A study on emotional intelligence
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Since businesses continually progress, you will need to recognize who are able to lead, deal with an organization to be effective, productive, and successful. Present day workplace for most corporations can be extremely diverse because the workforce currently is actually filled with those that have diverse abilities, attitudes, along with traits.
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This document discusses a literature review on correlations between employee demographics and satisfaction levels. It reviews modern viewpoints on satisfaction and motivation factors. Studies examining the relationship between satisfaction and age and gender are summarized, with conflicting results. Five hypotheses are proposed for a future study at the author's organization to determine if their incentive programs suit the unique demographics of their workforce and how satisfaction levels may differ based on age and gender. The future study aims to understand employee views and identify any need to modify programs.
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This document discusses a literature review on correlations between employee demographics and satisfaction levels. It reviews modern viewpoints on satisfaction and motivation factors. Studies examining the relationship between satisfaction and age and gender are summarized, with conflicting results. Five hypotheses are proposed for a future study at the author's organization to determine if their incentive programs suit the unique demographics of their workforce and how satisfaction levels may differ based on age and gender. The future study aims to understand employee views and identify any need to modify programs.
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- Intrinsic versus extrinsic motivation.
- Maslow's hierarchy of needs as a content theory of motivation.
- Job characteristics and job context as process theories.
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3. Tools like the 6 Seconds pause are presented to help people incorporate EQ into their daily lives through self-awareness and making empathetic choices.
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Motivation is defined as the set of forces that lead people to behave in certain ways to achieve organizational and individual goals. It is a psychological process that can be positive if based on incentives or negative if based on punishment. Motivation involves effort to achieve needs and goals, directed persistently to improve performance. It is complex and difficult to predict due to individual differences in behavior. Motivation can be intrinsic through self-generated drives or extrinsic through external incentives.
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This document provides insights into global trends in emotional intelligence from 2011-2014. Some key findings include:
- Overall emotional intelligence has been declining globally in recent years, with the biggest drops seen in empathy, emotion management, and optimism.
- Men and those over 40 tend to have an edge in certain emotional intelligence skills like self-awareness and motivation, while women excel more in decision-making and social awareness.
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Journal of Business Studies Quarterly 2013, Volume .docx
Journal of Business Studies Quarterly
2013, Volume 4, Number 3 ISSN 2152-1034
Emotional Intelligence and Effective Leadership
Bano Fakhra Batool, Superior University
Abstract
Emotional Intelligence has become increasingly popular as a measure for identifying potentially
effective leaders, and as a tool for developing effective leadership skills. There is little empirical
research that substantiates the efficacy of emotional intelligence in these areas. The aim of the
present paper is to explore the relationship between emotional intelligence and effective
leadership to evaluate the tendency of emotional control of the working class both male and
female at a managerial level in a private and public sector of Pakistan mainly Banking sector. A
survey of 50 people is conducted by distributing. Random sampling technique is used to answer
the instrument of the study. SPSS software was used to analyze the data collected based on
descriptive statistics (mean, standard deviation, percentage. The result indicates that the
relationship between leadership style and Emotional Intelligence is positive and significant.
Key words: Leadership, Stress, Performance, Motivation, Communication and Emotional
Intelligence.
1. Introduction
One of the most applied constructs which emotional intelligence has been associated with
is that of leadership. The leadership literature has produced countless theories outlining which
characteristics compose the most effective leader, however, current academic research in the area
describes two distinct types of leaders: transformational and transactional (Mandell&
Pherwani,2003). Transformational leader stimulates interest among colleagues, inspires a
different outlook on the work, generates an awareness of the goals of the organization, develops
others to higher level of ability and motivates others to consider the interests of the group over
their own interests. Along these lines, transformational leadership is said to be comprised of the
following four dimensions: idealized influence, inspirational motivation, intellectual stimulation
and individual consideration (Bass &Avolio, 1994). Alternatively, the transactional leader is one
whom rewards (or disciplines) staff on the basis of their performance. They emphasize work
standards, task completion and employee compliance while relying heavily on organizational
rewards and punishments to influence employee performance (Bass &Avolio, 1994).
Researchers investigating the effects of transformational and transactional leadership
have found that transformational leadership predict higher ratings of effectiveness and
satisfaction (Hater & Bass, 1998), higher group performance (Keller, 1995) and higher amount
of effort on the part of subordinates (Seltzer & Bass, 1990) compared to transactional leadership.
