...Abstract In order for a business to be successful and competitive the leader must keep employees engaged in the company. Business does not thrive unless there is a leader who exemplifies emotional intelligence. Managers want to make sure employees feel compensated for their hard work, but also making sure the company is not putting themselves in a hole on the balance sheet. Businesses have fallen due to lack of knowledge about how to keep employees interested so that they can be productive for the business. Leaders must understand and create procedures that are both positive and beneficial to the business. The success that a business can have depends on the leadership style that is chosen. Keywords: Leader, Workforce, employee Leadership Styles Leadership styles have multiple effects not only in small businesses but also in the world's largest corporations. These styles have an impact on everyone from senior management to the newest college intern. They help form the corporate culture that shapes the organization and its performance (Carraher). Autocratic Style Effects, also known as authoritarian leadership, autocratic style clearly helps identify the division between leaders and workers. Autocratic leaders make decisions with little or no involvement from employees. These leaders are supremely confident and comfortable with the decision-making responsibility for company operating and strategic plans (Carraher). Although...
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...Rajendran, Downey & Stough :Assessing Emotional Intelligence in the Indian workplace: a preliminary reliability study. 55 Assessing Emotional Intelligence in the Indian workplace: a preliminary reliability study Diana Rajendran (drajendran@swin.edu.au) Department of Management Swinburne University, PO Box 218, Lilydale, Victoria, 3140, Luke A. Downey: (ldowney@swin.edu.au) Brain Sciences Institute Swinburne University, PO Box 218 (H99), Hawthorn Vic 3122, Australia. Professor Con Stough (cstough@swin.edu.au) Professor in Cognitive Neuroscience, Director, Brain Sciences Institute. Swinburne University, PO Box 218 (H99), Hawthorn Vic 3122, Australia. Abstract The concept of Emotional Intelligence (EI) has recently attracted a great amount of interest from HR practitioners and academics alike. Whilst the majority of research in this area has been conducted in Western countries, recent studies have begun to assess the generalisability and validity of the EI concept in cross-cultural settings. The purpose of this paper was to assess the reliability of the Workplace version of the Swinburne University Emotional Intelligence Test (Workplace SUEIT) in an Indian population. The Workplace SUEIT demonstrated adequate reliability in the sample of 110 participants in India, although the mean scores for the sub-scales were significantly lower than in the Australian normative population. The results are discussed in the context that EI tests need to undergo...
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...for Emotional Intelligence. We are a Brisbane-based group dedicated to educating on the topic of emotional intelligence, or EI, as an aspect of professionalism. The purpose of our talk today is to enforce the critical nature of emotional intelligence in regards to workplace success, and to encourage the implementation of strategies intended to increase EI levels of Sound Wave employees. Reference List: Bond, F. W., & Donaldso-Feilder, E. J. (2004). The relative importance of psychological acceptance and emotional intelligence to workplace well-being. British Journal of Guidance & Counselling , 32 (2), 187-203. Braime, H. (2016). 7 Practical Ways To Improve Your Emotional Intelligence. Lifehack.org. Retrieved 9 May 2016, from http://www.lifehack.org/articles/communication/7-practical-ways-improve-your-emotional-intelligence.html Chitral, A., & Malhan, M. (2007). “Importance of Emotional Intelligence at Workplace.” Paper presented at the Engineering Management Conference 2007 IEEE International, Austin, July 29 2007-August 1 2007. http://ieeexplore.ieee.org.ezp01.library.qut.edu.au/xpls/icp.jsp?arnumber=5235031. Emotional Intelligence Measures. (2015). Emotional Intelligence in Organizations. Retrieved 6 May 2016, from http://www.eiconsortium.org/measures/measures.html Goleman, D. (1995). Emotional Intelligence. New York: Bantam Goleman, D. (1998). Working with emotional intelligence. New York: Bantam Books. Rosenthal, N. (2016). 10 Ways to Enhance Your Emotional Intelligence...
