Fme Understanding Emotional Intelligence PDF

Understanding Emotional
Intelligence
PeopleSkills
Team FME
www.freemanagementebooks.com2014
2 UNDERSTANDINGEMOTIONALINTELLIGENCE
Copyright Notice
www.free-management-ebooks.com 2014. All Rights Reserved
The material contained within this electronic publication is protected under

international and Federal Copyright Laws and treaties, and as such any
unauthorized reprint or use of this material is strictly prohibited.
You may not copy, forward, or transfer this publication or any part of it,
whether in electronic or printed form, to another person, or entity.
Reproduction or translation of any part of this work without the permission of

the copyright holder is against the law.
Your downloading and use of this eBook requires, and is an indication of,
your complete acceptance of these Terms of Use.
You do not have any right to resell or give away part,

or the whole, of this eBook.
2 www.free-management-ebooks.com 2014
UNDERSTANDINGEMOTIONALINTELLIGENCE 3
Preface
This eBook explains why managers across the globe have embraced
emotionally intelligent leadership, an idea that is now used routinely in
almost all businesses and professional training programs. Successful
management is all about getting work done through other people, some of
whom you have no direct authority over. This is directly correlated to your
success in self-awareness, self-management, and social awareness, all of
which are essential elements of emotional intelligence.
You will learn to:
Understand the emotional intelligence model and its core

competencies
Discover the benefits of emotional intelligence for yourself, your

team, and organization
Identify strategies and opportunities to apply emotional

intelligence in your role
Choose perceptions and behaviors that will lead to positive

outcomes
Visit Our Website

More free management eBooks along with a series of essential templates
and checklists for managers are all available to download free of charge to
your computer, iPad, or Amazon Kindle.
We are adding new titles every month, so dont forget to check our website
regularly for the latest releases.
Visit http://www.free-management-ebooks.com
www.free-management-ebooks.com 2014 3
Table of Contents
Preface ........................................................................................ 3
Visit Our Website ....................................................................... 3
Introduction ................................................................................ 5
What is Emotional Intelligence (EQ) ........................................ 9
Emotional Intelligence (EQ) and IQ ........................................ 12
EQ Timeline .............................................................................. 19
Can EQ be Developed? ........................................................... 24
Personal Competence ............................................................. 27
Social Competence .................................................................. 34
Summary................................................................................... 39
Other Free Resources ............................................................. 41
References................................................................................ 42
Appendix Emotional Intelligence Framework .................... 45
Introduction
Over the last two decades organizations have seen a fundamental shift in
management style. Roles have become more customer orientated and
knowledge based with the need to work as a team. This has resulted in
individuals having more overall autonomy, even at fairly low levels within
organizations.
This has created organizational cultures that are less autocratic with only a
few levels of management. The very nature of such organizations has
allowed those with highly developed social skills to be as successful as
those who excel academically. The historical timeline of social or emotional
intelligence shows this is not a new concept, but one that over time has
gained general agreement as a key element of workplace success.
Emotional intelligence can be abbreviated to (EI), and can also be referred
to as Emotional Quotient (EQ).
Emotional
Intelligence
(EI or EQ)
Unlike IQ, May influence

Emotional personal
Intelligence can success more
be improved than IQ
The psychologists Salovey and Mayer originally coined the term emotional
intelligence in 1990. However, Daniel Goleman popularized it in 1995 in the
title of his bestselling book, Emotional Intelligence: Why it can Matter More
than IQ. Goleman defined emotional intelligence as:
Understanding ones own feelings, empathy for the feelings of others

and the regulation of emotion in a way that enhances living.
What made this book so popular were two claims:

Firstly,
Emotional intelligence may be more important for personal success

than IQ.
Secondly,
Unlike IQ emotional intelligence can be improved.
These two claims resonated with people and made the idea of emotional
intelligence a hot topic for anyone involved with personal development.
Know
Your
Emotions
Manage
Motivate
Your
Yourself
Emotions
Emotional
Intelligence
domains:
Manage Recognize
the & know
Emotions Others'
of Others Emotions
Whilst Golemans first book made a compelling case for the importance of
emotional intelligence theory (EQ Emotional Quotient), there was no
practical means of applying it to management situations. In this book he
identified the five domains of EQ:
Knowing your emotions
Managing your own emotions
Motivating yourself
Recognizing and understanding other peoples emotions
Managing relationships (i.e. managing the emotions of others)
In Working with Emotional Intelligence, his second book, he explored how

our performance at work related to how we dealt with others and conducted
ourselves.
Since 1995 numerous business books have been written on emotional

intelligence in the workplace and most authors have used Golemans model.
Whilst there is some common agreement between Goleman and other
authors and researchers that:
Emotional intelligence exists
It is a factor in personal and professional success
It can be improved
there are also some quite fundamental disagreements. This is not surprising
in a relatively immature area of psychology that has a great deal of prestige
and financial rewards associated with it. For academic researchers this
prestige takes the form of professional recognition and associated funds for
research. For commercial organizations it is the financial rewards gained
from creating and selling a proprietary method for staff selection or
professional development.
The job of a manager is to achieve business and personal objectives

through the use of other people. These include the managers own team
and other managers within the organization, as well as customers and
suppliers. To be a successful manager you need to have a good
understanding of emotional intelligence, how well developed your own EI, is
and how to use it to achieve your objectives.
Key Points
Daniel Goleman popularized the term 'Emotional Intelligence' in 1995

in the title of his bestselling book, Emotional Intelligence: Why it can
Matter More than IQ.
Emotional intelligence can be defined as Understanding ones own

feelings, empathy for the feelings of others and the regulation of
emotion in a way that enhances living.
Not everyone agrees with Golemans model of emotional intelligence,

but there is general agreement that emotional intelligence exists, that
it is a factor in personal and professional success, and that it can be
improved.
What is Emotional Intelligence (EQ)

