Emotional Intelligence Competencies

Emotional intelligence is a term I had never heard of before I took my first leadership class. Now that I know what emotional intelligence is and I understand how to use it I hope to apply it to benefit myself and my organizations. I recognize what a huge disadvantage those that do not understand emotional intelligence are faced with. Emotional Intelligence has become a vital part of how today's leaders meet the many various challenges they face on a day to day basis. Emotional Intelligence can help leaders lead their group or organization through the good and the bad times, something that fewer and fewer people seem capable of accomplishing. Lack of emotional intelligence is

With the publication of Daniel Goleman’s book Emotional Intelligence in 1995, the business world got an answer to a question that had been plaguing it for decades: “Why did some people of a high IQ struggle at managing teams while other leaders of lower IQ excel at it”? Goleman asserted that the traditional measurement of IQ (intelligence quotient) was not enough to determine a good leader. Schools and universities concentrated on developing the cognitive and analytical part of the brain, while the teaching of how the emotional side of the brain worked was ignored. Goleman defined this “emotional intelligence” of a human being as a set of competencies that distinguish how one manages

Emotional Intelligence is one of the topics that gain popularity in business discussion nowadays. To understand what Emotional Intelligence is and how it may help to build a better personality and better worker, this paper is to discuss about to two main competencies of Emotional Intelligence. The first one is the Personal Competencies and the other is Social Competencies. By understanding these competencies, employees gain the knowledge of how to create a better workplace not just for those individuals, but for others around them, as well.

Formally, Emotional Intelligence, commonly abbreviated as EI is defined as the capacity to reason of and about emotion so as to enhance reasoning or rather thinking. It is also defined as the capability of an individual to recognize and understand the meaning of emotions, their relations and use this information to reason critically and solve problems based on these emotions (Dann 78). The first Emotional Intelligence theory was initially developed by early psychologists back in the 1970s and 80s. This study was advanced and has been advancing over the past years. It has become very important in organizational development and developing people in the process. This is because the Emotional Intelligence or rather Emotional Quotient

Extensive developmental research indicates that effective mastery of social-emotional competencies is associated with greater well-being and better school performance whereas the failure to achieve competence in these areas can lead to a variety of personal, social, and academic difficulties (Eisenberg, 2006; Guerra & Bradshaw, 2008). Zins and Elias (2006) indicated that many programs help students apply social and emotional learning (SEL) skills in preventing specific problem behaviors such as substance use, interpersonal violence, bullying, and school failure. Parents of clients in the program were requesting for assistance such as the educational intervention that will provide clients with opportunities to contribute to their class, school,

Barel (2017) highlighted the significant effects of having a high emotional intelligence to effective management. As defined, Barel (2017) stated that emotional intelligence encompasses the person’s strength in acknowledging, understanding, and controlling himself to be able to communicate better, assess the situation objectively, and affect a positive change to people. Therefore, these components of emotional intelligence, such as self-awareness, self-regulation, self-motivation, and social skills are important in handling conflict and aiming for a peaceful relationship at the workplace. To illustrate where emotional intelligence can be applied, discussions about a witnessed confrontation, personal experience, and workplace

Being a case manager in the medical field is one of the hardest jobs in the organization. As they advance in their daily activities, it is understandable in seeing their Emotional Intelligence (EQ) which is a paramount quality in most Case Manages (CMs). I observe it every day on the unit when CMs regular encounters with numerous roadblocks throughout their shifts. Granted they empathize with the other when overcome by the daily challenges of interacting effectively in defusing conflicts of various natures with patients and their family in the flow of the health care system. In fact, knowing that CMs work arduously on fine-tuning their skills shows how their efforts of a job turn intention into action, to make informed decisions about the"

This assessment pertains to my personal emotional intelligence. This assessment aims to examine the four dimensions of my emotional ability and capacity based on Tapia’s emotional intelligence inventory chart. This assessment also aims to pinpoint the strong and weak points of my personal emotional behaviors especially in my daily encounter with the people inside and outside my organization.

