This is the final report of my project that i made in my Fundamental management course. This report is all about emotional intelligence that how it is helpful in your life

1. Emotional Intelligence:
Emotional Intelligence or Emotional Quotient describes an ability or capacity to
perceive, evaluate, and manage the emotions of one's self, and of others. In other
words, emotional intelligence (EI) refers to the ability to perceive, controland
evaluate emotions. Some researchers suggest that emotional intelligence can be
learned and supported, while others claim it is an inborn characteristic. Emotional
intelligence helps you build stronger relationships, succeed at school and work, and
achieve your career and personal goals. It can also help you to connect with your
feelings, turn intention into action, and make informed decisions about what
matters most to you.
Competenceof Emotional Intelligence:
Following are the competence of emotional intelligence which are as follow:
 Empathy:
When we try to see the world through the frame of reference of others and try to
understand how the situation, we see is seen by them, what meanings they give it
and what values they place on it, is called ‘empathizing’ with those people/person
 Intuition:

2. It is the ability to acquire knowledge without inference or the use of reason.
Intuition provides us with beliefs that we cannot necessarily justify.
 Leadership:
It has been described as the “processofsocial influence in which one person can
enlist the aid and supportof others in the accomplishment of a common task."
 Teamwork:
It is an action performed by a team towards a common goal. A team consists of
more than one person, each of whom typically has different responsibilities. A
team also includes seven common elements:
1. Common purpose; 2. Interdependence; 3. Clear roles and contributions; 4.
Satisfactionfrom mutual working;5. Mutual and individual accountability; 6.
Realizationof synergies;and 7. Empowerment.
 Self-control:
It is the ability to control one's emotions, behavior and desires in order to obtain
some reward, or avoid some punishment, later. Presumably, some (smaller) reward
or punishment is operating in the short term which precludes, or reduces, the later
reward or punishment.
 Self- confidence:
It is a socio-psychologicalconceptwhich relates to self-assuredness in one's
personal judgment, ability, power, etc., sometimes manifested excessively.

3. Branches of EmotionalIntelligence:
The conceptof 4 branches of Emotional intelligence was given by Mayer and
Salovey’s in 1990 at the time, Salovey was a professorat Yale University while
Mayer was a postdoctoralresearcher. The 4 branches that they both given are as
follow:
1.Perceivingemotions:
Perceiving emotions is about being aware of and
sensitive to others’ emotions. In other words, it’s about the ability to perfectly

4. identify emotions of yours and others by detecting and decoding emotional
signals. This can be in others’ faces, voices, or even in pictures.
2.Facilitatingthought using emotions:
Facilitating thought using
emotions takes place also once we detect and identify emotions. Facilitating
thought using emotions relates to analyzing and recording this emotional
information. Then, incorporating it into our higher-level cognitive functions for
enhanced decision-making, rationalizing, problem-solving and consideration of
others.
3.Understandingemotions:
Understanding emotions is about being able to
understand how different emotions relate to one another, how they can change
based on the situations we encounter, and how our feelings alter over time.
Being able to predict how someone’s emotions are changing through their
facial expressions, their tone of voice, and so forth, means you’ve probably got
strong emotional management skills. Which is great the ability to understand
emotions is very much linked to successfulcommunication.
4.Managing emotions:
Managing emotions is the Emotional
Intelligence skill that relates to handling your own and others’ emotions
effectively. Typically, emotional management and understanding are
considered higher-level skills, as they rely on the first two to work effectively.

5. Thinking about the workplace, it’s easy to see how managing your own and
others emotions might make life easier when facing a stressful deadline.
The work of Salovey and Mayer, and the conceptof Emotional Intelligence, was
made popular by Journalist, Daniel Goleman. Goleman successfully brought
Emotional Intelligence into the public arena. He published a book, "Emotional
intelligence:Why it can matter more than IQ" in 1996. It shot to the top of the best
seller list and stayed there for months.
Daniel Goleman was born on 7 March 1946 in Stockton,
California. He is an American-born writer, psychologist, professor,
journalist, and motivator.
His professional life is enriched with valuable experiences while
working at New York Times for more than a decade, covering and
reporting on the brain and behavioral sciences. He comes from a
well-educated family; his father worked as a professoras well.
After receiving a scholarship from Ford Foundation, he immediately joined
Harvard University. Later on, Daniel Goleman became a professorthere, and he is
a former editor of Psychology Today. His best works are Healing Emotions;
Emotional Intelligence; Vital Lies, Simple Truths; The Meditative Mind, etc.
In his bookDaniel Goleman’s introduce the purposeof emotional intelligence
To peoples all around the world at first, the people used to cover their head around
emotional intelligence. Later on, however, they’ve realized that it is a mixture of
psychological elements, which appear in every person’s mind and features that