The five domains of Golemans EQ model have become the de facto
standard as far as applying emotional intelligence in the workplace is
concerned. Many business-orientated models represent these five domains
in four quadrants: two represent personal competence and two represent
social competence.
1. Know your 4. Recognize &

emotions understand other
people's
emotions
SELF- SOCIAL
AWARENESS AWARENESS
SELF- RELATIONSHIP
MANAGEMENT MANAGEMENT
2. Manage your 5. Manage

emotions relationships
3. Motivate (others'
yourself emotions)
Personal Competence
This area of competence is concerned with three of the five domains
Goleman referred to and is split into two quadrants: self-awareness and
self-management.
Self-awareness means that you understand how you feel and can
accurately assess your own emotional state.
There are three components to this quadrant: self-awareness,

accurate self-assessment, and self-confidence. Self-assessment
includes understanding your own strengths and weaknesses. It is also
about being willing to explore them both, either by thinking about them
yourself or by discussing them with others. Self-confidence is the
ability to ground oneself so that you are secure and self-assured in
whatever situation you may find yourself.
Self-management builds on the understanding that you gained with

self-awareness and involves controlling your emotions so that they
dont control you. This could equally be called self-control in other
words how you regulate to maintain your equilibrium in the face of any
problem or provocation you may face. It looks into how trustworthy and
conscientious you are, as well as how you motivate yourself to
achieve, taking into account your level of commitment and optimism.
Social Competence
This area of competence is concerned with Golemans remaining two
domains: social awareness and social skills. These skills look at how well
you manage your relationships with others, including their emotions.
Social awareness involves expanding your awareness to include the

emotions of those people around you. It includes being able to
empathize with others and being aware of how the organization that
you are working in affects them. This covers your ability to read the
emotional environment and power relationships you encounter in your
role.
Social Relationship
Awareness Management
Communication
Social Empathy
skills
Organizational
Competence awareness
Ability to
persuade & lead
Service
Develop strong
orientation
working relations
Relationship management means using an awareness of your own

emotions and those of others to build strong relationships. It includes
the identification, analysis, and management of relationships with
people inside and outside of your team as well as their development
through feedback and coaching. It also incorporates your ability to
communicate, persuade, and lead others, whilst being direct and
honest without alienating people.
Before exploring the different models used to measure your EQ it is worth

knowing more about the origins and limitations of this area of psychology,
as it is still very much a work in progress.
Key Points
Golemans model is the most widely used when discussing EQ in

the context of the workplace.
This model describes EQ in terms of five domains that are split

into four quadrants.
Two of the domains are related to personal competence and two

are related to social competence.
Emotional Intelligence (EQ) and IQ

When psychologists first began to write and think about intelligence, they
focused on cognitive aspects such as memory and problem solving for the
simple reason that they are easy to measure. This became known as
Intelligence Quotient, or IQ. However, there were researchers who
recognized early on that the non-cognitive aspects were also important.
As early as the 1940s psychologists were referring to non-intellective as

well as intellective elements of intelligence, by which they meant personal
and social factors. Furthermore, they proposed that these non-intellective
abilities are essential for predicting someones ability to succeed at work
and in life.
These theories were given support by the Ohio State Leadership Studies
(1940s) which found that leaders who are able to establish mutual trust,
respect, and a certain warmth and rapport with members of their group will
be more effective. In addition, the US Office of Strategic Services developed
a process of assessment that included the evaluation of non-intellective
abilities.
This evolved into the assessment center, which was first used in the
private sector at AT&T in the mid-1950s. Many of the personal attributes
measured in assessment centers involve social and emotional factors such
as initiative, sensitivity, and interpersonal skills.
The psychologists Salovey and Mayer first used the term emotional
intelligence in 1990. They defined it as a form of social intelligence that
involves the ability to monitor ones own and others feelings and emotions,
to discriminate among them, and to use this information to guide ones
thinking and action.
Salovey and Mayer began a research program to develop valid measures of

emotional intelligence and to explore its significance. Underlying Salovey
and Mayers approach was the belief that there are a small number of
specific skills all of which have to do with either accuracy or effectiveness.
Using Recognizing
Emotions Emotions
Regulating Understanding
Emotions Emotions
These could be summarized as an accuracy at perceiving and

understanding emotional state in the self and in others, and effectiveness of
regulating, controlling, and using these emotions in order to achieve ones
goals. They proposed that there are four fundamental aspects to emotional
intelligence:
Recognizing emotions
Understanding emotions
Regulating emotions
Using emotions
The whole idea of emotional intelligence as something worth serious study

appealed to a growing group of researchers who were becoming concerned
with how poorly traditional IQ tests predict an individuals future success. A
number of scientific studies have rated IQ as accounting for between 4%

and 25% of the variance in job performance, which is far lower than one
might initially expect.
Even if the 25% figure were accepted, this would mean that three quarters
of the variability that we see in job performance is not the result of IQ and
must be due to something else.
Summerville Found that

Study
At work
Forty-year IQ had little
study of 450 relation to
boys' lives success:
In life
An example of the research on the limits of IQ as a predictor is the

