...It’s 2017 and there are many horrible historic events that have occurred all over the world. But as time goes by, we humans have the ability move on, stay positive and learn from our mistakes. That is why the school systems teach young kids history classes from almost every year of their school career. There is one thing that seems to have been forgotten like it is history, the act of bullying. Many young kids are facing problems with bullying in school all over the United States. According to the article “Preventing Bullying With Emotional Intelligence” by Marc A. Brackett and Susan E. Rivers, the smartest way to end bullying is with the act of teaching young children about how our emotions work and their consequences. Marc A. Brackett and...
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...Emotional Intelligence Paper Linda Stevenson PSY/301 February 24, 2014 Professor Ron Goodnight The difference between traditional cognitive intelligence and emotional intelligence is: cognitive intelligence is logical capability, for example, it has to do with: common sense, motive, evaluation, and placing things in order. This does not have to do with an emotion per say, but rather it is a common sense kind of intelligence. It does not have to be any social skills in involved. Cognitive intelligence is based on the mind skills, your thoughts without any help from anyone, the capability to unravel dilemmas and brainteasers. Emotional intelligence is the capability to recognize emotions, to understand it, to way in and produce emotions to support, to be in charge of the emotions pertaining to one’s reaction and being considerate of their emotions. It consists of four attributes and they are, Self awareness: knowing what your emotions are, how you react to criticism and comments. Self management: the way you control your emotions and how you handle anger. Social awareness: you can relate to your surroundings, taking responsibilities of your rights and or wrong doings. Relationship management: can communicate with friends, family, or coworkers. Emotional intelligence (EQ) in work life is used on a day to day basis. It is having to dealing with co-workers and their emotions, to be able to control your own and also control a co-workers emotion. Usually a person who can...
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...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...
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...History of Emotional Intelligence The earliest roots of emotional intelligence can be traced to Charles Darwin's work on the importance of emotional expression for survival and, second, adaptation.[2] In the 1900s, even though traditional definitions of intelligence emphasized cognitive aspects such as memory and problem-solving, several influential researchers in the intelligence field of study had begun to recognize the importance of the non-cognitive aspects. For instance, as early as 1920, E.L. Thorndike used the term social intelligence to describe the skill of understanding and managing other people.[3] Similarly, in 1940 David Wechsler described the influence of non-intellective factors on intelligent behavior, and further argued that our models of intelligence would not be complete until we could adequately describe these factors.[2] In 1983, Howard Gardner's Frames of Mind: The Theory of Multiple Intelligences[4] introduced the idea of multiple intelligences which included both interpersonal intelligence (the capacity to understand the intentions, motivations and desires of other people) and intrapersonal intelligence (the capacity to understand oneself, to appreciate one's feelings, fears and motivations). In Gardner's view, traditional types of intelligence, such as IQ, fail to fully explain cognitive ability.[5] Thus, even though the names given to the concept varied, there was a common belief that traditional definitions of intelligence were lacking in ability to...
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...INTRODUCTION In 1983, Howard Gardner's Frames of Mind: The Theory of Multiple Intelligences introduced the idea that traditional types of intelligence, such as IQ, fail to fully explain cognitive ability. He introduced the idea of multiple intelligences which included both interpersonal intelligence (the capacity to understand the intentions, motivations and desires of other people) and intrapersonal intelligence (the capacity to understand oneself, to appreciate one's feelings, fears and motivations. The first use of the term "emotional intelligence" is usually attributed to Wayne Payne's doctoralthesis, A Study of Emotion: Developing Emotional Intelligence from 1985. The first published use of 'EQ' (Emotional Quotient) seems to be by Keith Beasley in 1987 in an article in the British Mensa magazine. However, prior to this, the term "emotional intelligence" had appeared in Beldoch (1964),] Leuner (1966) Stanley Greenspan (1989) also put forward an EI model, followed by Peter Salovey and John Mayer (1989). The distinction between trait emotional intelligence and ability emotional intelligence was introduced in 2000. However, the term became widely-known with the publication of Goleman's Emotional Intelligence - Why it can matter more than IQ(1995). It is to this book's best-selling status that the term can attribute its popularity Goleman has followed up with several further popular publications of a similar theme that reinforce use of the term Goleman's publications are self...
