Emotional intelligence
Table of Content
1 Introduction.......................................................................
1 Introduction
Under the context of current economic conditions, firms and organizations have to deal with
rapid changes, ...
and Bacigalupo (2011), developing the intra-personal competencies could possibly help leaders
in demonstrating their inter...
Reference
Boyatzis, R. E., Goleman, D., & Rhee, K. (2000). Clustering competence in emotional
intelligence: Insights from ...
56. emotional intelligence
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56. emotional intelligence

  1. 1. Emotional intelligence Table of Content 1 Introduction.......................................................................................................................... 2 2 The case study...................................................................................................................... 2 2.1 Question 1..................................................................................................................... 2 The “case for Emotional Intelligence” examines how this concept can foster positive change in working practices and enhance leadership ability at work. By drawing upon the articles by Kunnanatt (2008), Hess and Bacigalupo (2011) and other relevant research, provide an overview of how this case illustrates the value of emotional intelligence in the workplace. 2 2.2 Question 2..................................................................................................................... 4 Present a critical evaluation of this case and evaluate whether this is a convincing account of how emotional intelligence is used in the workplace? ........................................................... 4 2.3 Question 3..................................................................................................................... 7 How is emotional intelligence (EQ) different from “emotional labour” and how is EQ measured? ................................................................................................................................... 7 3 Conclusion ........................................................................................................................... 8 Reference.................................................................................................................................... 9
  2. 2. 1 Introduction Under the context of current economic conditions, firms and organizations have to deal with rapid changes, the findings of competitive advantage in the global market, and the recruitment, maintenance, as well as motivations of the talented people in such a changing working environment. And EI (Emotional intelligence) has emerged as one important factor to sustain high performance in that workspace. Such leading organizations in the world as FedEx, HSBC, the US Air Force, and the IFC (International Finance Corporation) also apply EI in their human capital strategies. EI is related to the abilities of emotion perception and emotion generation in order to support thinking, and emotion understanding and emotion regulation in order to develop emotion as well as intellectual growth (Clarke, 2010). This report provides the general view on emotional intelligence and its influences in leadership behavior as well as performance at workplace. 2 The case study 2.1 Question 1 The “case for Emotional Intelligence” examines how this concept can foster positive change in working practices and enhance leadership ability at work. By drawing upon the articles by Kunnanatt (2008), Hess and Bacigalupo (2011) and other relevant research, provide an overview of how this case illustrates the value of emotional intelligence in the workplace. 2.2 Question 2 Present a critical evaluation of this case and evaluate whether this is a convincing account of how emotional intelligence is used in the workplace? According to Dulewicz and Higgs (2000), there are five basic competencies of emotional intelligence. These are included self awareness, self-regulation, motivation, empathy and social skill. Among them, three first competencies are intra-personal, which are considered to be invisible since they are occurred inside each person and could not be seen by others; on the other hand, the last two competencies are inter-personal, which are occurred between individuals and could be observed by others through our behaviours. As stated in Boyatzis et al. (2000) and Hess
  3. 3. and Bacigalupo (2011), developing the intra-personal competencies could possibly help leaders in demonstrating their inter-personal competencies. Self awareness: Self-regulation: Motivation: Empathy Social Skills 2.3 Question 3 How is emotional intelligence (EQ) different from “emotional labour” and how is EQ measured? 3 Conclusion Through the case study of John Gardner, a systems engineering manager at Medrad, a medical devices company, this report has provided a brief understand of emotional intelligences (EI) and its impacts on effective leadership skills. The report also reviewed the way in which EI is valued and critically evaluated the way in which EI is employed in the workplace. Moreover, the differences between EI and emotional labour have highlighted and EQ measurements have considered. This document is provided by: VU Thuy Dung (Ms.) Manager Center for Online Writing Resources Facebook : https://www.facebook.com/vu.thuydung.5076 Email : assignmentsource@gmail.com Blogger : http://assignmentsource.blogspot.com/ Website : http://assignmentsource.com/
  4. 4. Reference Boyatzis, R. E., Goleman, D., & Rhee, K. (2000). Clustering competence in emotional intelligence: Insights from the Emotional Competence Inventory (ECI). Handbook of emotional intelligence, 343-362. Christie, A., Jordan, P. J., Troth, A., & Lawrence, S. A. (2007). Testing the links between emotional intelligence and motivation. Journal of Management & Organization, 13(3), 212- 226. Clarke, N. (2010). Emotional Intelligence & Workplace Learning. Workplace Learning and Skills Bulletin, 4, 20-21. Dawda, D., & Hart, S. D. (2000). Assessing emotional intelligence: Reliability and validity of the Bar-On Emotional Quotient Inventory (EQ-i) in university students. Personality and Individual Differences, 28(4), 797-812. Dulewicz, V., & Higgs, M. (2000). Emotional intelligence–A review and evaluation study. Journal of Managerial Psychology, 15(4), 341-372. George, J. M. (2000). Emotions and leadership: The role of emotional intelligence. Human relations, 53(8), 1027-1055. Goleman, D. (1995). Emotional intelligence. Bantam Books, New York (1995) Goleman, D. (2006). Emotional intelligence: why it can matter more than IQ. Bantam. Hess, J. D., & Bacigalupo, A. C. (2011). Enhancing decisions and decision-making processes through the application of emotional intelligence skills. Management Decision, 49(5), 710- 721. Jordan, P. J., & Ashkanasy, N. M. (2006). Emotional intelligence, emotional self-awareness, and team effectiveness. Kunnanatt, J. T. (2008). Emotional intelligence: theory and description: A competency model for interpersonal effectiveness. Career Development International, 13(7), 614-629. Skinner, C., & Spurgeon, P. (2005). Valuing empathy and emotional intelligence in health leadership: a study of empathy, leadership behaviour and outcome effectiveness. Health Services Management Research, 18(1), 1-12.

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