Sommerville study, a 40-year investigation of 450 boys who grew up in
Sommerville, Massachusetts. The study found that IQ had little relation to
how well they did at work or in the rest of their lives. What made the biggest
difference were childhood abilities such as being able to control emotions
and get along with other people.
The impression has sometimes been given that high emotional intelligence
might somehow compensate for a low IQ. This has given the false
impression that IQ doesnt matter very much. This ignores the fact that in
certain jobs the ability to pass examinations is a prerequisite and this may
demand a high IQ.
Success depends on
Whilst each your ability to:
role requires a Persist in difficult
level of IQ as situations
a prerequisite Get along with colleagues
& subordinates
However, once you are established in that particular job, success is more
likely to depend on your ability to persist in the face of difficulty and to get
along well with colleagues and subordinates than it is on having an extra ten
points of IQ.
So, what is the evidence that emotional intelligence is important in

business? The work of Salovey and Mayer would almost certainly never
have become known outside of academic psychology except for one key
event. The year 1995 saw the publication of the bestselling book Emotional
Intelligence by Dr. Daniel Goleman, followed three years later by Working
with Emotional Intelligence by the same author.
Today you must

also
Daniel You only demonstrate
Goleman's needed to your ability to
books showed show your handle
expertise & yourself &
training others
in the past
Both of these books were enormously influential and marked the beginning
of emotional intelligence as something that was recognized by mainstream
business theorists and writers.
Dr. Goleman asserted, The criteria for success at work are changing. We
are being judged by a new yardstick: not just by how smart we are, or by our
training and expertise, but also by how well we handle ourselves and each
other. This yardstick is increasingly applied in choosing who will be hired
and who will not, who will be let go and who retained, who passed over and
who promoted
As we have seen, Golemans definition of emotional intelligence proposes

four broad domains of EQ. These consist of 19 competencies:
Self-Awareness
1. Emotional self-awareness: Reading ones own emotions and
recognizing their impact
2. Accurate self-assessment: knowing ones strengths and limits
3. Self-confidence: a sound sense of ones self-worth and
capabilities
Self-Management
4. Emotional self-control: Keeping disruptive emotions and impulses
under control
5. Transparency: Displaying honesty and integrity; trustworthiness
6. Adaptability: Flexibility in adapting to changing situations or
overcoming obstacles
7. Achievement: The drive to improve performance to meet inner
standards of excellence
8. Initiative: Readiness to act and seize opportunities
9. Optimism: Seeing the upside in events
Social Awareness
10. Empathy: Sensing others emotions, understanding their
perspective, and taking active interest in their concerns
11. Organizational awareness: Reading the currents, decision
networks, and politics at the organizational level
12. Service: Recognizing and meeting follower, client, or customer

needs
19 Competencies of Emotional Quotient (EQ)
RELATIONSHIP
SELF-
SELF- MANAGEMENT - SOCIAL MANAGEMENT-
AWARENESS - AWARENESS - inspired leader,
of own emotions,
Emotionally self- empathy, influence,
transparency,
aware, accurate awareness of change catalyst,
adaptability,
self-assessment organization & manage conflict,
achievement,
& self-confidence service build bonds,
initiative &
teamwork &
optimism
collaboration
Relationship Management
13. Inspirational leadership: Guiding and motivating with a compelling
vision
14. Influence: Wielding a range of tactics for persuasion
15. Developing others: Bolstering others abilities through feedback
and guidance
16. Change catalyst: Initiating, managing, and leading in a new
direction
17. Conflict management: Resolving disagreements
18. Building bonds: Cultivating and maintaining a web of relationships
19. Teamwork and collaboration: Cooperation and team building
Key Points
Most of the early research on intelligence focused on problem solving

and other things that were easy to measure.
However, it has long been accepted that other factors are essential
for predicting someones ability to succeed at work and in life.
Salovey and Mayer defined these as a form of social intelligence that

involves the ability to monitor ones own and others feelings and
emotions, to discriminate among them, and to use this information to
guide ones thinking and action.
They proposed that an individuals ability to recognize, understand,

regulate, and use emotions were things that could be studied and
measured.
The publication of Golemans book Emotional Intelligence in 1995

marked the beginning of emotional intelligence as something that
was recognized by mainstream business theorists and writers.
EQ Timeline
To develop your own EQ it is important to understand the evolution of the
concept of social or emotional intelligence. This knowledge must then be
applied to suit the environment in which you work.
Emotional Quotient Timeline
Date Author Description

Social intelligence the ability to get along with
1930s Edward Thorndike
other people.
Suggests that affective components of
1940s David Wechsler
intelligence may be essential to success in life.
Humanistic
Describe how people can build emotional
1950s psychologists (e.g.
strength.
Abraham Maslow)
Introduces the concept of multiple intelligences in
1975 Howard Gardner
his book The Shattered Mind.
Introduces the term emotional intelligence in his
doctoral dissertation entitled A Study of Emotion:
1985 Wayne Payne
Developing Emotional Intelligence; Self-
integration; Relating to Fear, Pain and Desire.
Use the term emotional quotient (EQ) Beasley
Keith Beasley &
1987 in a Mensa Magazine article and Bar-On in the
Reuven Bar-On
unpublished version of his graduate thesis.
Publish their landmark article, Emotional
Peter Salovey &
1990 Intelligence, in the journal Imagination, Cognition
John Mayer
and Personality.
Popularizes the concept of emotional intelligence
1995 Daniel Goleman in his book Emotional Intelligence: Why It Can
Matter More Than IQ.
Consortium for Research Conduct research to identify emotional and
1996 on Emotional Intelligence social factors that are important in job
in Organizations success.
The work of the Consortium for Research on Emotional Intelligence (EI) in

Organizations has identified five key research studies that support the
importance of an individuals emotional and social skills as important for
success at work. An overview provided by the Consortium is shown below

for each of these research studies.
Study 1 Experienced partners in a multinational consulting firm were

assessed on the EI competencies plus three others (Boyatzis, 1999).
Findings:
Partners who scored above the median on nine or more of the 20

competencies delivered $1.2 million more profit from their
accounts than did other partners.
139% incremental gain.
Study 2 An analysis of more than 300 top-level executives from 15 global

companies showed that six emotional competencies distinguished stars
from the average (Spencer, 1997).
Findings:
Distinguishing Emotional Competencies:
o Influence
o Team Leadership
o Organizational Awareness, Self-confidence,
o Achievement Drive
o and Leadership
Five Key EI
1999 studies
Boyatzis
1997 Hay/
1990 Hunter,
McBer
Schmidt &
Research &
Judiesch
Innovation Grp
1993 & 1997

