Essay Working with Emotional Intelligence

As mentioned in (Bradberry, T., & Greaves, J. 2009Pg. 7), emotional intelligence connects the emotional and rational part of the brain. People with higher level of intelligence outperforms from people with average level of intelligence only 20% of the time, this is a critical factor of emotional intelligence. My organization very well understands the importance of emotional intelligence at work place. They understand how developing emotional intelligence in their employees will help them in achieving goals and eventually success. They do understand the four skills that make up emotional intelligence and want to incorporate them well in their organization.

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.

“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

Moreover, my analysis showed that emotional intelligence played an increasingly important role at the highest levels of the company, where differences in technical skills are

This paper defined Emotional Quotient (EQ) and Emotional Intelligence (EI) and differentiated between the two terms often used interchangeably in papers to be synonymous for emotional intelligence. Businesses benefited greatly when employees utilized soft skills such as emotional intelligence, displayed a positive disposition and were able to work in healthier, more productive work environments. These competences were developed through self-awareness, self-management, social awareness and social-relationship management. The four elements were described in the Competency Based model by Daniel Goleman and Richard Boyatzis. Not all employees exhibited the same level or maturity of emotional Intelligence. Identification, development and

The concept of emotional intelligence is described as the ability to recognise and understand the meanings of emotions, both within ourselves and in others, to access and generate emotions and to effectively control emotions in ways that promote improved relationships in the workplace (Cherniss, 2000).

Development of emotional intelligence, however, is more complex. It may start with one’s self by knowing the mental state in a situation in order to assess capabilities and limitations. Because knowing is not enough, one must also know how to control emotions to prevent conflicts. Staying calm under pressure distresses situations and a right mindset uses motivation to develop emotional intelligence by staying committed to fulfill duties or achieve a goal with the use of emotional maturity. (Ravenscraft n.p.)

In “Don't Believe the Hype around 'Emotional Intelligence',” Steve Tobak shines a light on the on the dark sides on emotional intelligence, he clearly states his points and arguments regarding the issue with a various reliable sources and examples. Tobak argues that there is no direct correlation between emotional intelligence and success, in contrast to what people think. Steve Tobak is a former senior executive, and author of real leader don’t follow. He runs Silicon Valley-based Invisor Consulting where he would present his thoughts to executives and business leaders on the strategic matter. Tobak writes weekly columns for Fox Business and Entrepreneur. The writer's background and the use of resources and his supportive details make him

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 styles, attitudes, interpersonal skills, and potential. It plays an important consideration in human resources functions in managing the planning, job profiling, recruitment activities, interview sessions, management development, customer relations and customer service, and many other related to organization

The purpose of this essay 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 EQ principles provide a new way to understand and assess people's behaviors, management styles, attitudes, interpersonal skills, and potential. It plays an important consideration in human resources planning, job profiling, recruitment activities, interview sessions, management development, customer relations and customer service, and many other related to organization activities.

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, &

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

Emotional intelligence was referred to by Mayer and Salovey (1997) as a set of abilities to do with understanding, perceiving, appraising, expressing, and regulating emotion (as cited in Das & Ali, 2014). An emotionally intelligent manager can understand and react to employee’s emotions as well as use their own to encourage productive behaviour. Goleman (1998) suggests there are four components to emotional intelligence of “self-awareness, self-regulation, motivation, empathy, and social skill” (as cited in Malos, 2011, p. 210), while Petrides and Furnham (2001) divided emotional intelligence into sociability, emotionality, self-control, wellbeing, and general emotional intelligence (as cited in Webb, 2014). There is an agreement that emotional intelligence is about managing emotions but no definite decision on what it involves.

As mentioned by Naseer, Chisti, Aahman and Jumani (2011), Emotional Intelligence (EI) concept was first introduced by Mayer and Salovay. Then it was further popularized by Golman, when he raise a question that “Why EI can matter more than IQ?" Since then, this area become more attractive in many fields like leading, OB organizational behaviour and HRM Human Resource Management. (Naseer, Chishti, Rahman, Jumani, 2011).

The purpose of this paper is to present information regarding effects of globalization on the economy and the culture of the Norway, during the past few years. Five sets of research questions were used to form the bases of the paper. The intent is to illiterate the cultural dynamics and business culture of the Country. Knowledge of the influence of culture and business practices will assist one with understanding globalization as it pertains to Norway. Using the information in this paper, individuals like consultants and managers who interact with Norweigians can use this as a framework or perspective