Emotional Intelligence Steve Tobak Analysis

While emotional intelligence is vital to human behavior, it only accounts for a portion of a person as a whole. The author states, “IQ, personality, and EQ are distinct qualities we all possess. Together, they determine how we think and act. It is impossible to predict one based upon another. People may be intelligent but not emotionally intelligent, and people of all types of personalities can be high in EQ and/or IQ. Of the three, EQ is the only quality that is flexible and able to change” (p. 19). There is no know

Carlson, J. Ranjui, V. & West, A. (2004). Emotional intelligence and competitive advantage: examining the relationship from a resource-based view. Retrieved September 6, 2014 from http://onlinelibrary.wiley.com/doi/10.1002/jsc.664/abstract

Batool, B. F. (2013) Emotional Intelligence and Effective Leadership. Journal of Business Studies Quarterly, 4(3), 84-94. (Note: Available in the Strayer Library)

The book “Primal Leadership: Unleashing the Power of Emotional Intelligence” explores the role of emotional intelligence in leadership. Also, opens links between organizational success or failure and "primal leadership," the authors argue that a leader 's emotions are spreadable. If a leader spread energy and enthusiasm, the organization will thrives. If a leader spreads negativity and conflict, the organization will struggles. The authors of this book are Daniel Goleman, Richard Boyatzis, and Annie McKee’s. The following paragraph will provide short background about each author.

First, it states that low emotional intelligence affects relationships. The study suggests looking back to the last argument you had and ask yourself did you cause conflict with another person because you were unable to intelligently foresee what the other person may have been feeling? The last argument, I had was with my spouse which may not necessarily be a bad thing. According to the Improving Emotional Intelligence, “Conflict and disagreements are inevitable in relationships. Two people can’t possibly have the same needs, opinions, and expectations at all times.” Looking back at the argument, it is not really what the argument was about it was how I handled it with my emotions. I do agree that in my arguments, usually just with my spouse, I can be critical, punishing, and threatening, in which I feel that I have very good reason for. However, instead of just trying to follow what a High Emotional Intelligence person would do but to

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

"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

Even though the authors have valid points and cite credible sources, their argument fails to be effective in several ways. For one,

“Emotional intelligence is the ability to understand and manage our emotions and those around us, therefore, this quality gives individuals a variety of skills, such as the ability to manage relationships, navigate social networks, influence and inspire others. Every individual possesses different level, but in order for individuals to become effective leaders, they will need a high level of emotional intelligence. In today’s workplace, it has become a highly important

Emotional intelligence is an important characteristic in becoming a good leader. “Emotional intelligence is the ability to manage oneself and one's relationships in mature and constructive ways” (Kinicki & Kreitner, 2009, p.137).Being a good leader entails more than just being smart; leaders need to be able to connect to their employees emotionally and empathetically. Organizations today not only look for leaders with the skills, but leaders that can emotionally connect to employees to obtain the organization’s goal. “Leaders have always played a primordial emotional role. No doubt humankind’s original leaders-whether tribal chieftains or shamanesses-earned their place in large part because their leadership was

The book “Working with Emotional Intelligence” by Daniel Goleman deals with the emotional assets and liabilities of individuals in organizations. Emotional intelligence is traits that go beyond academic achievement or IQ. As a matter of fact he points out that high academic intelligence can sometimes stand in the way of emotional intelligence. Broadly speaking, emotional intelligence determines how well we handle difficult situation, which cannot be solved by logic, but more by a “feel” for the situation. These attributes are very hard to measure, which is why many standardized tests, whether academic or for employment, fail to measure these attributes, even though these are the one which determine

Leaders today are presented with an ever-increasing reliance on unifying a team or organization to achieve goals and objectives. With this demand for higher-level leaders, the ability through which a leader is able to appeal to specific traits and qualities is never more important. Emotional Intelligence (EI) is one area of focus that a leader in the marketplace today must be able to appeal to and demonstrate as a core competency.

     In the book Emotional Intelligence by Daniel Goleman, the central thesis that he tries to point out is that emotional intelligence may be more important than I.Q. in determining a person’s well being and success in life. At first I didn’t know what Goleman was talking about when he said emotional intelligence, but after reading the book I have to say that I agree completely with Goleman. One reason for my acceptance of Goleman's theory is that academic intelligence has little to do with emotional life. To me, emotions can be just as intelligent as your I.Q. In this essay I hope to provide sufficient evidence to show why I agree with Goleman’s thesis on emotional intelligence.

To some persons, emotional intelligence is defined as study which looks for human cognitive abilities beyond traditional academic intelligence, (Zeidner et al., 2004). Researchers have categorized their definition based on the either an ability model or mixed model. Based on the Mandell and Phewanti (2003)’s ability model, “emotional intelligence is defined as a set of abilities that involves perceiving and reasoning abstractly with information that emerges from feelings” (p. 389). Studies of John D. Mayer and Peter Salovey (1997) have supported this model stating that emotional intelligence is defined as “the ability to perceive accurately, appraise, and express emotion; the ability to access and/or generate feelings when they facilitate thought; the ability to understand emotion and emotional knowledge; and the ability to regulate emotions to promote emotional and intellectual growth” (p. 35). In addition, Mayer, Salovey, and Caruso (2004) gave the definition of the emotional intelligence as “the capacity to

The validity of the concept has been diminished because of varying reactions or perceptions to situations that evoke an emotional response. Additionally, researchers disagree on how to measure the concept (e.g., Bar-On, 1997; Mayer, Salovey, & Caruso, 2002; Wong & Law, 2002), unlike the IQ test in which there was consensus on the correct answers. It is easier for researchers to agree on formulas, calculations, and verbal fluency than on an appropriate response to emotions (e.g., anger or frustration), which is more like a Rorschach’s test that allows latitude for subjective observation. Unlike mental ability, which has been researched for centuries, the term “emotional intelligence” was coined in 1990 (Salovey & Mayer, 1990). Thus, it is no surprise that the relatively new concept of emotional intelligence is heavily disputed (VanRooy & Viswesvaran, 2004). The most divisive issue is over the ability-focused (e.g., MSCEIT; Mayer et al., 2002) versus the traitbased construct (e.g., EQ-i; Bar-On, 1997). While the psychology literature remains ambivalent about the concept of emotional intelligence, the management literature has accepted it (Cartwright & Pappas, 2008). Utilizing a variety of emotional intelligence scales, management studies have linked emotional intelligence to task performance, organizational achievement, organizational commitment, and work-related stress (Dulewicz & Higgs, 1998; Dulewicz, Higgs, &