1997 Spencer,
Spencer McClelland &
Kelner
Study 3 looked into the productivity of top performers in jobs of medium

complexity (e.g. sales clerks, mechanics) and the most complex jobs (e.g.
insurance salespeople, account managers) (Hunter, Schmidt, & Judiesch,
1990).
Findings:
Top performers in medium complexity jobs were:
o 12 times more productive than those at the bottom.

o 85% more productive than an average performer.
Top performers in the most complex jobs were:
o 127% more productive than an average performer
Competency research in over 200 companies and organizations worldwide

into top performers suggests that (Goleman, 1998):
one-third of this difference is due to technical skill and cognitive

ability.
two-thirds is due to emotional competence
In top leadership positions, over four-fifths of the difference is due

to emotional competence.
Study 4 At LOreal, research (Spencer & Spencer, 1993; Spencer,

McClelland & Kelner, 1997) showed that sales agents selected on the basis
of certain emotional competencies significantly outsold salespeople selected
using the companys old selection procedure.
Findings:
On an annual basis, salespeople selected on the basis of

emotional competence sold $91,370 more than other salespeople
did, for a net revenue increase of $2,558,360.
Salespeople selected on the basis of emotional competence also

had 63% less turnover during the first year than those selected in
the typical way.
Study 5 in a national insurance company research showed the difference

in policy premium sold (Hay/McBer Research and Innovation Group, 1997).
Findings:
Insurance sales agents who were weak in emotional

competencies (i.e. self-confidence, initiative, and empathy) sold
policies with an average premium of $54,000.
Insurance sales agents who were very strong in at least five of

eight key emotional competencies sold policies worth $114,000.
If you want to find out more details on each of these five studies or to read
the full paper written by Cary Cherniss, Ph.D. (Graduate School of Applied
and Professional Psychology, Rutgers University) click on the URL of the
Consortium for Research on Emotional Intelligence in Organizations
(referred to within the eBook as Consortium) www.eiconsortium.org
Key Points
The work of the Consortium for Research on Emotional Intelligence

(EI) in Organizations has identified five key research studies that
support the importance of an individuals emotional and social skills
as important for success at work.
Can EQ be Developed?
Probably the biggest factor contributing to the popularity of emotional
intelligence theories is the assumption that, unlike IQ, emotional intelligence
(emotional quotient) can be developed. There has been some degree of
skepticism on this point.
For example, one eminent psychologist recently commented,
We know a great deal about the origins of personality traits. Traits

from all five factors are strongly influenced by genes and are
extraordinarily persistent in adulthood. This is likely to be unwelcome
news to proponents of emotional intelligence, who have sometimes
contrasted a supposed malleability of emotional intelligence with the
relative fixity of traditional IQ.
However, despite this skepticism, there is some evidence that people can
improve on emotional intelligence competencies. One study conducted at
the Weatherhead School of Management at Case Western Reserve
University allowed students to assess their emotional intelligence
competencies in addition to cognitive ones, select the specific competencies
they would target for development, and develop and implement an
individualized learning plan to strengthen those competencies.
Objective assessment of students at the beginning of the program, upon

graduation, and again years later on-the-job provided a unique opportunity
to help address the issue of whether emotional intelligence competencies
can be developed. The results of this research showed that emotional
intelligence competencies can be significantly improved, and, moreover,
that these improvements are sustainable over time.
This has seen the development of a variety of different models that can
measure EI through self-reporting, formal assessment, by testing or using
your abilities to identify emotions, within groups and for self-development.
SELF-AWARENESS
1. Know your emotions
SELF-MANAGEMENT
2. Manage your emotions 3. Motivate yourself
SOCIAL AWARENESS
4. Recognize & understand other people's emotions
RELATIONSHIP MANAGEMENT
5. Manage relationships (others' emotions)
It is the findings of the Weatherhead School of Management research

program that have encouraged organizations to invest in developing the four
quadrants of EQ that were popularized by Goleman. They have become the
de facto standard as far as applying emotional intelligence in the workplace
is concerned as shown in the diagram above.
Key Points
The theory of emotional intelligence is popular because it implies

that EQ can be developed.
This is not universally accepted, but research has supported the

idea that emotional intelligence competencies can be significantly
improved over time.
Personal Competence
The development of your emotional intelligence can be divided into personal
and social competencies.
Personal Competence self-awareness and self-

management
Social Competence social awareness and relationship

management
Before you can begin to plan ways to improve your EQ competencies you
need to identify your current level within each competency and then decide
the best way you can achieve a high level in each.
As with all areas of management you will need to adapt or add to the high
level descriptions used in this eBook to take into account the unique
attributes of your role and organization.
Personal Competence
Self-Awareness
Emotional Self-aware
Accurate Self-assessment
Self-confidence
Self-Management
Control of your emotions
Commitment
Conscientious
Your level of personal competence is one half of how to develop your

emotional intelligence (EQ). It consists of two key attributes:
Self-Awareness
This is your ability to recognize your own emotions and their

effects on your self and other people. It represents the foundation
of EQ because without being aware of and understanding your
own emotions it is impossible to move into the other EQ
competencies like self-management and social awareness.
Self-Management
Builds on your self-awareness, using your own self-control to

ensure your emotions dont control you regardless of the situation.
It involves using what you know about your emotions to both
manage these emotions and motivate yourself.
Self-awareness means that you understand how you feel and can
accurately assess your own emotional state. To do this you need the
following competencies:
Emotional self-awareness
Accurate self-assessment
Self-confidence
Self-
Awareness
competencies
Accurate Emotional
Self- Self-
assessme awarenes
nt s
Self-confidence
In order for a person to become emotionally self-aware they may need to

accept that they have an inbuilt reluctance to admit to certain negative
feelings. This can be overcome by being aware of the behaviors that result
from these negative emotions, rather than necessarily having to admit to the
underlying negative emotions.
You can recognize an individual who has a high level of emotional self-
awareness because they will:
Know which emotions they are feeling and why
Realize the links between their feelings and what they think, do,
and say
Recognize how their feelings affect their performance
Have a guiding awareness of their values and goals