©JBSQ 2013 85
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This document summarizes a study that analyzed the emotional intelligence of 80 undergraduate students (40 male and 40 female) through a questionnaire. The results showed that females generally scored higher than males in overall emotional intelligence and its components like well-being, emotionality, and sociability. Specifically, 92% of females had average overall emotional intelligence scores compared to 73% of males. The study suggests implementing programs to help develop students' emotional intelligence through activities like counseling, mentoring, team building exercises, and meditation. This is important to help youth manage stress and become stable employees.
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This document discusses motivation and peak performance. It defines motivation and explains the motivation process, which involves identifying needs, finding ways to satisfy them, engaging in goal-directed behavior, performing acts, receiving rewards or punishments, and reassessing needs. Intrinsic and extrinsic motivation are explained. Motivational theories covered include expectancy theory, drive reduction theory, Maslow's hierarchy of needs, goal setting theory, and McClelland's theory of needs. Demotivating factors and the importance of motivation are also discussed. Peak performers are said to lead balanced lives, care about their careers, rehearse tasks, seek results but not perfection, take risks, rely on themselves, and compete with self.
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The document discusses various theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and Vroom's expectancy theory. It also presents a case study about an engineer named Prakash who lacks initiative and needs motivation from his boss to take more risks and make independent decisions in his work.
Likert's scale theory
Likert identified four models of management systems based on his research with managers over 30 years: exploitative authoritative, benevolent authoritative, consultative, and participative. The participative system promotes genuine participation in decision making and goal setting through open communication across all levels. Employees are highly motivated and involved in setting organizational goals, which improves productivity and satisfaction. Management has full confidence in employees and the system motivates through rewards and participation.
A Review of CDMSES
The article evaluates the Career Decision-Making Self-Efficacy Scale (CDMSES), which measures career confidence in clients. CDMSES was created based on Albert Bandura's self-efficacy theory. It evaluates clients on tasks related to self-appraisal, gathering career information, goal selection, planning, and problem solving. The evaluation found CDMSES reliably predicts career indecision and is consistent over time. However, it was only tested on non-diverse college students and does not evaluate specific psychological barriers. If used, it should be combined with other assessments and Bandura's self-efficacy development tools.
State of the Heart Report
This document provides insights into global trends in emotional intelligence from 2011-2014. Some key findings include:
- Overall emotional intelligence has been declining globally in recent years, with the biggest drops seen in empathy, emotion management, and optimism.
- Men and those over 40 tend to have an edge in certain emotional intelligence skills like self-awareness and motivation, while women excel more in decision-making and social awareness.
- There are also differences in emotional intelligence strengths between world regions, with the Americas performing slightly higher overall compared to Europe, the Middle East, and Asia Pacific.
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This document provides an overview of emotional intelligence (EI). It defines EI as the capacity for recognizing our own feelings and those of others, and for managing emotions well in ourselves and our relationships. The document discusses various components of EI, including emotional self-awareness, self-regulation, self-motivation, social awareness, and social skills. It notes that EI involves abilities like empathy, managing emotions in oneself and others, and using emotions to maximize decision making. The document also discusses gender differences in EI, importance of EI for organizations and leadership, and improving EI through training.
Research Methodology
Research involves systematically searching for answers to questions in an organized manner. It aims to find answers through objective and logical procedures. Research problems are identified through various sources like readings, field experience, and consultations. Defining the research problem clearly through reviewing relevant literature is an important step in formulating the research.
Emotional Quotient and Own the Environment
The document discusses the differences between IQ (intelligence quotient) and EQ (emotional intelligence quotient). While IQ is useful for learning and school, EQ is a better predictor of success in life and career. EQ involves self-awareness of one's own emotions, social awareness of others' emotions, relationship management skills, and self-management of emotions. Developing EQ abilities like recognizing emotions, handling relationships, and motivating oneself can be learned and are important for achieving happiness and success beyond what IQ alone provides.
Emotional intelligence and it's models
The document discusses three main models of emotional intelligence: the ability model, trait model, and mixed model. The ability model views emotional intelligence as involving perceiving, understanding, managing, and using emotions. It was developed by Salovey and Mayer and includes four abilities: perceiving, understanding, managing, and using emotions. The trait model sees emotional intelligence as self-perceptions of emotional abilities that are part of one's personality. It was developed by Petrides. The mixed model introduced by Goleman includes self-awareness, self-regulation, social skills, empathy, and motivation. It focuses on a wide array of emotional competencies and skills.
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This document discusses emotional intelligence (EI) and defines it as the ability to perceive, assess, and manage one's own emotions and the emotions of others. It discusses Daniel Goleman's EI theory and competency model, which identifies four main EI components: self-awareness, self-management, social awareness, and relationship management. The document also discusses the importance of EI in the workplace and leadership, noting that EI may be more important than IQ in determining success and well-being.