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...The 8th Habit By Stephen Covey A Summary The Whole-Person paradigm says that people are whole people - body, mind, heart and spirit - and they have four related capacities: (1) Physical Intelligence, (2) Mental Intelligence, (3) Emotional Intelligence, and (4) Spiritual Intelligence. People also have four related needs: (1) To Live - Survival, (2) To Love - Relationships, (3) To Learn - Growth and Development, and (4) To Leave a Legacy - Meaning and Contribution. People have choices - in fact, there are six choices that we have in any situation (1) rebel or quit, (2) malicious obedience, (3) willing compliance, (4) cheerful cooperation, (5) heartfelt commitment and (6) creative excitement. People want to be paid fairly, used creatively, treated kindly and given an opportunity to serve human needs in principled ways. So, whole people (body, mind, heart and spirit) with four basic needs (1) to live, (2) to learn, (3) to love, and (4) to leave a legacy) and four intelligences or capacities (physical, mental, emotional and spiritual) and their highest manifestations (discipline, vision, passion and conscience) all of which represent the four dimensions of voice (need, talent, passion and conscience). Our voice lies at the intersection of talent (your natural gifts and strengths), passion (things that naturally energise, excite, motivate and inspire you), need (including what he world needs enough to pay you for), and conscience (that still voice within that assures...
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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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...3 Thinking Techniques to Improve Your Intellectual Horsepower Here are 3 simple thinking techniques I tend to use each day. There are some more advanced thinking techniques, but here I’m boiling down to a set of 3 you can use today. In fact, you can even use them while you read this post. I’ll go through the thinking techniques in order from simpler to more complex, so you can use them right away. For the sake of this exercise, let’s think of "thinking" as simply asking and answering questions. If you want to improve your thinking, ask better questions. Using these techniques will improve your thinking, by improving your questions. 3 Thinking Techniques Here are 3 thinking techniques I use fairly regularly: * How Might That Be True? * PMI * Six Thinking Hats How Might That Be True When you hear something new, or information that conflicts with what you think you already know, ask yourself, "how might that be true?" This simple question will open your curiosity. It can also help you build rapport. This second point is especially important. If you’re quick to prove people wrong, people won’t share information with you. Rather than fight somebody on a point, right from the start, you can help them explore the point. You don’t have to agree. Instead, you’re exploring possibility. Sometimes people have good information or knowledge, but it’s generalized so it appears to be wrong, but there’s kernels of truth or insight. PMI I think of PMI as Edward...
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...Emotionel Intelligence and leadership Project Presented to Dr. Fadi Hachem Course Instructor American University of Science and Technology In Partial Fulfillment of the Requirements for the course MGT 535: “Organizational Behavior” Aya Hamade Table of contents Pages Overview 1 Literature review 1 Definition 2 Emotional Intelligence, IQ, and Personality Are Different 2 Emotionel Intelligence and Leadership 2 Developing leadership skills 3 Emotional intelligence and its impact on leadership skills 3 Creating emotionally intelligent teams 6 Emotional Intelligence Is Linked to Performance 6 References 8 Overview Emotional Intelligence Is the Other Kind of Smart. When emotional intelligence first appeared to the masses in 1995...
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...FROM THE HARVARD BUSINESS REVIEW OnPoint A R T I C L E HBR What matters most to your company’s bottom line? Just possibly, your mood. Primal Leadership: The Hidden Driver of Great Performance by Daniel Goleman, Richard Boyatzis, and Annie McKee New sections to guide you through the article: • The Idea in Brief • The Idea at Work • Exploring Further. . . PRODUCT NUMBER 8296 T H E I D E A I N B R I E F Primal Leadership: The Hidden Driver of Great Performance hat most influences your company’s bottom-line performance? The answer will surprise you—and make perfect sense: It’s a leader’s own mood. Executives’ emotional intelligence—their selfawareness, empathy, rapport with others—has clear links to their own performance. But new research shows that a leader’s emotional style also drives everyone else’s moods and behaviors—through a neurological process called mood contagion. It’s akin to “Smile and the whole world smiles with you.” W Emotional intelligence travels through an organization like electricity over telephone wires. Depressed, ruthless bosses create toxic organizations filled with negative underachievers. But if you’re an upbeat, inspirational leader, you cultivate positive employees who embrace and surmount even the toughest challenges. Emotional leadership isn’t just putting on a game face every day. It means understanding your impact on others—then adjusting your style accordingly. A difficult process of self-discovery—but essential...
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...| Executive Management MBA 5000 | Assignment for Week 5 | | 3/15/2014 | I will discuss the management theories from the readings in week 5 and how they apply to my organization. | Question #1 Highlight the Management Theories of Each Reading In the reading, “Toxic emotions at Work”, the author examines the feelings of employees during organizational changes. “Organizations by their very nature create a regular supply of emotional pain. New bosses, mergers, layoffs. Stifling or confusing policies, salary decisions, and even the way that changes are communicated can all be sources of emotional pain felt by all organizational members” ((Pierce & Newstrom, 2011) It takes a leader that understands how to handle toxic behavior to lead the organization through change. This leader is considered a toxic handler and skills needed are: * Reading emotional cues of others and themselves * Keeping people connected and in communication * Acting to alleviate the suffering of others * Mobilizing people to deal with their pain and get back to a stable status * Building a team environment that rewards for compassionate action(Pierce & Newstrom, 2011) The author examines how the attribute of compassion will allow leaders to connect to with the emotions of employees and keeps the leader from being isolated. In “The One Minute Manager”, the author reveals the secret of management with a system that will provide quality time and produce a self-...