Adopt behaviors that minimize the effects of their own emotions

on a situation.
Once you are able to identify your own emotions and how they can impact
situations you are able to accurately assess yourself. This enables you to
understand and explore your own strengths and weaknesses, as well as
being willing to explore them with others.
Daniel Goleman describes accurate self-assessment in terms of people who

are:
Aware of their strengths and weaknesses
Reflective and capable of learning from experience
Open to candid feedback and new perspectives
Interested in continuous learning and self-development
Able to show a sense of humor and perspective about

themselves.
Self-assessment involves honestly investigating and acknowledging your

emotional strengths and weaknesses. Reflecting on your experiences and
defining key actions required to address any shortfall could help you
achieve this.
Developing a strong capability for self-assessment will help you to learn

from new experiences because it will highlight those areas that offer
opportunities for self-improvement and development.
The final competency of self-awareness is that of self-confidence. This is

your ability to ground yourself so that you are secure and self-assured in
whatever situation you may find yourself. Daniel Goleman describes self-
confidence as:
A strong sense of ones self-worth and capabilities.
You will recognize individuals with a high level of self-confidence because
their behavior and communications show that they have a:
Certainty about their own value and capabilities
Strong presence
High level of self-assurance
Willingness to express an unpopular opinion or stand up for

something that is right if it is what they truly believe
Ability to make quick decisions even in uncertain and pressurized

circumstances
Belief that they can control the direction of their lives and they
do.
People who are self-confident understand that they have a great deal of
control over what happens in their lives. This means that the more self-
confident you can become, the more you will find that you are able to
influence your future.
Once you are aware of how your emotions affect your behavior and attitude
towards situations you will be able to self-manage. To achieve this you use
your self-control to manage your emotions whatever your circumstances
and motivate yourself to succeed.
By understanding and being able to control your emotions you are able to
manage them in such a way as to generate positive interactions with those
you come into contact with. The competency of self-management has six
different skill attributes:
Self-control the ability to remain composed whatever state your

emotions are in. People with this competence:
o Manage their impulsive feelings and distressing emotions

well
o Stay composed, positive, and unflappable even in trying
moments
o Think clearly and stay focused under pressure
Conscient-
Adaptability
iousness
Achievement
Trustworthiness
orientation
Self-
Self-control management Initiative
competencies
Trustworthiness means that you will do what you say, when

you say youll do it. People with this competence:
o Act ethically and are above reproach

o Build trust through their reliability and authenticity
o Admit their own mistakes and confront unethical actions in
others
o Take tough, principled stands even if they are unpopular
Conscientiousness involves an individual being thorough,

careful or vigilant and implies a desire to perform a task well.
People with this competence:
o Meet commitments and keep promises

o Hold themselves accountable for meeting their objectives
o Are organized and careful in their work
Adaptability the ability to change something, or oneself, to fit

occurring changes. People with this competence:
o Smoothly handle multiple demands, shifting priorities, and

rapid change
o Adapt their responses and tactics to fit fluid circumstances
o Are flexible in how they see events
Achievement orientation requires an individual to show

concern for working toward a self-imposed and defined standard
of excellence. People with this competence:
o Set themselves challenging goals

o Measure their own performance against those goals
o Actively seek out information to get the job done
o Use their time efficiently
Initiative means taking the lead in problem-solving and conflict

resolution as well as taking action to prevent problems from
occurring in the first place. People with this competence:
o Seek out fresh ideas from a wide variety of sources

o Entertain original solutions to problems
o Generate new ideas
o Take fresh perspectives and risks in their thinking
Self-management is critical for a manager because no one wants to work for

someone who is not in control of themselves and whose reactions depend
on their prevailing mood.
Key Points
The development of your emotional intelligence can be divided

into personal and social competencies.
Personal competence is made up of self-awareness and self-

management.
Self-awareness is the ability to recognize your own emotions and
their effects on your self and other people.
Self-management builds on your self-awareness, using your own

self-control to ensure your emotions dont control you regardless
of the situation.
Social Competence
The other half of your EQ is related to the social competencies you show
within your life or work role. This requires you to expand your awareness to
include the emotions of those people around you. You will also need to
develop your ability to read the emotional environment and power
relationships you encounter in your role.
Social Competence
Social Awareness
Empathy
Organizational awareness
Service orientation
Relationship Management
Communication skills
Ability to persuade & lead
Develop strong working relations
The ability to understand the emotions of others is part of your social
awareness, to attain which you need to demonstrate the following
competencies:
Empathy the ability to understand someone elses feelings and

re-experience them. People with this competence:
o Actively listen to what others say (both their words and

non-verbal signals)
o Show they understand and appreciate others views or
issues
o Focus on attaining the goal or task without conflict
o Understand where emotional boundaries start and end
Organizational awareness was defined by Goleman as the

ability to read the current of emotions and political realities in
groups. People with this competence:
o Understand the rationale behind their organization and its

structure
o Know how to get things done within the organization
formally and informally
o Understand both client and vendor organizations
o Act with the clients best interest in mind
Service orientation builds on the empathy you have with

others by helping you assist their personal development and
satisfaction. People with this competence:
o Are able through careful questioning to identify issues that

are affecting an individuals performance.
o Identify or adapt situations so that they provide an
opportunity to improve their productivity and satisfaction.
Social
Awareness
Service competencies:
orientation
Organizational
Empathy awareness
The other aspect of social competence is that of relationship management.