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...around you, or are you supposed to be rude back because it’s not fair to be treated disrespectfully? This is a case of something called emotional labor. Organizational Behavior, by Robbins and Judge, defines emotional labor as an employee’s expression of organizationally desired emotions during interpersonal transactions at work. This being said, a person who expresses emotional labor would shake off this verbal abuse from his coworker to keep his behavior appropriate for work. A factor that may contribute to someone’s ability to be able to show emotional labor is the idea of emotional intelligence. Organizational Behavior says, Emotional intelligence ( EI) is a person’s ability to ( 1) be self- aware (to recognize her own emotions when she experiences them), ( 2) detect emotions in others, and ( 3) manage emotional cues and information. With these two concepts taken into consideration, one can hypothesize that someone with a high level of emotional intelligence would be able to engage in emotional labor. If the aforementioned new employee was able to manage emotional cues and information, a critical part of emotional intelligence, than they would be able to keep their emotions in check and display emotions that were acceptable at the workplace. Emotional intelligence isn’t the only factor that contributes to a person’s ability to engage in emotional labor, however, there...
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...EMOTIONAL QUOTIENT “A TOOL FOR INDIVIDUAL AND ORGANISATIONAL EFFECTIVENESS ” M.Badmapriya , School Of Management Hindustan University, Chennai, Tamil Nadu, India ABSTRACT Emotional Quotient is a concept, which comprises Emotional Competency, Emotional Maturity, and Emotional Sensitivity. Emotional Competency constitutes the capacity to responding tactfully for various situations, Emotional Maturity constitutes evaluating emotions of oneself and others, and Emotional Sensitivity constitutes managing immediate environments, Maintaining rapport, harmony, and comfort with others. Emotional Quotient is considered as the subset of social Intelligence that involves the ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions. This research work makes an attempt to establish the magnitude of emotional quotient among the management executives of the Manufacturing Industry. The research is restricted to management executives who will be key decision makers in terms of both long and short-term goals. INTRODUCTION Happiness, fear, anger, affection, shame, disgust, surprise, lust, sadness are emotions, which directly affect our day-to-day life. For long, it has been believed that success at the workplace depends on our level of Intelligence quotient (IQ) as reflected in our academic achievements, exams passed, marks obtained, etc. All these are instances of intelligence...
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...Practical and Emotional Intelligence Isabel Navarrete PSY201 June 30, 2013 Patricia Riley Practical and Emotional Intelligence According to Psychology and Your Life, Chapter 9 there is two types of intelligence: Practical and Emotional. Robert Sternberg has defined practical intelligence as the intelligence related to overall success in living (Feldman, 2013, p. 385). This type of intelligence is not learned from academic success based on information that comes from reading or listening; rather it is obtained or learned through the observation of behaviors from others’. Now emotional intelligence is the set of skills that underlie the accurate assessment, evaluation expression and regulation of emotions (Feldman, 2013, p. 385). The difference between practical and emotional intelligence is as that practical intelligence is learned from observation and Emotional Intelligence is the ability to get along with others. Emotional and Practical intelligence can be very helpful to the person, especially if they are well aware of the intelligences. The following will discuss how each type of intelligence is important in the workplace. Based on the definition of practical intelligence; overall success in living, this is type of intelligence is important in the workplace because it for one an intelligence that is learned from observations of behaviors and if you as the employee is very observant, then a lot can be learned from the workplace. The employee can...
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...Emotional Intelligence Students Name University Affiliation Course Details Emotional Intelligence Emotional intelligence is the possession of an ability one has to monitor and properly manage their emotions in an intelligent way such that they cannot take over you or even affect the process of decision making. The issue can also be expanded to mean the ability to understand others emotions that aids in knowing reasons for their behavior and ensuring effective communication with them. Examples of the concept can understand your emotions so that you might be able to manage them and become fully emotionally intelligent. Another example can be the application of rational thinking about emotions before execution of any action. An emotional decision is always wrong because anger or other emotions might make you do something regrettable hence thinking might help stop the bad action. Once you are emotionally intelligent, it is easier to understand other and if not you will be depressed and feel bad all the time. Individuals who lack emotional intelligence have challenges both in the workplace and at home (Goleman, 2002). Emotional quotient is an employee’s ability and the understanding of his or her emotions and those of the colleagues at the workplace that helps create the better working environment. Intelligence quotient is the level of intelligence that an employee uses to interpret, understand or implement his or her knowledge in situations that contribute to the company’s growth...
