Competency in emotional intelligence, whether learned and/or improved, is an important skill for those in the field of real estate sales.
Evidence from studies in the area of real estate and in the general area of sales have indicated that a correlation exists with individuals who have high emotional intelligence and improved sales performance.
From this research, Swanson, Hamilton, and Zobisch created a list of best practices for incorporating emotional intelligence into the field of real estate professionals.
Establishing best Practices for Including Emotional Intelligence in Real Esta...Diane Hamilton, Ph.D.
Competency in emotional intelligence, whether learned and/or improved, is an important skill for those in the field of real estate sales. Evidence from studies in the area of real estate and in the general area of sales have indicated that a correlation exists with individuals who have high emotional intelligence and improved sales performance. A thorough literature review and the delivery of an online survey taken by 31 real estate professionals was conducted. From this research, Swanson, Hamilton, and Zobisch created a list of best practices for incorporating emotional intelligence into the field of real estate professionals.
A STUDY ON THE LEVEL OF EMOTIONAL INTELLIGENCE IN TAMIL NADU NEWSPRINT AND PA...IAEME Publication
Emotional intelligence (EI) is a relatively new idea developing from the increased interest in emotions within the workplace. According to Salovey and Mayer (1990), who were the first to coin the definition of emotional intelligence, Emotions are the most important source of human energy, ambition and drive, activating our most private feelings and aims in life, and turning them from things we think about, to values we live. Emotional intelligence holds within social intelligence and gives a special importance to the effect of emotions on our ability to look at situations without being influenced by personal feelings and therefore understanding ourselves and other people. The main focus for many leaders today is to have employees with high level of job involvement. Every organization needs highly involved employees in order to survive in today’s complex business environment, highly involved employees tend to dedicate their time and effort to the success of the organization, they think of staying with the organization for a long time and never think about quitting
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Emotional decisions are made daily by consumers. The power and impact of emotion on the buying process is an emerging field.
Marketers must turn from the traditional marketing strategies based on cognitive abilities of the consumer to also include the role of emotions in the buying process.
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Establishing best Practices for Including Emotional Intelligence in Real Esta...Diane Hamilton, Ph.D.
Competency in emotional intelligence, whether learned and/or improved, is an important skill for those in the field of real estate sales. Evidence from studies in the area of real estate and in the general area of sales have indicated that a correlation exists with individuals who have high emotional intelligence and improved sales performance. A thorough literature review and the delivery of an online survey taken by 31 real estate professionals was conducted. From this research, Swanson, Hamilton, and Zobisch created a list of best practices for incorporating emotional intelligence into the field of real estate professionals.
A STUDY ON THE LEVEL OF EMOTIONAL INTELLIGENCE IN TAMIL NADU NEWSPRINT AND PA...IAEME Publication
Emotional intelligence (EI) is a relatively new idea developing from the increased interest in emotions within the workplace. According to Salovey and Mayer (1990), who were the first to coin the definition of emotional intelligence, Emotions are the most important source of human energy, ambition and drive, activating our most private feelings and aims in life, and turning them from things we think about, to values we live. Emotional intelligence holds within social intelligence and gives a special importance to the effect of emotions on our ability to look at situations without being influenced by personal feelings and therefore understanding ourselves and other people. The main focus for many leaders today is to have employees with high level of job involvement. Every organization needs highly involved employees in order to survive in today’s complex business environment, highly involved employees tend to dedicate their time and effort to the success of the organization, they think of staying with the organization for a long time and never think about quitting
The Impact of Emotional Intelligence: Understanding Consumer BehaviorAshford University
Emotional decisions are made daily by consumers. The power and impact of emotion on the buying process is an emerging field.
Marketers must turn from the traditional marketing strategies based on cognitive abilities of the consumer to also include the role of emotions in the buying process.
A review of literature on consumer behavior and emotional intelligence is presented and a summary of a baseline study on consumer behavior and emotional intelligence is also presented.
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Prof. Willem Verbeke has found the gene that explains why sales professionals love to help customers. Are you perceived as enjoyable and convivial by clients? Read why.