This means you use your awareness of your own and others emotions to
build strong, effective and lasting relationships.
It is this part of your EQ that enables you to succeed in inspiring other

people and helping them to reach their full potential. The competencies that
Goleman identified for an individual to operate at a high level of relationship
management are:
Influence is the extent you are able to win over and persuade
others. People with this competence:
o Build consensus through persuasion and clear

presentation of case
o Offer support to and gain support of others
o Are trustworthy
Leadership your team is willing to follow your lead and wants to

work with you to meet goals. People with this competence:
o Lead by example
o Inspire others to achieve goals or a vision
o Truly delegate tasks and accountability
Developing others the ability to observe and provide

opportunities to fully develop individual team members. People
with this competence:
o Recognize and reward accomplishments and strengths of

individuals
o Regularly challenge and offer new opportunities to team
o Provide constructive feedback to aid development
Communication this means being persuasive, well presented,

and objective. People with this competence:
o Effortlessly adapt to the emotional context of the exchange

o Focus on attaining the objective by acknowledging others
views
o Easily demonstrate empathy and appreciation of others

views or issues
Relationship
Management Influence Leadership
Competencies
Developing
Communication Change Catalyst
Others
Conflict Teamwork &

Building Bonds
Management Collaboration
Change catalyst someone who seeks out and initiates new

ideas and approaches as part of attaining their objectives. People
o Do not hesitate to challenge the way things have always

been done
o Recognize barriers to change and seek resolutions to
remove them
o Acts as a champion for change
Conflict management the ability to recognize, prevent or

manage areas of conflict to a positive resolution. People with this
competence:
o Meet potential or actual conflict from a point of knowledge

and strength
o Have the ability to read underlying emotions within groups
o Are open-minded and willing to embrace different
perspectives
Building bonds is the ability to build a wide variety of mutually

beneficial relationships. People with this competence:
o Are widely respected and liked

o Cultivate a broad personal network that incorporates
colleagues, professionals, contacts, and friends
o Keep others informed appropriately
Teamwork and collaboration natural aptitude in creating a

cohesive team. People with this competence:
o Ensure the objective is defined and understood by all

o Behave in a way that others adopt as their own
o Demonstrate that they value all contributions.
Your ability to succeed in the competency of relationship management is

directly correlated to your success in social awareness and your level of
personal competency. This is because management is all about getting
work done through other people, some of whom you have no direct authority
over.
Key Points
Social competence is made up of social awareness and

relationship management.
Social awareness competencies include empathy, organizational
awareness, and service orientation.
Relationship management competencies include influence,
leadership, developing others, communication, change catalyst,
conflict management, building bonds, and teamwork and
collaboration.
Summary
Most of the early research on intelligence focused on problem solving and
other things that were easy to measure. However, it has long been accepted
that other factors are essential for predicting someones ability to succeed at
work and in life.
In the early 1990s the psychologists Salovey and Mayer defined these as a
form of social intelligence that involves the ability to monitor ones own and
others feelings and emotions, to discriminate among them, and to use this
information to guide ones thinking and action. They proposed that an
individuals ability to recognize, understand, regulate, and use emotions
were things that could be studied and measured.
Emotional intelligence can be defined as Understanding ones own feelings,

empathy for the feelings of others and the regulation of emotion in a way
that enhances living. Daniel Goleman popularized the term in the title of his
bestselling book, Emotional Intelligence: Why it can Matter More than IQ.
The publication of Golemans book in 1995 marked the beginning of

emotional intelligence as something that was recognized by mainstream
business theorists and writers. Whilst not everyone agrees with Golemans
model of emotional intelligence, there is general agreement that emotional
intelligence exists, and that it is a factor in personal and professional
success.
Golemans model describes EQ in terms of five domains that are split into
four quadrants. Two of the domains are related to personal competence and
two are related to social competence.
The theory of emotional intelligence is popular because it implies that EQ

can be developed and improved. This is not universally accepted but
research has supported the idea that emotional intelligence competencies

can be significantly improved over time.
This development can be divided into personal and social competencies.

Personal competence is made up of self-awareness and self-management.
Self-awareness is the ability to recognize your own emotions and their
effects on your self and other people. Self-management builds on your self-
awareness, using your own self-control to ensure your emotions don't
control you.
Social competence is made up of social awareness and relationship

management. Social awareness competencies include empathy,
organizational awareness, and service orientation. Relationship
management competencies include influence, leadership, developing
others, communication, change catalyst, conflict management, building
bonds, and teamwork and collaboration.
Other Free Resources

The Free Management eBooks website offers you over 100 free resources
for your own professional development. Our eBooks, Checklists, and
Templates are designed to help you with the management issues you face
every day. They can be downloaded in PDF, Kindle, ePub, or Doc formats
for use on your iPhone, iPad, laptop, or desktop.
eBooks Our free management eBooks cover everything from accounting

principles to business strategy. Each one has been written to provide you
with the practical skills you need to succeed as a management professional.
Templates Most of the day-to-day management tasks you need to do

have already been done by others many times in the past. Our management
templates will save you from wasting your valuable time re-inventing the
wheel.
Checklists When you are working under pressure or doing a task for the
first time, it is easy to overlook something or forget to ask a key question.
These management checklists will help you to break down complex
management tasks into small controllable steps.
FME Newsletter Subscribe to our free monthly newsletter and stay up to

date with the latest professional development resources we add every
month.
Social Media Share our free management resources with your friends
and colleagues by following us on LinkedIn, Facebook, Twitter, Google+,
and RSS.
Visit www.free-management-ebooks.com
References
Alder, H. and Heather, B. (2006), NLP in 21 Days. Piatkus Books Ltd.
Bar-On, R. (2006), The Bar-On Model of Emotional-Social Intelligence