6. Goleman declared are responsible for at least 80% of life success. Theimportant
thing to note is that self-respect is a conceptthat needs to be developed continually,
and the most vital period for improving those processes is the childhood.
Self-awareness and self-help according to Goleman can be gradually developed,
yet the elderly people may require a little extra time to learn and apply them. This
bookwas at first looked with a bit of skepticism, but later on, when Goleman
explained the whole case of emotional intelligence, including its sound biological
basis it started to make sense to people.
Humans as the only beings in the world capable of thinking can try and look for
their emotionalintelligence, but emotional intelligence is not a thing to look for it
is a part of you, an integral part of your inner-self
Many people are lacking the stamina to fight against outside imposed oppression,
which leaves them at the mercy of others stronger egos. The society doesn’tshow
empathy for your weakness, on the contrary – whosoever is prone to manipulation
will end up desperate and anxious.
In the 21st-century scientists have started various research projects and exploring
expeditions to understand the deeper meaning of the human’s nature and
consciousness.According to these studies, the experts realized and explained that
human intelligence has two integral parts (EQ & IQ) and personality is not only
determined by genetics but also from external factors.

7. How Emotional IntelligenceHelp in Success:
Emotional intelligence is more acceptable in
organizational development and also developing
the people because the principal of Eq provide a
new way to understand and assess people's
behaviors, management styles, attitudes,
interpersonal skills, and potential. Emotional
Intelligence is an important consideration in
human resources planning, job profiling,
recruitment interviewing and selection, management development, customer
relations and customer service, and more. It also brings compassionand humanity
to work.
Research has shown that what separates successfulpeople from their less
successfulcounterparts is not necessarily IQ but EQ EQ proves to be a powerful
strategic tool in accomplishing your business goals in the following areas:
 Hiring:
By including EQ competencies in your hiring strategies, you are ensuring that
the people who come to work for your company will already possessa high
degree of emotional intelligence that will help them perform their job.
 Training:

8. All training on customer service, sales, supervisory development, leadership,
career development, and team interactions should include EQ awareness and
skills training. By helping employees focus on the areas of EQ that they can
improve, you are providing them with tools that will help the business and
improve their job satisfaction.
 Coaching:
As an HR executive, you may regularly be involved in coaching others in the
organization, in both crisis situations and daily interactions. You can bring
incredible value to your one on one coaching experiences as you are a role
model and encourage others to understand how EQ can be used as a tool for
solving their current and future problems.
 Performance Development Reviews:
Performance and development reviews that reflect EQ competencies will ensure
that employees are aware of developmental needs in the emotional intelligence
area.
 Profit to the business:
Emotional intelligence also helps in profit to the business by Reducing of lost
time accidents, Reeducation in formal grievances, and increase in productivity.

9. Characteristicsof Low & High (EmotionalQuotient):
Person with High EQ:
 High eq people express their feeling clearly and directly with three-word
sentence “Beginning with I feel”.
 They do not disguise thoughts as feelings by the use of I feel like and I feel that
type of sentences.
 They are able to read non-variable communication.
 Their feelings lead him to live with healthy choices and happiness.
 They balance their feelings with reason logic and reality.
 They are independent, self-reliant and morally autonomous
 High EQ people do not internalize failure.
 They able to identify multiple concurrent feelings.
 It comfortable to talking about the feelings
 They were not motivated by power, wealth, status, fame and approval.
Person with Low EQ:
 They do not take responsibility for their feelings but blame other for their
reasons.
 They attack, blames, commands, criticized, interrupts, invalidates, advice and
judges’ other peoples.