An increasing amount of studies have demonstrated that emotional intelligence is essential for workplace success. Understand its relationship within the workplace and get tips on how to implement emotionally intelligent practices in your company with this PowerPoint. Emotional Intelligence PowerPoint Presentation Content slides include topics such as: 6 points on the importance of Emotional Intelligence in the workplace, 6 points on the difference between Emotional Intelligence and IQ, 5 Major categories of EI, 9 tips to improve your emotional intelligence, 13 points on the relationship between EI, Leadership, & Retention, 12 points on EI and Hiring Decisions, 5 slides on the Sales Implications of EI, 5 points on EI and Negotiation, 8 points on EI and Organizational change, 7 points on EI and Decision making, 7 points on EI and mentorships, 11 points on group emotional intelligence, 4 points on the future of EI, 5 slides for final action steps, and much more. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
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Emotional Intelligence as a Predictor of Conflict Resolution Style in Public ...inventionjournals
In today’s dynamic work environment people are more emotionally troubled. They feel lonely depressed, nervous, aggressive and stressful and this results in absenteeism, passivity, less productivity and attrition. This can also lead to conflicts but all conflicts are not destructive. Conflicts can be constructive if a person knows how to manage it well. Emotional intelligence is a personal attribute in employees which can help them to deal with conflicts. This exploratory as well as descriptive study is undertaken in public sector Delhi/NCR to find out and analyze the conflict resolution style adopted by the employees and to study the role emotional intelligence plays in choosing of conflict resolution style. Quantitative data was collected from 85 employees using conflict management style questionnaire by Johnson (1990) and emotional intelligence instrument by Emily A. Sterrett (2000). The data analysis using SPSS and MS Excel showed that employees of public sector have a very high or a high emotional intelligence and they mostly use collaborating style of conflict resolution. Emotional Intelligence (EI) and conflict resolution styles (CRS) are 75% related with each other
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Emotional Intelligence (EI) is the ability to understand and manage your own emotions, and those of the people on your team or around you. People with a high degree of emotional intelligence know what they're feeling, what their emotions mean, and how these emotions can impact others.
For leaders, having emotional intelligence is essential for success in business. The five primary elements of emotional intelligence are self-awareness, self-regulation, motivation, empathy, and social skills. To be effective, the better a leader relates to and works with others, the more successful they will be.
This webinar will step you through all of the elements of emotional intelligence and how to incorporate them into your leadership development to improve relationships, build trust, and create a teamwork culture. The more that you, as a leader, manage each of these elements, the higher your emotional intelligence. So, let's look at each element in more detail and examine how you can grow as a leader.
Emotional Intelligence changing human resource functionalitySheetal Wagh
Emotional Intelligence changing human resource functionality - Presentation encompassing the importance of emotional intelligence than intelligence quotient
Why sales professionals love to help customers | Professional CapitalProfessional Capital
Prof. Willem Verbeke has found the gene that explains why sales professionals love to help customers. Are you perceived as enjoyable and convivial by clients? Read why.
An increasing amount of studies have demonstrated that emotional intelligence is essential for workplace success. Understand its relationship within the workplace and get tips on how to implement emotionally intelligent practices in your company with this PowerPoint. Emotional Intelligence PowerPoint Presentation Content slides include topics such as: 6 points on the importance of Emotional Intelligence in the workplace, 6 points on the difference between Emotional Intelligence and IQ, 5 Major categories of EI, 9 tips to improve your emotional intelligence, 13 points on the relationship between EI, Leadership, & Retention, 12 points on EI and Hiring Decisions, 5 slides on the Sales Implications of EI, 5 points on EI and Negotiation, 8 points on EI and Organizational change, 7 points on EI and Decision making, 7 points on EI and mentorships, 11 points on group emotional intelligence, 4 points on the future of EI, 5 slides for final action steps, and much more. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
The importantance of emotional intelligenceGreg Kontusz
70% of the success of an executive depends on his/her emotional intelligence. But the good news is unlike Cognitive Capability it is something that acquired. This presentation gives you the history and definitions application of EQ.