(ESI), Psicothema 18 , suppl., pp. 1325.
Blake, R. and Mouton, J. (1985), The Managerial Grid III: The Key to
Leadership Excellence. Houston: Gulf Publishing Co.
Goleman, D. (1999), Working with Emotional Intelligence, Bloomsbury

Publishing Ltd.
Goleman, D. (2011), The Brain and Emotional Intelligence: New Insights,

More than Sound LLC.
Goleman, D. (2011), Leadership: The Power of Emotional Intelligence, More

than Sound.
Hasson, G. (2012), Brilliant Communication Skills, Pearson.
Mayer, J.D., Salovey, P., Caruso, D.L. and Sitarenios, G. (2001), Emotional
Intelligence as a Standard Intelligence, Emotion 1, pp. 232242.
Mayer, J.D., Salovey, P., Caruso, D.R. and Sitarenios, G. (2003),

Measuring Emotional Intelligence with the MSCEIT V2.0, Emotion 3, 97
105.
Patterson, K., Grenny, J., McMillan, R. and Switzler, A. (2002), Crucial

Conversations, McGraw Hill.
Patterson, K., Grenny, J., McMillan, R. and Switzler, A (2005), Crucial

Confrontations. McGraw Hill.
Prez, J.C., Petrides, K.V. and Furnham, A. (2005), Measuring Trait

Emotional Intelligence, in Schulze, R. and Roberts, R.D. (eds.),
International Handbook of Emotional Intelligence, Cambridge, MA: Hogrefe
& Huber, pp. 181201.
Pickford, J. (ed.) (2003), Master People Management, Financial Times,

Prentice Hill.
Appendix Emotional Intelligence

Framework
The following has been compiled from a variety of sources by Consortium
for Research on Emotional Intelligence in Organizations EI Framework
(www.eiconsortium.org).
This EI framework details the personal and social competencies.
SELF-AWARENESS
Emotional awareness: Recognizing ones emotions and their effects.
1. Know which emotions they are feeling and why
2. Realize the links between their feelings and what they think,
do, and say
3. Recognize how their feelings affect their performance
4. Have a guiding awareness of their values and goals
Accurate self-assessment: Knowing ones strengths and limits. People

with this competence are:
5. Aware of their strengths and weaknesses
6. Reflective, learning from experience
7. Open to candid feedback, new perspectives, continuous
learning, and self-development
8. Able to show a sense of humor and perspective about
themselves
Self-confidence: Sureness about ones self-worth and capabilities.

9. Present themselves with self-assurance; have presence
10. Can voice views that are unpopular, and go out on a limb for
what is right
11. Are decisive, able to make sound decisions despite

uncertainties and pressures
SELF-REGULATION
Self-control: Managing disruptive emotions and impulses. People with
this competence:
12. Manage their impulsive feelings and distressing emotions well
13. Stay composed, positive, and unflappable even in trying
moments
14. Think clearly and stay focused under pressure
Trustworthiness: Maintaining standards of honesty and integrity. People

15. Act ethically and are above reproach
16. Build trust through their reliability and authenticity
17. Admit their own mistakes and confront unethical actions in
others
18. Take tough, principled stands even if they are unpopular
Conscientiousness: Taking responsibility for personal performance.

19. Meet commitments and keep promises
20. Hold themselves accountable for meeting their objectives
21. Are organized and careful in their work
Adaptability: Flexibility in handling change. People with this competence:

22. Smoothly handle multiple demands, shifting priorities, and
rapid change
23. Adapt their responses and tactics to fit fluid circumstances
24. Are flexible in how they see events
Innovativeness: Being comfortable with and open to novel ideas and

new information. People with this competence:
25. Seek out fresh ideas from a wide variety of sources

26. Entertain original solutions to problems
27. Generate new ideas
28. Take fresh perspectives and risks in their thinking
SELF-MOTIVATION
Achievement drive: Striving to improve or meet a standard of excellence.
29. Are results-oriented, with a high drive to meet their objectives
and standards
30. Set challenging goals and take calculated risks
31. Pursue information to reduce uncertainty and find ways to do
better
32. Learn how to improve their performance
Commitment: Aligning with the goals of the group or organization.

33. Readily make personal or group sacrifices to meet a larger
organizational goal
34. Find a sense of purpose in the larger mission
35. Use the groups core values in making decisions and
clarifying choices
36. Actively seek out opportunities to fulfill the groups mission
Initiative: Readiness to act on opportunities. People with this

competence:
37. Are ready to seize opportunities
38. Pursue goals beyond whats required or expected of them
39. Cut through red tape and bend the rules when necessary to
get the job done
40. Mobilize others through unusual, enterprising efforts
Optimism: Persistence in pursuing goals despite obstacles and

setbacks. People with this competence:
41. Persist in seeking goals despite obstacles and setbacks
42. Operate from hope of success rather than fear of failure
43. See setbacks as due to manageable circumstance rather than
a personal flaw
SOCIAL AWARENESS
Empathy: Sensing others feelings and perspective, and taking an active
interest in their concerns. People with this competence:
44. Are attentive to emotional cues and listen well
45. Show sensitivity and understand others perspectives
46. Help out based on understanding other peoples needs and
feelings
Service orientation: Anticipating, recognizing, and meeting customers

needs. People with this competence:
47. Understand customers needs and match them to services or
products
48. Seek ways to increase customers satisfaction and loyalty
49. Gladly offer appropriate assistance
50. Grasp a customers perspective, acting as a trusted advisor
Developing others: Sensing what others need in order to develop, and

bolstering their abilities. People with this competence:
51. Acknowledge and reward peoples strengths,
accomplishments, and development
52. Offer useful feedback and identify peoples needs for
development
53. Mentor, give timely coaching, and offer assignments that
challenge and grow a persons skills.
Leveraging diversity: Cultivating opportunities through diverse people.

