The document discusses emotional intelligence and its components. It begins by explaining that emotional intelligence was developed as a psychological theory by Peter Salovey and John Mayer. It then discusses Daniel Goleman's model of emotional intelligence, which includes five components: self-awareness, self-regulation, internal motivation, empathy, and social skills. Each component is defined in more detail. The document also discusses emotional competence, the four domains of emotional intelligence, and twenty related competencies. It explains the importance of emotional intelligence in the workplace and compares emotional intelligence to social intelligence and general intelligence.

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Emotional Intelligence
One of the major missing parts in the success equation is emotional intelligence, a concept made
popular by the groundbreaking book by Daniel Goleman, which is based on years of research by
numerous scientists such as Peter Salovey, John Meyer, Howard Gardner, Robert Sternberg and Jack
Block, just to name a few. Emotional Intelligence, as a psychological theory, was developed by Peter
Salovey and John Mayer. DANIEL GOLEMAN is the author of the international bestsellers ‘Emotional
Intelligence’, ‘Working with Emotional Intelligence’, and ‘Social Intelligence’, and the co-author of
the acclaimed business bestseller ‘Primal Leadership’.
Emotional intelligence (EI) is the ability to identify, use, understand, and manage emotions in
positive ways to relieve stress, communicate effectively, empathize with others, overcome
challenges, and defuse conflict.
Emotional Quotient (EQ), a term used almost interchangeably with Emotional Intelligence, is
basically the measurement
Daniel Goleman's FIVE (5) COMPONENTS of Emotional Intelligence
Emotional Intelligence, as a psychological theory, was developed by Peter Salovey and John Mayer.
"Emotional intelligence is the ability to perceive emotions, to access and generate emotions so as to
assist thought, to understand emotions and emotional knowledge, and to reflectively regulate
emotions so as to promote emotional and intellectual growth." (Mayer & Salovey, 1997).
The following steps describe the five components of emotional intelligence at work, as developed by
Daniel Goleman. Goleman is a science journalist who brought "emotional intelligence" on the
bestseller list and has authored a number of books on the subject, including "Emotional
Intelligence," "Working With Emotional Intelligence," and, lately, of "Social Intelligence: The New
Science of Human Relationships."
An article on the relation between Goleman and the psychological research communitiy appeared in
Salon, on June 28, 1999.
The Five Components of Emotional Intelligence
1. Self-awareness. The ability to recognize and understand personal moods and emotions and
drives, as well as their effect on others. Hallmarks* of self-awareness include self-
confidence, realistic self-assessment, and a self-deprecating sense of humor. Self-awareness
depend on one's ability to monitor one's own emotion state and to correctly identify and
name one's emotions.
[*A hallmark is a sure sign: since self-awareness is necessary for, say, realistic self-
assessment, that is, without self-awareness no realistic self-assessment, the presence of of
realistic self-assessment is a sure sign (sufficient to conclude that there is) self-awareness.]
2. Self-regulation.The ability to control or redirect disruptive impulses and moods, and the
propensity to suspend judgment and to think before acting. Hallmarks include
trustworthiness and integrity; comfort with ambiguity; and openness to change.
3. Internal motivation. A passion to work for internal reasons that go beyond money and
status -which are external rewards, - such as an inner vision of what is important in life, a joy
in doing something, curiosity in learning, a flow that comes with being immersed in an
activity. A propensity to pursue goals with energy and persistence. Hallmarks include a

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strong drive to achieve, optimism even in the face of failure, and organizational
commitment.
4. Empathy. The ability to understand the emotional makeup of other people. A skill in treating
people according to their emotional reactions. Hallmarks include expertise in building and
retaining talent, cross-cultural sensitivity, and service to clients and customers. (In an
educational context, empathy is often thought to include, or lead to, sympathy, which
implies concern, or care or a wish to soften negative emotions or experiences in others.) See
also Mirror Neurons. It is important to note that empathy does not necessarily imply
compassion. Empathy can be 'used' for compassionate or cruel behavior. Serial killers who
marry and kill many partners in a row tend to have great emphatic skills!