10.  Tries to analyze you, for example when you express your feelings
 Often using sentences, “I think you need too; I think you should.”
 They withhold information about lie about his feelings (Emotional dishonesty).
 Carries dislikes is unforgiving.
 Does not consider their own future feelings before acting
 Is insecure and defensive and finds it hard to admit mistakes, express guilt, or
apologize honestly.
 Avoids responsibility by saying things like: What was I supposedto do I had no
choice
 Holds many distorted and self-destructive beliefs which cause persistent
negative emotions
How Can We Improved Our Emotional
Intelligence?
There are 5 ways you can easily improve your emotional intelligence or
Emotional Quotient which are as follow:
 Recognize your emotions and name them:
What emotions are you feeling right now? Can you name
them? When in a stressful situation, what emotions typically arise? How would
you like to respond in these situations? Can you stop to pause and reconsider your

11. response?Taking a moment to name your feelings and temper your reactivity is an
integral step toward EI.
 Ask for feedback:
Audit your self-perception by asking managers, colleagues,
friends, or family how they would rate your emotional intelligence. For example,
ask them about how you respond to difficult situations, how adaptable or
empathetic you are, and/or how well you handle conflict. It may not always be
what you want to hear, but it will often be what you need to hear.
 Read literature:
Studies show that reading literature with complex characters
can improve empathy Reading stories from other people’s perspectives helps us
gain insight into their thoughts, motivations, and actions and may help enhance
your social awareness.
 Create A PositiveEnvironment:
As well as practicing the skills I’ve mentioned so far
(self-awareness, self-responsibility, and empathy), make time to notice what is
going well and where you feel grateful in your life. Creating a positive
environment not only improves your quality of life, but it can be contagious to
people around you too.
 Take Responsibilityfor your feelings and Behavior:
This is probably the most challenging step, and
it’s also the most helpful. Your emotions and behavior come from you—they don’t

12. come from anyone else—therefore, you’re the one who’s responsible for them. If
you feel hurt in responseto something someone says or does, and you lash out at
them, you’re responsible for that. They didn’t “make” you lash out (they’re not
controlling you with puppet strings, after all!), your reaction is your responsibility.
Equally, your feelings can provide you with valuable information about your
experience of the other person, as well as your own needs and preferences, but
your feelings aren’t another person’s responsibility.
Once you start accepting responsibility for how you feel and how you behave, this
will have a positive impact on all areas of your life
Conclusion: In this report we discuss about the experience one’s self-
conscious is an ability to gaining the knowledge which is a necessary part of
learning also we concluded that EQ (Emotional Quotient) is an important part of
success either it is based on work or personal life. It is not necessary that person
having the high eq are successfulpersonhaving low eq was also be successful
provided the utilized this ability really well. We also discuss that how a person
easily developed or improve his or her emotions. Controlling your emotion is very
necessary in every part of your life.
Article

13. EmotionalIntelligenceHas 12 Elements. WhichDo You
Needto WorkOn?
Esther is a well-liked manager ofa small team. Kind and respectful, she is sensitive
to the needs of others. She is a problem solver; she tends to see setbacks as
opportunities. She’s always engaged and is a sourceofcalm to her colleagues. Her
manager feels lucky to have such an easy direct reportto work with and often
compliments Esther on her high levels of emotional intelligence, or EI. And Esther
indeed counts EI as one of her strengths;she’s grateful for at least one thing she
doesn’thave to work on as part of her leadership development. It’s strange, though
even with her positive outlook, Esther is starting to feel stuckin her career. She just
hasn’tbeen able to demonstratethe kind of performanceher companyis looking
for. So much for emotional intelligence, she’s starting to think.
The trap that has ensnared Esther and her manager is a commonone: They are
defining emotional intelligence much too narrowly. Because they’re focusing only
on Esther’s sociability, sensitivity, and likability, they’re missing critical elements of
emotional intelligence that could make her a stronger, more effective leader.
A recentHBR article highlights the skills that a kind, positive manager like Esther
might lack: the ability to deliver difficult feedbackto employees, the courage to
ruffle feathers and drive change, the creativity to think outside the box. But these
gaps aren’t a result of Esther’s emotional intelligence; they’re simply evidence that
her EI skills are uneven. In the model ofEI and leadership excellence that we have
developed over 30 years of studying the strengths of outstanding leaders, we’ve
found that having a well-balanced array of specific EI capabilities actually prepares
a leader for exactly these kinds of tough challenges.