54. Respect and relate well to people from varied backgrounds
55. Understand diverse worldviews and are sensitive to group
differences
56. See diversity as opportunity, creating an environment where
diverse people can thrive
57. Challenge bias and intolerance
Political awareness: Reading a groups emotional currents and power

relationships. People with this competence:
58. Accurately read key power relationships
59. Detect crucial social networks
60. Understand the forces that shape views and actions of clients,
customers, or competitors
61. Accurately read situations and organizational and external
realities
SOCIAL SKILLS
Influence: Wielding effective tactics for persuasion. People with this
competence:
62. Are skilled at persuasion
63. Fine-tune presentations to appeal to the listener
64. Use complex strategies like indirect influence to build
consensus and support
65. Orchestrate dramatic events to effectively make a point
Communication: Sending clear and convincing messages. People with

this competence:
66. Are effective in give-and-take, registering emotional cues in
attuning their message
67. Deal with difficult issues straightforwardly
68. Listen well, seek mutual understanding, and welcome sharing

of information fully
69. Foster open communication and stay receptive to bad news as
well as good
Leadership: Inspiring and guiding groups and people. People with this
competence:
70. Articulate and arouse enthusiasm for a shared vision and
mission
71. Step forward to lead as needed, regardless of position
72. Guide the performance of others while holding them
accountable
73. Lead by example
Change catalyst: Initiating or managing change. People with this

competence:
74. Recognize the need for change and remove barriers
75. Challenge the status quo to acknowledge the need for change
76. Champion the change and enlist others in its pursuit
77. Model the change expected of others
Conflict management: Negotiating and resolving disagreements. People

78. Handle difficult people and tense situations with diplomacy
and tact
79. Spot potential conflict, bring disagreements into the open and
help deescalate
80. Encourage debate and open discussion
81. Orchestrate win-win solutions
Building bonds: Nurturing instrumental relationships. People with this

competence:
82. Cultivate and maintain extensive informal networks
83. Seek out relationships that are mutually beneficial

84. Build rapport and keep others in the loop
85. Make and maintain personal friendships among work
associates
Collaboration and cooperation: Working with others toward shared goals.

86. Balance a focus on task with attention to relationships
87. Collaborate, sharing plans, information, and resources
88. Promote a friendly, cooperative climate
89. Spot and nurture opportunities for collaboration
Team capabilities: Creating group synergy in pursuing collective goals.

90. Model team qualities like respect, helpfulness, and
cooperation
91. Draw all members into active and enthusiastic participation
92. Build team identity, esprit de corps, and commitment
93. Protect the group and its reputation; share credit
Sources:
U.S. Office of Personnel Management, MOSAIC Competencies for
Professional and Administrative Occupations.
Spencer, L. M. and Spencer, S. M. (1993), Competence at Work, Wiley;
and top performance and leadership competence studies published
in Richard H. Rosier (ed.) (1994 and 1995), The Competency Model
Handbook, Volumes One and Two, Boston: Linkage,
Goleman, D. (1998), Working with Emotional Intelligence, Bantam.

Fme Understanding Emotional Intelligence PDF

Uploaded by

Copyright:

Available Formats

Fme Understanding Emotional Intelligence PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Fme Understanding Emotional Intelligence PDF

Uploaded by

Copyright:

Available Formats

Understanding Emotional

www.free-management-ebooks.com 2014. All Rights Reserved

The material contained within this electronic publication is protected under

Reproduction or translation of any part of this work without the permission of

You do not have any right to resell or give away part,

You will learn to:

Understand the emotional intelligence model and its core

Discover the benefits of emotional intelligence for yourself, your

Identify strategies and opportunities to apply emotional

Choose perceptions and behaviors that will lead to positive

Visit Our Website

Visit Our Website ....................................................................... 3

What is Emotional Intelligence (EQ) ........................................ 9

Emotional Intelligence (EQ) and IQ ........................................ 12

Can EQ be Developed? ........................................................... 24

Personal Competence ............................................................. 27

Social Competence .................................................................. 34

Other Free Resources ............................................................. 41

Appendix Emotional Intelligence Framework .................... 45

Unlike IQ, May influence

Understanding ones own feelings, empathy for the feelings of others

What made this book so popular were two claims:

Emotional intelligence may be more important for personal success

Unlike IQ emotional intelligence can be improved.

Knowing your emotions

Managing your own emotions

Recognizing and understanding other peoples emotions

Managing relationships (i.e. managing the emotions of others)

In Working with Emotional Intelligence, his second book, he explored how

Since 1995 numerous business books have been written on emotional

Emotional intelligence exists

It is a factor in personal and professional success

The job of a manager is to achieve business and personal objectives

Daniel Goleman popularized the term 'Emotional Intelligence' in 1995

Emotional intelligence can be defined as Understanding ones own

Not everyone agrees with Golemans model of emotional intelligence,

What is Emotional Intelligence (EQ)

1. Know your 4. Recognize &

2. Manage your 5. Manage

There are three components to this quadrant: self-awareness,

Self-management builds on the understanding that you gained with

Social awareness involves expanding your awareness to include the

Relationship management means using an awareness of your own

Before exploring the different models used to measure your EQ it is worth

Golemans model is the most widely used when discussing EQ in

This model describes EQ in terms of five domains that are split

Two of the domains are related to personal competence and two

Emotional Intelligence (EQ) and IQ

As early as the 1940s psychologists were referring to non-intellective as

Salovey and Mayer began a research program to develop valid measures of

These could be summarized as an accuracy at perceiving and

The whole idea of emotional intelligence as something worth serious study

number of scientific studies have rated IQ as accounting for between 4%

Summerville Found that

An example of the research on the limits of IQ as a predictor is the

So, what is the evidence that emotional intelligence is important in

Today you must

As we have seen, Golemans definition of emotional intelligence proposes

12. Service: Recognizing and meeting follower, client, or customer