5. Social skills. Proficiency in managing relationships and building networks, and an ability to
find common ground and build rapport. Hallmarks of social skills include effectiveness in
leading change, persuasiveness, and expertise building and leading teams.
Emotional Competence (Goleman, D. (2000). An EI Theory)
In 1998, in Working with Emotional Intelligence, Goleman set out a framework of emotional
intelligence (EI) that reflects how an individual's potential for mastering the skills of Self-Awareness,
Self-Management, Social Awareness, and Relationship Management translates into on-the-job
success. This model is based on EI competencies that have been identified in internal research at
hundreds of corporations and organizations as distinguishing outstanding performers. Focusing on EI
as a theory of performance, this section presents a new version of that model, looks at the
physiological evidence underlying EI theory, and reviews a number of studies of the drivers of
workplace performance and the factors that distinguish the best individuals from the average ones.
Emotional Intelligence and Emotional Competence:
This generic competence framework distills findings from: MOSAIC competencies for professional
and administrative occupations (U.S. Office of Personnel Management); Spencer and Spencer,
Competence at Work; and top performance and leadership competence studies published in Richard
H. Rosier (ed.), The Competency Model Handbook, Volumes One and Two (Boston : Linkage, 1994
and 1995), especially those from Cigna, Sprint, American Express, Sandoz Pharmaceuticals;
Wisconsin Power and Light; and Blue Cross and Blue Shield of Maryland. Much of the material that
follows comes from Working with Emotional Intelligence by Daniel Goleman (1998).
An emotional competence is "a learned capability based on emotional intelligence that results in
outstanding performance at work" (Goleman, 1998). To be adept at an emotional competence like
Customer Service or Conflict Management requires an underlying ability in EI fundamentals,
specifically, Social Awareness and Relationship Management. However, emotional competencies are
learned abilities: having Social Awareness or skill at managing relationship does not guarantee we
have mastered the additional learning required to handle a customer adeptly or to resolve a conflict-
just that we have the potential to become skilled at these competencies.
Emotional competencies are job skills that can, and indeed must, be learned. An underlying EI
ability is necessary, though not sufficient, to manifest competence in any one of the four EI domains,
or clusters. Consider the IQ corollary that a student can have excellent spatial abilities yet never
learn geometry. So too can a person be highly empathic yet poor at handling customers if he or she
has not learned competence in customer service. Although our emotional intelligence determines
our potential for learning the practical skills that underlie the four EI clusters, our emotional
competence shows how much of that potential we have realized by learning and mastering skills and
translating intelligence into on-the-job capabilities.

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The figure below presents the current (year: 2000) version of Goleman’s EI framework. Twenty
competencies nest in four clusters of general EI abilities. The framework illustrates, for example, that
we cannot demonstrate the competencies of trustworthiness and conscientiousness without
mastery of the fundamental ability of Self-Management or the Competencies of Influence,
Communication, Conflict Management, and so on without a handle on Managing Relationships.
A Framework of Emotional Competencies
Self (Personal Competence) Other (Social Competence)
Recognition Self-Awareness
- Emotional Self-Awareness
- Accurate Self-Assessment
- Self-Confidence
Social Awareness
- Empathy
- Service Orientation
- Organizational Awareness
Regulation Self-Management
· Self-Control
· Trustworthiness
· Conscientiousness
· Adaptability
· Achievement drive
· Initiative
Relationship Management
· Developing others
· Influence
· Communication
· Conflict Management
· Leadership
· Change catalyst
· Building bonds
· Teamwork & Collaboration
EMOTIONAL AWARENESS: Recognizing one’s emotions and their effects. People with this
competence: Know which emotions they are feeling and why, Realize the links between their
feelings and what they think, do, and say, Recognize how their feelings affect their performance,
Have a guiding awareness of their values and goals.