Emotional Intelligence as a Predictor of Conflict Resolution Style in Public ...inventionjournals
In today’s dynamic work environment people are more emotionally troubled. They feel lonely depressed, nervous, aggressive and stressful and this results in absenteeism, passivity, less productivity and attrition. This can also lead to conflicts but all conflicts are not destructive. Conflicts can be constructive if a person knows how to manage it well. Emotional intelligence is a personal attribute in employees which can help them to deal with conflicts. This exploratory as well as descriptive study is undertaken in public sector Delhi/NCR to find out and analyze the conflict resolution style adopted by the employees and to study the role emotional intelligence plays in choosing of conflict resolution style. Quantitative data was collected from 85 employees using conflict management style questionnaire by Johnson (1990) and emotional intelligence instrument by Emily A. Sterrett (2000). The data analysis using SPSS and MS Excel showed that employees of public sector have a very high or a high emotional intelligence and they mostly use collaborating style of conflict resolution. Emotional Intelligence (EI) and conflict resolution styles (CRS) are 75% related with each other
* Online course: https://www.voiceofthebusinessacademy.com/course/emotional-intelligence-ei-leadership-development
Emotional Intelligence (EI) is the ability to understand and manage your own emotions, and those of the people on your team or around you. People with a high degree of emotional intelligence know what they're feeling, what their emotions mean, and how these emotions can impact others.
For leaders, having emotional intelligence is essential for success in business. The five primary elements of emotional intelligence are self-awareness, self-regulation, motivation, empathy, and social skills. To be effective, the better a leader relates to and works with others, the more successful they will be.
This webinar will step you through all of the elements of emotional intelligence and how to incorporate them into your leadership development to improve relationships, build trust, and create a teamwork culture. The more that you, as a leader, manage each of these elements, the higher your emotional intelligence. So, let's look at each element in more detail and examine how you can grow as a leader.
Emotional Intelligence changing human resource functionalitySheetal Wagh
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Running head: EMOTIONAL INTELLIGENCE 1
EMOTIONAL INTELLIGENCE 2
Emotional Intelligence - an Art or a Science?
Thomas Griffin
Husson University
Emotional Intelligence - an Art or a Science?
Introduction
Emotional intelligence is an attribute related to emotional information and individual’s emotions; it is not only beneficial to an individual in terms influencing interpersonal relationship, but is also applicable in group settings such as in work environments. Due to its importance, a number of researches have been conducted relating emotional intelligence to leadership and management. Drigas and Papoutsi (2019) describe emotional intelligence-EI as the evaluation, perception, and management of individual’s and others’ emotions. The concept of EI connects cognition, emotion, and metacognitive processes; it is more important in the work places now than it were before due to the high interconnection of the world economy thanks to globalization. That means in work environments, employees with high emotional intelligence are valued than those without because of their ability to cope with a different people from different cultures and lifestyles. In leadership and management positions, EI is attractive because of the many demands and enhanced competition faced today. Summarily, EI creates the needed skills framework and responsible behavior that help people succeed at work. Whereas emotional intelligence is a human attribute, organizations also adopt the concept. Drigas and Papoutsi (2019) note that emotionally intelligent organizations attract talents to their workforce and address challenges effectively; in such organizations the leaders and managers cooperate, influence others and find creative and faster ways of finishing tasks. Notably emotions that are properly managed enhance trust, commitment, and faith. That means the innovations, productivity, and success of organizations, groups, or individuals arise in situations where emotional intelligence is high (Zeider, Matthews, & Roberts, 2004). Due to the importance and applications of emotional intelligence at different levels, the paper explains whether EI is an art or a science.
Issue
As highlighted above, emotional intelligence is associated with success; as such, leaders and managers value EI because of its importance in their various responsibilities. The concept explained in relation to whether EI is an art or a science is linked to its role in leadership and managerial success. Specifically, there are different applications of EI in management and leadership positions; therefore, the focus of the paper is narrowing down the different applications of EI and identifying if such applications make EI an art or a science.