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...DEALING WITH PROBLEMATIC EMPLOYEES A Thesis Presented to the Faculty Philippine Women’s University Manila City In Partial Fulfillment Of the Requirements for the Masters of Arts in Nursing By Richelle A. Chiongson, RN 2012-2013 DEALING WITH PROBLEMATIC EMPLOYEES By Richelle A. Chiongson,RN APPROVED: _____________________________ Chair, Graduate Advisory Committee __________________________ Member __________________________ Member __________________________ Program Chair __________________________ Date of Approval Executive Summary Abstract Over the last decade or so, so much attention has been paid to employees who experience difficulties with work performance because of serious personal problems. Because of the nature of problems such as alcoholism and certain psychiatric illnesses, special strategies have been developed via occupational programs which attempt to use the deteriorating work performance of the employee as a basis for intervening in his or her problem. Such programs have had a mixed reception from management. To study, how problem employees are perceived and handled in the workplace, an interview survey was conducted among a sample of 10 personnel managers drawn from 76 large (200+) manufacturing companies in metropolitan Adelaide. The results indicated that problem employees are seen as either a...
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...Emotional Intelligence and Leadership Capacity ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Emotional Intelligence Strategic Management: Research Paper In this dynamic and ever changing global economy, successful leaders will have to facilitate others to develop their own style of leadership, skills and potential using emotional intelligence as guide of future success. Emotional Intelligence is a trait that is demonstrated by successful leader. Daniel Goleman believes is twice as important as IQ in predicting career success. (Richards, 2007). Effective leader are those that understand who they are and are able to control themselves under different circumstances. They are self-motivating and people are drawn to them. Emotionally intelligent leaders are able to motivate themselves and as well as others. They can regulate their moods so that distress does not overwhelm their ability to think. (Richards, 2007) Jan Richards noted PHD stated "Great leaders often display simple virtues like generosity of spirit, giving others the gift of their presence. They also seem to have the kind of clarity of mind that gets to the heart of the matter, the honesty and integrity to say what they know to be true, together with the compassion to do no harm. They have a basic human wisdom in dealing with countless situations. When we leave them, we feel inspired, empowered, and enabled...
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...Goleman’s Article: “The Emotional Intelligence of Leaders” 3 A Summary of Mitch McCrimmon’s Article: Thought Leadership: A Radical Departure from Traditional, Positional Leadership 7 Emotionally Intelligent Leadership Should be at the Helm of All Organizations and Thought Leadership Should Play Second Fiddle 10 Conclusion 11 References 13 Introduction Great leadership is instrumental to the success of any organization. Authors David Goleman in his article “The Emotional Intelligence of Leaders” and Mitch McCrimmon in his article “Thought Leadership: A Radical Departure from Traditional, Positional Leadership” both write their opinions about what type of leadership is best. Goleman asserted in his article that emotional intelligence should be cultivated in all leaders because those who are emotionally intelligent make the best leaders. McCrimmon asserted in his article that thought leadership should be cultivated in all organizations because thought leadership is the best type of leadership. Both authors offer compelling arguments. However Goleman’s article, “The Emotional Intelligence of Leaders” makes the most compelling argument. The following sections explore the arguments of Goleman and McCrimmon and end with a discussion of why the cultivation of emotional intelligent leaders should take precedence over the cultivation of thought leadership. A Summary of David Goleman’s Article The Emotional Intelligence of Leaders In “The...
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...leadership, skills and potential using emotional intelligence as guide of future success. Emotional Intelligence is a trait that is demonstrated by successful leader. Daniel Goleman believes is twice as important as IQ in predicting career success. (Richards, 2007). Effective leader are those that understand who they are and are able to control themselves under different circumstances. They are self-motivating and people are drawn to them. Emotionally intelligent leaders are able to motivate themselves and as well as others. They can regulate their moods so that distress does not overwhelm their ability to think. (Richards, 2007) Jan Richards noted PHD stated "Great leaders often display simple virtues like generosity of spirit, giving others the gift of their presence. They also seem to have the kind of clarity of mind that gets to the heart of the matter, the honesty and integrity to say what they know to be true, together with the compassion to do no harm. They have a basic human wisdom in dealing with countless situations. When we leave them, we feel inspired, empowered, and enabled to take effective action" (Richards, 2007) Emotional Intelligence is trait that is evident in successful leaders This essay will describe Emotion Intelligence as part of a Strategic Management concept and present a plan for implementing, training, and why it is important to incorporate EI into your organization corporate strategy. Emotional Intelligence (EI) is important topic to understand...
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