Accurate Self-Assessment: Knowing one’s strengths and limits. People with this competence are:
Aware of their strengths and weaknesses, Reflective, learning from experience, Open to feedback,
new perspectives, continuous learning, and self-development
Self-Confidence: Sureness about one’s self-worth and capabilities. People with this competence: Are
decisive, able to make sound decisions despite uncertainties and pressures
SELF-REGULATION
Self-Control: Managing disruptive emotions and impulses. People with this competence: Manage
their impulsive feelings and distressing emotions well, Stay composed, positive, and unflappable
even in trying moments, Think clearly and stay focused under pressure
Trustworthiness: Maintaining standards of honesty and integrity. People with this competence: Act
ethically and are above reproach, Build trust through their reliability and authenticity, Admit their
own mistakes and confront unethical actions in others

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Conscientiousness: Taking responsibility for personal performance. People with this competence:
Meet commitments and keep promises, Hold themselves accountable for meeting their objectives,
Are organized and careful in their work
Adaptability: Flexibility in handling change. People with this competence: Smoothly handle multiple
demands, shifting priorities, and rapid change, Adapt their responses and tactics to fit fluid
circumstances
Innovativeness: Being comfortable with and open to novel ideas and new information. People with
this competence: Seek out fresh ideas from a wide variety of sources, Entertain original solutions to
problems, Generate new ideas, Take fresh perspectives and risks in their thinking
SELF-MOTIVATION
Commitment: Aligning with the goals of the group or organization. People with this competence:
Readily make personal or group sacrifices to meet a larger organizational goal, Find a sense of
purpose in the larger mission.
Initiative: Readiness to act on opportunities.
Optimism: Persistence in pursuing goals despite obstacles and setbacks. People with this
competence: Persist in seeking goals despite obstacles and setbacks, Operate from hope of success
rather than fear of failure, See setbacks as due to manageable circumstance rather than a personal
flaw.
SOCIAL AWARENESS
EMPATHY:
Sensing others’ feelings and perspective, and taking an active interest in their concerns. People with
this competence: Are attentive to emotional cues and listen well, Show sensitivity and understand
others’ perspectives, Help out based on understanding other people’s needs and feelings
Developing Others: Sensing what others need in order to develop, and bolstering their abilities.
People with this competence acknowledge and reward people’s strengths, accomplishments, and
development, offer useful feedback and identify people’s needs for development.
SOCIAL SKILLS
Communication: Sending clear and convincing messages. People with this competence: Are effective
in give-and-take, registering emotional cues in attuning their message, Deal with difficult issues
straightforwardly, Listen well, seek mutual understanding, and welcome sharing of information fully,
Foster open communication and stay receptive to bad news as well as good
Leadership: Inspiring and guiding groups and people. People with this competence: Articulate and
arouse enthusiasm for a shared vision and mission, Step forward to lead as needed, regardless of
position, Guide the performance of others while holding them accountable
Change Catalyst: Initiating or managing change. People with this competence: Recognize the need
for change and remove barriers.

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Conflict Management: Negotiating and resolving disagreements. People with this competence:
Handle difficult people and tense situations with diplomacy and tact, Spot potential conflict, bring
disagreements into the open, and help deescalate, Encourage debate and open discussion.
Building Bonds: Nurturing instrumental relationships. People with this competence: Cultivate and
maintain extensive informal networks, Seek out relationships that are mutually beneficial.
Collaboration and Cooperation: Working with others toward shared goals. People with this
competence: Balance a focus on task with attention to relationships, Collaborate, sharing plans,
information, and resources.
Team Capabilities: Creating group synergy in pursuing collective goals. People with this competence:
Model team qualities like respect, helpfulness, and cooperation, Draw all members into active and
enthusiastic participation, Build team identity, etc.