Literature Review
Psychologists first coined the concept of emotional in.
The Case for Emotional Intelligence – A Pinnacle Management Group, Inc. White...Pinnacle Management Group
This informative white paper outlines emotional intelligence and addresses some common myths. Additionally, it explores the results of the extensive research that has been performed in this field with specific focus on how EI impacts performance as compared to IQ, and specific competencies that are differentiators in performance.
A Comparison of Emotional Intelligence between Government and Private Sector ...deshwal852
Emotional intelligence is a crucial factor for deciding success in life & at work place. Mental wellbeing appears to play a vital role in shaping the behavior & performance of individual. This study is an attempt to examine the difference of emotional intelligence amongst government and private sector
employees. The results clearly indicate that there is no significant difference in emotional intelligence between the government sector and private sector employees. An employee with better emotional intelligence can perform better in terms of performance, leading the team & building trust among colleagues and the surrounding network. Emotionally intelligent people can easily handle change,
power struggle, competition and conflict. Business with emotionally intelligent employees consistently excels in the entire domain.
An array of considerations must be made in identifying predictors .docxnettletondevon
An array of considerations must be made in identifying predictors for use as part of a selection process. While professional judgment plays a role, there should be sound empirical, logical, and theoretical evidence for the use of a predictor. A comprehensive knowledge of the job demands, desired outcome levels, and related empirical research collectively can provide such a rationale for selecting and using predictors. Once a predictor is identified, it is necessary to directly observe its relationship with one or more criterion measures of work related activities, behaviors, and performance. Consider how sales organizations may use employee-performance predictors to find suitable candidates for employment (Society for Industrial and Organizational Psychology, Inc., 2003).
Post: descriptions of two predictors used in personnel selection to estimate performance of an employee in sales. Explain how you might validate each predictor and which criterion measure(s) you might use. Provide concrete examples and citations from the Learning Resources and current literature to support your post.
Example 1
The purpose for conducting the validity study must be based on the understanding of the work performed on the job, the needs of the organization, and the rights of current prospective employees. An important step for describing the objectives of the research plan is to conduct a literature review to determine what studies already have been conducted on the construct in question for predicting performance on the job(s) (Drasgow, et., al., 2007, p. 351).
In the case of the salesperson, I have selected the Personality inventory and interview. The personality inventory, such as the Myers-Briggs Type Indicator (MBTI) tests people based on their perceptions and judgements (Myers and Briggs Foundation, n.d). The MBTI gives insight on the test taker’s preferences based on the scores. For instance, the MBTI would determine if the test taker is an introvert or extrovert. This is important information when determining if a person is a suitable candidate for the salesperson position.
Barrick, et., al., (2009) noted that social influence theory proposes that practically every interpersonal relationship involves social influence of some form or another; people aim to influence and are also being influenced (Cialdini & Trost, 1998; Levy, Collins, & Nail, 1998). This “infinite cycle” of communication and exchange of information often leads individuals in the presence of others to express themselves in a manner that will evoke a certain desired reaction from the target (Goffman, 2006). The interview provides the interpersonal relationship, which encourages the exchange of communication and information between the sales candidate and the employer.
The MBTI is concurrent on its validation. The test has been administered over 40 years, and have proven to be both valid and reliable. The only drawback to the MBTI is that it is unethical and .
Emotional Self-Awareness- a Critical Competency for Managing Excellence: A Hu...AJHSSR Journal
Managers in today’s organizations are required to get people moving, to take action, and to
energize the workforce in an ever changing and dynamic environment. In this evolving business landscape,
organizations are finding that the ways in which they previously managed business are not sufficient in today’s
volatile, uncertain, complex, and ambiguous environment. Human Resource Development (HRD) professionals
are being challenged to provide the right leadership development strategies and programs to ensure managers
are engaging and empowering their workforce with the overarching goal of delivering results that drive
organizational performance. Organizations generally recognize the role leadership and emotions play in
employee and organization performance. Organizations, seek to validate interventions that are effective in the
development of leaders and their emotional awareness. Self-awareness involves having a realistic assessment of
one’s abilities. People who have this strength are aware of their strengths and weaknesses, open to candid
feedback from others, and willing to learn from past experiences. This courage comes from certainty, through
self-awareness, about our capabilities, values and goals. Self-aware people have the ability to accurately
perceive own emotions and stay aware of them as they happen. Self-awareness has become increasingly popular
as a measure for identifying potentially effective leaders, and as a tool for developing effective leadership skills.