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...Do managers need emotional intelligence to manage successfully in the workplace? Why or why not? Definition of emotional intelligence is “the ability to monitor one’s own and others’ emotions, to discriminate among them, and to use the information to guide one’s thinking and actions” (Salovey & Mayer 1990 cited in Zeidner, Mathews & Roberts, 2004). Moreover, emotional intelligence is now considered as a part of managers’ leadership skills of managing the emotional behaviors to those they interact and lead with, and it has become an essential element for managers to achieve their career success. Emotional intelligence brings managers the competency of self-awareness and regulations, instilling their followers collective goals and vision “that their followers accepted and believe in” (Ashkanasy &Daus, 2002, p81) and developing their social skills. Qualified managers often have a strong awareness of themselves, their weakness, strength and what they are capable of. With high emotional intelligence, they can continue being humble and seek for honest response from others. Ashkanasy and Daus (2002) suggest that emotional intelligent managers have the ability of regulating their own emotion and the emotions of their employees; hence in the decision making process, they can use the emotional information to “achieve creative and positive outcomes”. However, another study for exploring the role of emotions shows that feelings can influence the judgment that managers make...
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...managers need emotional intelligence to manage successfully in the workplace? Why or why not?” Emotional intelligence (EI) is a key factor that contributes to the success of a manager’s abilities to coordinate and administer social relationships within the workplace. EI is one’s ability to recognize their behaviors, moods and thoughts, and to manage them under different circumstances-which in turn shapes one’s interactions and relationships with others. This zeitgeist concept addresses the importance of self-awareness, understanding, and the perceived imbalance between intellect and emotion in the life of the collective Western mind (Zeidner& Matthews& Roberts 2004, p.372). Popularized by Daniel Goleman through his bestselling book, ‘Emotional Intelligence in 1995’, which claimed that EI was a predictor of success at home, work, and in school (Ashkanasy& Daus 2002, p.77), it is highly regarded in the business world and among the workforce as an essential quality in which a successful manager entails. The five components of emotional intelligence at work include self-awareness – being aware of how our behavior is affecting others in a social environment, self-regulation – the ability to regulate moods to conform to adverse situations, motivation – an inner desire to achieve a higher level of performance, empathy – the general willingness to feel compassion, and social skills – which is the ability to interact with various individuals without causing an emotional disruption...
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...Discussion of “Thought Leadership” and “Emotional Intelligence” in the workplace. Abena Kaakyire University of Maryland University College 9041 January 22, 2013 Discussion of “Thought Leadership” and “Emotional Intelligence” in the workplace. Leaders without emotional intelligence are not able to perform effectively at their workplace. It is seen as a challenging capability among leaders in today’s business world. Managers who possess emotional intelligence have an outstanding performance in their companies. Technical skills and cognitive abilities are not the only capabilities needed to lead an organization. A renowned psychologist, Daniel Goleman found that all effective leaders have a high degree of emotional intelligence and the ones that have succeeded in the workplace have constantly exhibited the tenets of emotional intelligence such as self-awareness, self-regulation, motivation, empathy, and social skills. I would want to even go further to establish that in my own experiences of meeting with very high powered executives, some do not possess all these qualities that have been mentioned above but are still able to get results out of their employees for the good of the company. In addition to effective leaders having a high degree emotional intelligence to succeed in the workplace, there has been another article written by Mitch McCrimmon titled, “Thought Leadership: a radical departure...
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...Introduction To Emotional Intelligence Since the publication of the bestselling book Emotional Intelligence by Daniel Goleman (1995), the topic of emotional intelligence has popularized. Programs seeking to increase emotional intelligence have been implemented in numerous settings, and courses on developing one’s emotional intelligence have been introduced in universities and organizations. But what exactly is emotional intelligence? According to Goleman, emotional intelligence (E.I.) refers to the ability to recognize and regulate emotions in ourselves and others (Goleman, 2001). Peter Salovey and John Mayer initially defined emotional intelligence as: A form of intelligence that involves the ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions (Salovey & Mayer, 1990). The current characterization and the most widely accepted. Emotional intelligence is thus defined as: The ability to perceive emotion, integrate emotion to facilitate thought, understand emotions, and to regulate emotions to promote personal growth (Mayer & Salovey, 1997). This section will review the emotional intelligence literature. First, description of two models of emotional intelligence is outlined. Second, research on the gender and age differences in emotional intelligence will be discussed. Third, the application of emotional intelligence to everyday living will be explored. Salovey and Mayer:...