Importance of EI in workplace
Emotional intelligence at work is about how people and relationships function:
• relationships between colleagues, between directors and staff;
• relationships between the organisation and its customers, stakeholders, suppliers,
competitors, networking contacts, … everyone.
It is about leadership, teamwork, management skills and partnership. Founded on excellent practice
and understanding of communication, the emotionally intelligent business consistently excels in all
these areas and has insight into how this happens.
An organisation which is emotionally intelligent has staff who are:
• motivated, productive, efficient, aligned with the business, and committed;
• effective, confident, likable, happy, and rewarded.
Emotional intelligence is applicable to every human interaction in business: from staff motivation to
customer service, from brainstorming to company presentations. But the subject is far deeper and
wider than these examples, and emotional intelligence must be able to understand and deal with:
• how we assess people
• how relationships develop
• how our beliefs generate our experience
• as well as resistance to change, power struggles, judgment, competition, vision, leadership,
success, and much more.
A business in which the staffs are emotionally intelligent is one which enables them to work together
to maximum effectiveness. This can only increase the organization’s success, however measured.
Emotional intelligence is essential for excellence.
EQ, SQ, IQ
Intelligence or IQ: Reading a road map upside-down and generating synonyms for the word
"brilliant" are two very different skills. But each is a measurable indicator of general intelligence, a
construct that includes problem solving abilities, spatial manipulation and language acquisition.

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Scientists generally agree that intelligence can be captured by psychometric tests. But the study of
intelligence is dogged by questions of just how much IQ contributes to an individual's success and
well-being, how genes and environment interact to generate smarts and why the average IQ score
rose throughout the world during the twentieth century.
Intelligence, or IQ, is largely what you are born with. Genetics play a large part. Whereas, Social
intelligence (SQ) on the other hand, is mostly learned. SQ develops from experience with people and
learning from success and failures in social settings. It is more commonly referred to as “tact,”
“common sense,” or “street smarts.”
The 6 KEY ELEMENTS of SOCIAL INTELLIGENCE are:
1. Verbal Fluency and Conversational Skills. You can easily spot someone with lots of SI at a party or
social gathering because he or she knows how to “work the room.” The highly socially intelligent
person can carry on conversations with a wide variety of people, and is tactful and appropriate in
what is said. Combined, these represent what are called “social expressiveness skills.”
2. Knowledge of Social Roles, Rules, and Scripts. Socially intelligent individuals learn how to play
various social roles. They are also well versed in the informal rules, or “norms,” that govern social
interaction. In other words, they “know how to play the game” of social interaction. As a result, they
come off as socially sophisticated and wise.
3. Effective Listening Skills. Socially intelligent persons are great listeners. As a result, others come
away from an interaction with an SI person feeling as if they had a good “connection” with him or
her.
4. Understanding What Makes Other People Tick. Great people watchers, individuals high in social
intelligence attune themselves to what others are saying, and how they are behaving, in order to try
to “read” what the other person is thinking or feeling. Understanding emotions is part of Emotional
Intelligence, and Social Intelligence and Emotional Intelligence are correlated – people who are
especially skilled are high on both.
5. Role Playing and Social Self-Efficacy. The socially intelligent person knows how to play different
social roles – allowing him or her to feel comfortable with all types of people. As a result, the SI
individual feels socially self-confident and effective – what psychologists call “social self-efficacy.”
6. Impression Management Skills. Persons with SI are concerned with the impression they are
making on others. They engage in what I call the “Dangerous Art of Impression Management,” which
is a delicate balance between managing and controlling the image you portray to others and being
reasonably “authentic” and letting others see the true self. This is perhaps the most complex
element of social intelligence.
To recap: Emotional intelligence (EI) or emotional quotient (EQ) is the ability of individuals to
recognize their own and other people's emotions, to discriminate between different feelings and
label them appropriately, and to use emotional information to guide thinking and behavior. The
term gained prominence in the 1995 book by that title, written by the author, psychologist, and
science journalist Daniel Goleman.