"Emotional Intelligence is a way of recognizing, understanding, and choosing how we think, feel, and act. It shapes our interactions with others and our understanding of ourselves. It defines how and what we learn; it allows us to set priorities; it determines the majority of our daily actions. Research suggests it is responsible for as much as 80% of the "success" in our lives." The Effective leader requires a high degree of Emotional Intelligence. In this study, the various skills of Emotional Intelligence can be related with real situations. The various skills of Emotional Intelligence are Self awareness, self regulation, motivation, Empathy, social skill. People with high self-awareness are also able

Emotional Intelligence (EQ or EI) is a term created in 1990 by two American university professors, Peter Salovey and John D. Mayer. Daniel Goleman popularized Emotional Intelligence in his book that was published in 1995. Goleman was a science writer for the New York Times and he specialized in brain and behavior research. Emotional Intelligence is defined as the ability to recognize, understand and manage your own emotions and influence the emotions of others. This means that we are aware that emotions can drive our behavior and impact others either positively or negatively. Emotional Intelligence includes three skills: emotional awareness; the ability to harness emotions and apply them to tasks like thinking and problem solving; and the ability to manage emotions. According to Goleman, “cognitive intelligence does not guarantee business success but emotional intelligence”. The four characteristics of emotionally intelligent people are self-awareness, self-management, social awareness and social skills. In 1998, Goleman published a book called “Working with Emotional Intelligence” where he defined emotional intelligence saying that it consist of 25 skills, abilities and competencies. Compared to Intelligence Quotient or IQ is a score received from standardized assessments designed to test intelligence. It is one's ability to learn, understand and apply information to skills sets. It includes logical reasoning, word comprehension and math skills. Other people debate that IQ

The author was given the task to explain emotional intelligence, and give two (2) example of the concept. Second, to examine, the concept of “emotional quotient” compared to traditional “intelligence quotient.” Third to suggest two to three (2-3) reasons why leaders’ need emotional intelligence to manage today’s workforce, as well as to speculate on at least two (2) possible consequences should a leader not possess emotional intelligence. Fourth, to explore the elements of emotional intelligence that leaders must be aware of to increase leadership effectiveness. Lastly, to recommend a strategy that the organization could undertake in order to improve the social skills of leaders within the organization and thereby

The newest additions to leadership and the traits organizations now seek out includes Emotional Intelligence (EI) and Decision-Making (DM). Acknowledging the transformation of emotions from a negative unwanted factor to a positive, successful factor in organizational terms is essential in today 's’ job market. Moreover, today’s organizational view, EI is indispensable to the effectiveness of leadership (Fambrough, & Hart, 2008). The fact that employees with high EI build solid organizational foundations while those with lower EI are problematic for their organization. Additionally, research has indicated EI equipped leaders think clearly and accurately about emotions that are capable of anticipating or coping with change more effectively (Mayer, & Caruso, 2002). Knowing EI is one of two commodities sought by organizations is useful; knowing the second is necessary.

Emotional Intelligence (EI) or the ability to understand my own emotions and others emotions was an ability I had underestimated before taking this course. However, after learning about emotional intelligence’s relevance to the business environment, and how it effects every interaction and decision I make, I have suddenly become very aware of my own emotional intelligence. Based on the results from the assessment of EI, I scored a 42 out of 50. This means that I have a high EI and an aptitude for reading and understanding my own emotions and the emotions of others. Further interpretation of my results found that I scored 5’s or the highest EI on my awareness of my own feelings and my ability to pick up on subtle social cues. I will try to

Various authors have been debating the issue of emotional intelligence and organizational leadership. However, the existing discourse on the matter has been hampered in terms of limited theoretical applications. Moreover, many analysts have failed to propose effective relationships among constructs, thus failing to offer any meaningful relationship between emotional intelligence and organizational leadership. Nevertheless, many authors offer a candid evaluation of the issue in terms of discussing empirical data although few of them create a relationship between organizational leadership and emotional intelligence.

In addition, research on the importance of ”emotional intelligence” to organization success is starting to