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...Emotional Intelligence and its Role in the Workplace Lori Shick Bryant & Stratton College Principle of Sociology I Professor T. Sedor April 9, 2011 Emotional Intelligence and its Role in the Workplace Emotional intelligence (EI) brings together emotions and intelligence by looking at emotions as valuable sources of knowledge that can help with the perception and management of one’s emotions and the emotions of others. Psychologists Peter Salovey and John Mayer formally define emotional intelligence as “the ability to monitor one’s own and others’ feelings, to discriminate among them, and use the information to guide one’s thinking and action.”(Mayer & Salovey, 1990, p. 189). Emotional intelligence is different from intellectual intelligence (IQ) because it can be developed and improved through training, coaching, and feedback (Goleman 1998, p.). A person with high EI can manage his or her own impulses, effectively communicate with others, solve problems and deal with stress well, which is what gives a person the ability to be successful in both their personal and professional life. Although there are many factors that affect an individual’s professional life, emotional intelligence plays a critical part in relating to and managing relations with others. More specifically, emotional intelligence contributes to effective leadership. Emotional intelligence is based on a set of four complementary abilities that process emotional information. These four abilities...
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...The theory, which was introduced by psychologists Howard M. Weiss and Russell Cropanzano, states that negative emotional episodes in a work environment can produce shocks that then produce lasting affective reactions. Emotions and moods are an important part of daily live and work live, and can influence our job performance and job satisfaction. The affective events theory demonstrates how employees react emotionally to things that happen to them at work, and that their reactions can influence their attitudes and behaviors at work. The theory, which was introduced by psychologists Howard M. Weiss and Russell Cropanzano, states that negative emotional episodes in a work environment can produce shocks that then produce lasting affective reactions. Work events can include, but not limited to hassles, tasks, autonomy, job demands, emotional labor and uplifting actions. Emotional labor occurs when an employee displays the company’s desired emotions during interpersonal transactions at work. These work events affect employees positively or negatively. Employee mood directly affects the intensity of their reaction. This emotional response intensity therefore affects job performance and satisfaction. Forced smiles, frustration, and resentment can lead to turnovers, and employees feeling burnout. Affective events theory or AET, studies how people feel at work, the workplace events that cause those feelings, and how those feelings influence subsequent job attitudes and behaviors. “The...
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...Do managers need emotional intelligence to manage successfully in the workplace? Why or why not? According to Mayer and Salovey (1997), the concept ‘emotional intelligence’ can be defined as ‘the ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth’ (cited in George 2000, p1033). Since the 1990s, the relationship between emotional intelligence and managerial skills has been discussed intensely. The purpose for this essay is to argue that managers do need emotional intelligence to manage successfully for following reasons. First, at the individual stage, emotional intelligence is needed for providing managers with sufficient abilities to regulate their emotions, set appropriate goals and objectives and make accurate decisions. Secondly, at the intermediate stage, emotional intelligence is necessary to managers during the process of communication and positive relationship construction with employees. Last, at the collective stage, emotional intelligence is constructive with management that it helps leaders to be sensitive with the organizational climate to form better teamwork. First, managers need emotional intelligence to manage successfully at the individual stage that emotional intelligence provides them with sufficient abilities to regulate their emotions, set appropriate goals and objectives and make...
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...and which kinds of work environments would make us feel more at home. After completing this Emotional Intelligence self-Assessment, the insights and practical application were incredibly insightful for me. I identified ways in which I need to work together better and healed frustrating and difficult relationship issues. What have you learned about the topic and/or yourself? Here, our subject is emotions—and whether we know what we are feeling and what we do with that knowledge. A friend of mine takes umbrage when I broach the idea with him. “Of course, I know what I am feeling,” he protests. He points to his chest—in the vague direction of his heart—and then to his throat. “I feel my emotions so, of course, I know what I am feeling.” He is only partly right but the fact that our emotions are embodied makes us more confident about our ability to know what we are feeling and our emotional intelligence. It is “the above average” effect —our tendency to over-rate our skill set and abilities—except it is on steroids, as a study by Marc A. Brackett and others showed. Companies who once focused only on where their new hires went to college, have learned that IQ alone isn’t going to make them successful. The way they conduct themselves, the way they express themselves, and the way they interact with others are all as important if not more important than the person’s score on an intelligence test. Think for a moment about the last time that you...
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