overall concept of EI and Mark x in the 1 2 3 4 5 appropriate column: Low Medium High Self-awareness You are aware of Never Sometimes Always how you are perceived by others You are aware that Never Sometimes Always your moods can affect others for better or worse You are confident of Rarely Sometimes Always your abilities and feel that most people respect you Emotional Resilience You are determined Not often Usually Always to see things through to completion You are comfortable Never Usually Always when you have to overrule others' firmly held views You are easily Always Sometimes Never depressed if things go wrong Motivation You always look for Never Sometimes Always new challenges and to exceed existing targets You always encourage Never Sometimes Always your staff to do the same You find it Always Sometimes Never difficult to exercise self- discipline Empathy You find it hard to Always Sometimes Never be a good listener You take into Never Sometimes Always account other people's concerns You sense what other Never Sometimes Always people are feeling without being told Social Skills You feel uneasy Always Sometimes Never talking to large groups You are comfortable Never Sometimes Always when meeting and dealing with new people You always try to Never Sometimes Always get people to work together, not against each other how they can be assessed and provide indicators for development.