Emotional Intelligence

Résumé du document

The study of intelligence within the scientific community is not a new development. Symbolically, the study of intelligence is related to research in the cognitive domain. The cognitive domain refers to the knowing domain. That is why when knowledge is imparted, the objective is to ensure that the recipient is familiar with the cognitive aspects of the knowledge gained. In this area of intelligence, the cognitive field refers to the mode of thinking that controls memory and directs problem solving (quantitative and qualitative skills) aspects of the brain. However, in the last sixty years many psychologists have researched the non-cognitive intelligence and this area is presently gaining momentum. The non-cognitive intelligence domain involves emotional understanding, empathy, and compassion. This non-cognitive field of intelligence is commonly known as emotional intelligence. In 1937 Robert Thorndike researched "social intelligence", and highlighted that social intelligence is the precursor to modern research in emotional intelligence. Then in 1940 the distinguished psychologist, David Wechsler, conducted an intense study that stated "non-intellective abilities" is a crucial element as it helps predict the success of individuals in life. In the early 1950s the Office of Strategic Services developed an assessment system that evaluated non-cognitive abilities. This assessment tool was first used in business by AT&T in 1956. In 1959, the psychologist John Hemphill stated that emotional balance is an important aspect in the deliverance of effective leadership. Subsequently, in the early 1990s renowned psychologists such as David R. Caruso, Peter Salovey, John Mayer, and Daniel Goleman brought emotional intelligence to the forefront of management and intellectual theory. Today emotional intelligence is of great importance to numerous businesses and social applications.

Extraits

[...] These range from more basic psychological processes to higher, more psychologically integrated processes. They believe that most of the branches appear early in development, and as a child grows, the more complex branches emerge. They also believe, "people high in emotional intelligence are expected to progress more quickly through the abilities designated and to master more of them”.7 These “four branches of mental ability” to be discussed include: 1. Emotional identification, perception and expression 2. Emotional facilitation of thought 3. Emotional understanding 4. [...]

[...] Managers should not make the mistake of assuming these two facets are independent of each other; taking care of your people (emotional management) goes hand-in-hand with accomplishing the mission. Achieving this balance is the challenge of leadership/management. Works Cited 1 Brown, Julie M., and Sharon L. Richmond, and Pam Fox Rollin. “Emotional Intelligence More Important Than Traditional Leadership Attributes, Men and Women Equal in Rating Their Business Wire: 29 June Caruso, David and Peter Salovey. The Emotionally Intelligent Manager. San Francisco: Jossey-Bass Davies, Sean. [...]

[...] Emotional Intelligence What is Emotional Intelligence? Definitions of emotional intelligence from some of the leaders in EI research: cluster of skills related to the emotional aspects of life, such as the ability to monitor one's own and others' emotions, to discriminate among emotions, and to use such information to direct one's thoughts and actions.” - Jerald Greenberg mental ability we are born with which gives us our emotional sensitivity and our potential for emotional learning management skills which can help us maximize our long term health, happiness and survival.” - Steve Hein “From a scientific (rather then a popular) standpoint, emotional intelligence, is the ability to accurately perceive your own and others' emotions: to understand the signals that emotions send about relationships; and to manage your own and others' emotions.” - John Mayer History of Emotional Intelligence The study of intelligence within the scientific community is nothing new, but most relate the study of intelligence to research from the cognitive field. [...]

[...] Emotional Intelligence in a Global Context A person with high emotional intelligence understands what makes humans different. This is particularly important to managers when conducting business in the global economy. When interacting across cultures, understanding group behaviors and dynamics is the first step in understanding the member's individual emotional behavior. Just as a one would seek out the cultural customs of their foreign counterpart, understanding the emotions of counterparts is just as important. Understanding one's own emotional qualities is important as well, and research has shown that a person's own social comfort (or perceived success) is inversely related to their ability to make sense of, and find acceptance by cultural strangers.5 Conclusion: Managerial Relevance Goleman believes, “bosses and leaders, in particular, need high EI because they represent the organization to the public, they interact with the highest number of people within and outside the organization and they set the tone for employee morale”.4 Of all the emotional elements included in emotional intelligence, some argue that empathy may be the most important. [...]

[...] Their research, along with David Goleman's 1995 book Emotional Intelligence, set off a managerial revolution. In fact, a major survey showed the majority of managers now list emotional intelligence among the most important, if not the most important, attributes of leadership/management.1 “Managing could loosely be defined as “understanding the expression of emotion, the use of emotions in making decisions, and managing and controlling emotions.” It's the proper application of emotional skills to management and leadership. Caruso and Salovey, in their book The Emotionally Intelligent Manager, propose that managing emotions is the proper application of the previous branches of emotional intelligence.2 Effective emotional managers use these skills to continually evaluate and consider the emotional effects of their decisions on others as well as themselves; empathy and consideration form the cornerstone of emotionally effective management.2 Managers should develop a logical and rational decision-making process that questions the emotional effects of their decisions: How do you/I feel? [...]