Journal of Business Studies Quarterly 2013, Volume .docx
Journal of Business Studies Quarterly
2013, Volume 4, Number 3 ISSN 2152-1034
Emotional Intelligence and Effective Leadership
Bano Fakhra Batool, Superior University
Abstract
Emotional Intelligence has become increasingly popular as a measure for identifying potentially
effective leaders, and as a tool for developing effective leadership skills. There is little empirical
research that substantiates the efficacy of emotional intelligence in these areas. The aim of the
present paper is to explore the relationship between emotional intelligence and effective
leadership to evaluate the tendency of emotional control of the working class both male and
female at a managerial level in a private and public sector of Pakistan mainly Banking sector. A
survey of 50 people is conducted by distributing. Random sampling technique is used to answer
the instrument of the study. SPSS software was used to analyze the data collected based on
descriptive statistics (mean, standard deviation, percentage. The result indicates that the
relationship between leadership style and Emotional Intelligence is positive and significant.
Key words: Leadership, Stress, Performance, Motivation, Communication and Emotional
Intelligence.
1. Introduction
One of the most applied constructs which emotional intelligence has been associated with
is that of leadership. The leadership literature has produced countless theories outlining which
characteristics compose the most effective leader, however, current academic research in the area
describes two distinct types of leaders: transformational and transactional (Mandell&
Pherwani,2003). Transformational leader stimulates interest among colleagues, inspires a
different outlook on the work, generates an awareness of the goals of the organization, develops
others to higher level of ability and motivates others to consider the interests of the group over
their own interests. Along these lines, transformational leadership is said to be comprised of the
following four dimensions: idealized influence, inspirational motivation, intellectual stimulation
and individual consideration (Bass &Avolio, 1994). Alternatively, the transactional leader is one
whom rewards (or disciplines) staff on the basis of their performance. They emphasize work
standards, task completion and employee compliance while relying heavily on organizational
rewards and punishments to influence employee performance (Bass &Avolio, 1994).
Researchers investigating the effects of transformational and transactional leadership
have found that transformational leadership predict higher ratings of effectiveness and
satisfaction (Hater & Bass, 1998), higher group performance (Keller, 1995) and higher amount
of effort on the part of subordinates (Seltzer & Bass, 1990) compared to transactional leadership.
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This document summarizes a study that analyzed the emotional intelligence of 80 undergraduate students (40 male and 40 female) through a questionnaire. The results showed that females generally scored higher than males in overall emotional intelligence and its components like well-being, emotionality, and sociability. Specifically, 92% of females had average overall emotional intelligence scores compared to 73% of males. The study suggests implementing programs to help develop students' emotional intelligence through activities like counseling, mentoring, team building exercises, and meditation. This is important to help youth manage stress and become stable employees.
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- 1. “A Study on Emotional Intelligence”
- 2. Introduction Businesses are continually evolving, one will need to distinguish who are able to lead, deal with an organization to be effective and productive. Within an organization, management can be seen as the process of fulfilling organizational targets with and through people using existing sources in the most proficient mode possible. Organizational objective can be achieved by using four functions of management ; planning, organizing, leading, and controlling (POLC).
- 3. Emotional Intelligence ? It’s a great topic of significance to scientists researching non-cognitive components. People equipped with EI are more happier and successful . Such people also have a competitive advantage in both their personal and professional lives. EI is characterized by four major competencies: 1. Accurately perceiving emotions. 2. Using emotions to aid thinking. 3. Controlling emotions. 4. Understanding emotions.
- 4. Model of EI and Career Success Relationship
- 5. Study Methodology A survey related to emotional intelligence was conducted on 200 middle managers working for the same organization located in the San Francisco, Bay Area. A total of 100 males and 100 females participated in this survey. Each question on the survey was measured using a 5-point Likert scale ranging from “Never” to “Always”.
- 6. Results Revealed by the Study Females will have higher scores than males for self-awareness. Females will have higher scores than males for other-awareness. Those with more management experience (6 or more years) will have higher scores for other-awareness. The study suggests that emotional intelligence affects people’s careers and organization interactions and consequently is worthy of continued scholarly investigation.
- 7. References Babcock, L. (2008). What happens when women don’t ask? Negotiation, 11(96), pp. 1-4. Bar-On, R. (1997). The Emotional Quotient Inventory (EQ-i): Technical manual. Toronto, Canada: Multi-Health Systems, Inc. Beckman, D. & Menkhoff, L. (2008). Will women be women? Analyzing the gender difference among financial experts. Kyklos, 61(3), pp. 364-384. Goleman, D. (1995). Emotional intelligence. New York: Bantam Books.