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    Emotional Intelligence Theory (EQ - Emotional Quotient)

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    Emotional intelligence (EQ) refers to one's ability to understand and manage emotions in oneself and others. It was originally developed in the 1970s-80s and popularized by Daniel Goleman in 1995. EQ is relevant to organizational success as it provides a way to assess behaviors, management styles, and potential. It encompasses understanding oneself and others. Goleman identified five domains of EQ: self-awareness, self-management, social awareness, relationship management, and motivation. Developing EQ can increase productivity, success, and reduce stress through improved relationships, understanding, and harmony.

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    Emotional Intelligence Theory (EQ - Emotional Quotient)

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    eam
    92 views3 pages
    Emotional intelligence (EQ) refers to one's ability to understand and manage emotions in oneself and others. It was originally developed in the 1970s-80s and popularized by Daniel Goleman in 1995. EQ is relevant to organizational success as it provides a way to assess behaviors, management styles, and potential. It encompasses understanding oneself and others. Goleman identified five domains of EQ: self-awareness, self-management, social awareness, relationship management, and motivation. Developing EQ can increase productivity, success, and reduce stress through improved relationships, understanding, and harmony.

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    Emotional intelligence (EQ) refers to one's ability to understand and manage emotions in oneself and others. It was originally developed in the 1970s-80s and popularized by Daniel Goleman in 1995. EQ is relevant to organizational success as it provides a way to assess behaviors, management styles, and potential. It encompasses understanding oneself and others. Goleman identified five domains of EQ: self-awareness, self-management, social awareness, relationship management, and motivation. Developing EQ can increase productivity, success, and reduce stress through improved relationships, understanding, and harmony.

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    Download as doc, pdf, or txt
    92 views3 pages

    Emotional Intelligence Theory (EQ - Emotional Quotient)

    Uploaded by

    eam
    Emotional intelligence (EQ) refers to one's ability to understand and manage emotions in oneself and others. It was originally developed in the 1970s-80s and popularized by Daniel Goleman in 1995. EQ is relevant to organizational success as it provides a way to assess behaviors, management styles, and potential. It encompasses understanding oneself and others. Goleman identified five domains of EQ: self-awareness, self-management, social awareness, relationship management, and motivation. Developing EQ can increase productivity, success, and reduce stress through improved relationships, understanding, and harmony.

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    Emotional intelligence theory (EQ - Emotional Quotient)

    Emotional Intelligence - EQ - is a relatively recent behavioural model, rising to prominence with Daniel Goleman's 1995 Book called 'Emotional Intelligence'. The early Emotional Intelligence theory was originally developed during the 1970s and 80s by the work and writings of psychologists Howard Gardner (Harvard), Peter Salovey (Yale) and John 'Jack' Mayer (New Hampshire). Emotional Intelligence is increasingly relevant to organizational development and developing people, because the EQ principles provide a new way to understand and assess people's behaviours, management styles, attitudes, interpersonal skills, and potential. Emotional Intelligence is an important consideration in human resources planning, job profiling, recruitment interviewing and selection, management development, customer relations and customer service, and more. Emotional Intelligence links strongly with concepts of love and spirituality: bringing compassion and humanity to work, and also to 'Multiple Intelligence' theory which illustrates and measures the range of capabilities people possess, and the fact that everybody has a value. The EQ concept argues that IQ, or conventional intelligence, is too narrow; that there are wider areas of Emotional Intelligence that dictate and enable how successful we are. Success requires more than IQ (Intelligence Quotient), which has tended to be the traditional measure of intelligence, ignoring essential behavioural and character elements. We've all met people who are academically brilliant and yet are socially and interpersonally inept. And we know that despite possessing a high IQ rating, success does not automatically follow. Different approaches and theoretical models have been developed for Emotional Intelligence. This summary article focuses chiefly on the Goleman interpretation. The work of Mayer, Salovey and David Caruso (Yale) is also very significant in the field of Emotional Intelligence.

    emotional intelligence - two aspects


    This is the essential premise of EQ: to be successful requires the effective awareness, control and management of one's own emotions, and those of other people. EQ embraces two aspects of intelligence: Understanding yourself, your goals, intentions, responses, behaviour and all. Understanding others, and their feelings.

    emotional intelligence - the five domains


    Goleman identified the five 'domains' of EQ as:

    Knowing your emotions. Managing your own emotions. Motivating yourself. Recognising and understanding other people's emotions. Managing relationships, i.e., managing the emotions of others.
    Emotional Intelligence embraces and draws from numerous other branches of behavioural, emotional and communications theories, such as NLP (Neuro-Linguistic Programming), Transactional Analysis, and empathy. By developing our Emotional Intelligence in these areas and the five EQ domains we can become more productive and successful at what we do, and help others to be more productive and successful too. The process and outcomes of Emotional Intelligence development also contain many elements known to reduce stress for individuals and organizations, by decreasing conflict, improving relationships and understanding, and increasing stability, continuity and harmony. Guidelines for Promoting Emotional Intelligence in the Workplace - a paper chiefly constructed by Cary Cherniss and Daniel Goleman featuring 22 guidelines which represent the best current knowledge relating to the promotion of EQ in the workplace, summarised as: paving the way assess the organization's needs assessing the individual delivering assessments with care maximising learning choice encouraging participation linking goals and personal values adjusting individual expectations assessing readiness and motivation for EQ development doing the work of change foster relationships between EQ trainers and learners self-directed change and learning setting goals breaking goals down into achievable steps providing opportunities for practice give feedback using experiential methods build in support use models and examples encourage insight and self-awareness

    encourage transfer and maintenance of change (sustainable change) encourage application of new learning in jobs develop organizational culture that supports learning evaluating the change - did it work? evaluate individual and organizational effect

    tips on how to explain emotional intelligence - perspectives and examples


    As mentioned above, Daniel Goleman's approach to Emotional Intelligence is not the only one. The work of Mayer, Salovey and Caruso is also very significant in the field of Emotional Intelligence and can be explored further on John Meyer's Emotional Intelligence website. There's a very strong link between EQ and TA (Transactional Analysis). To understand and explain EQ you can refer to the 'adult' aspect of the TA model (for example, we are less emotional intelligent/mature when slipping into negative child or parent modes). In this way we can see that one's strength in EQ is certainly linked to personal experience, especially formative years. NLP (Neuro-Linguistic Programming) is very relevant to EQ, as is Multiple Intelligences Theory. Ethical business and socially responsible leadership are strongly connected to EQ. So is the concept of love and spirituality in organisations. Compassion and humanity are fundamental life-forces; our Emotional Intelligence enables us to appreciate and develop these vital connections between self, others, purpose, meaning, existence, life and the world as a whole, and to help others do the same. People with strong EQ have less emotional 'baggage', and conversely people with low EQ tend to have personal unresolved issues. Empathy and active interpretive modes of listening are also very relevant to EQ. Ingham and Luft's Johari Window and associated exercises on the free team building games section also help explain another perspective. That is, as a rule, the higher a person's EQ, the less insecurity is likely to be present, and the more openness will be tolerated. High EQ = low insecurity = more openness. Maslow' theory is also relevant to Emotional Intelligence. Self-actualizers naturally have stronger EQ. People struggling to meet lower order needs - and arguably even middle order needs such as esteem needs - tend to have lower EQ than self-actualizers. The original 5 stage Hierarchy of Needs explains that all needs other than self-actualization are deficiency drivers, which suggest, in other words, some EQ development potential or weakness. http://www.businessballs.com/eq.htm

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