14. There are many models ofemotional intelligence, each with its own set of abilities;
they are often lumped together as “EQ”in the popularvernacular. We prefer “EI,”
which we define as comprising four domains:self-awareness, self-management,
socialawareness, and relationship management. Nested within each domain are
twelve EI competencies, learned and learnable capabilities that allow outstanding
performanceat work oras a leader (see the image below). Theseinclude areas in
which Esther is clearly strong: empathy, positive outlook, and self-control. But they
also include crucial abilities suchas achievement, influence, conflict management,
teamwork and inspirational leadership. Theseskills require just as much engagement
with emotions as the first set, and should be just as much a part of any aspiring
leader’s development priorities.
Forexample, if Esther had strength in conflict management, she would be skilled in
giving people unpleasant feedback. And if she were more inclined to influence, she
would want to providethat difficult feedbackas a way to lead her direct reports and
help them grow. Say, for example, that Esther has a peer who is overbearing and

15. abrasive. Rather than smoothing over every interaction, with a broaderbalance of EI
skills she could bring up the issue to her colleague directly, drawing on emotional
self-controlto keep her own reactivity at bay while telling him what, specifically,
does notwork in his style. Bringing simmering issues to the surface goes to the core
of conflict management. Esther could also draw on influence strategy to explain to
her colleague that she wants to see him succeed, and that if he monitored how his
style impacted thosearound him, he would understand how a change would help
everyone.
Similarly, if Esther had developed her inspirational leadership competence, she
would bemore successfulat driving change. A leader with this strength can
articulate a vision or mission that resonates emotionally with boththemselves and
thosethey lead, which is a key ingredient in marshaling the motivation essential for
going in a new direction. Indeed, severalstudies have found a strongassociation
between EI, driving change, and visionary leadership.
In orderto excel, leaders need to develop a balance of strengths across thesuite of
EI competencies. When they do that, excellent business results follow.
How can you tell where your EI needs improvement — especially if you feel that
it’s strongin some areas?
Simply reviewing the 12 competencies in your mind can give you a senseof where
you might need somedevelopment. There are a number of formal models of EI, and
many of them comewith their own assessmenttools. Whenchoosinga toolto use,
considerhow well it predicts leadership outcomes. Someassesshowyou see
yourself; these correlate highly with personality tests, which also tap into a person’s
“self-schema.”Others, like that of Yale University president Peter Salovey and his

16. colleagues, define EI as an ability; their test, the MSCEIT (a commercially
available product),correlates more highly with IQ than any other EI test.
We recommend comprehensive 360-degree assessments,which collect both self-
ratings and the views of others who know you well. This external feedbackis
particularly helpful forevaluating all areas of EI, including self-awareness (how
would you know that you are not self-aware?). You can get a rough gauge of where
your strengths and weaknesses lie by asking thosewho work with you to give you
feedback. The more peopleyou ask, the better a picture you get.
Formal 360-degree assessments,which incorporatesystematic, anonymous
observations ofyour behavior by people who work with you, have been found to not
correlate well with IQ or personality, but they are the best predictors ofa leader’s
effectiveness, actual business performance, engagement, and job (and life)
satisfaction. Into this categoryfall our own modeland the Emotional and Social
CompetencyInventory, or ESCI360, a commercially available assessmentwe
developed with Korn Ferry Hay Group to gauge the 12 EI competencies, which rely
on how others rate observablebehaviors in evaluating a leader. The larger the gap
between a leader’s self-ratings and how others see them, researchfinds, the fewer EI
strengths the leader actually shows, and the poorerthe business results.
Theseassessments are critical to a full evaluation of your EI, but even understanding
that these 12 competencies are all a part of your emotional intelligence is an
important first step in addressingareas where your EI is at its weakest. Coaching is
the mosteffective method for improving in areas of EI deficit. Having expert
supportduring your ups and downs as you practice operating in a new way is
invaluable.

17. Even people with many apparentleadership strengths can stand to better understand
thoseareas ofEI where we have roomto grow. Don’t shortchangeyour
development as a leader by assuming that EI is all aboutbeing sweet and chipper, or
that your EI is perfectif you are — or, even worse, assumethat EI can’t help you
excel in your career.
References:
https://hbr.org/2017/02/emotional-intelligence-has-12-elements-which-do-you-need-to-work-on