This study examines in details self- awareness as a critical competency for managerial excellence.
There is increasing acceptability of emotional intelligence as a major factor in personality assessment and effective human resource management. Emotional intelligence as the ability to build capacity, empathize, co-operate, motivate and develop others cannot be divorced from both effective performance and human resource management systems. The human person is crucial in defining organizational leadership and fortunes in terms of challenges and opportunities and walking across both multinational and bilateral relationships. The growing complexity of the business world requires a great deal of self-confidence, integrity, communication, conflict, and diversity management to keep the global enterprise within the paths of productivity and sustainability. Using the exploratory research design and 255 participants the result of this original study indicates a strong positive correlation between emotional intelligence and effective human resource management. The paper offers suggestions on further studies between emotional intelligence and human capital development and recommends conflict management as an integral part of effective human resource management.
Interrelationship between emotional intelligence, organizational commitment, ...Dr. Krishnanand Tripathi
Emotional intelligence is the efficiency with which one knows and manages one's emotions, understands the emotions of others, and maintains good relationships with others. Emotional intelligence is also defined as a set of abilities owned by someone involved in managing emotions. Organizational commitment is an emotional engagement that measures the emotional attachment, identification, and involvement of an employee in an organization.
The objective of the study is to examine the impact of emotional intelligence on organizational commitment and employees’ performance working in supply chain department in the textiles manufacturing companies in India. The researcher had followed Descriptive design methodology for the research study. 200 questionnaires were randomly sent to respondents working in supply chain department of major textile companies in Indian, out of which 145 respondents had completed the survey the questionnaire, the same had been used for the analysis. Regression analysis was used to analyze the collected data.
The study found a significant relationship between employees ’emotional intelligence, organizational commitment, and performance. The coefficient of determination between EI and the commitment of the organization was 56.30%. Emotional intelligence accounted for 34.6% of employee performance volatility.
DiscussionsW1 = Problem Solving and Decision Making1. HoDustiBuckner14
Discussions
W1 = Problem Solving and Decision Making
1. How does an ethical approach encourage problem solving skills in the workforce? What role does HR play in fostering this type of culture?
2. How can the HR department partner with managers in their effort to improve the decision making performance of a department’s team? What roles do problem solving and decision making play in strategy formulation?
Critical Analysis - Discussion postings display an excellent understanding of the required readings and underlying concepts including correct use of terminology. Postings integrate an outside resource, or relevant research, to support important points. Well-edited quotes are cited appropriately. No more than 10% of the posting is a direct quotation. (It is important that you integrate the weekly readings in your response. One way to do that is to make position statements, then add citations to support and validate your position. A key focus is your ability to present your position in your own words, which is why no more than 10% of the post should be a direct quote. Paraphrasing is the best alternative)
W2 – HR ROLES
It is often stated that HR deals with the problem not the cause of the problem - please explain why this may or may not be true.
1. What is the difference between a person doing the daily operations of a human resource function versus the role of a strategic human resource partner? At what level in the organization do you become strategic?
2. Compare and contrast the role of a strategic Human Resource Partner in a national and global organization.
W3: Recruitment and Selection
1. What types of strategic choices do managers have when deciding on recruiting and selection efforts?
2. How can the HR department and line manager collaborate to develop an authentic environment built on trust for a virtual and global workforce? How do they make it work?
W4: Job redesign
What is the appropriate manner for a HR professional to transition to the strategic role as executive partner on HR related issues?
Should a job redesign be undertaken if it will improve efficiency even if the employees do not want it?
W5: Orientation and Training
1. Do you agree or disagree with the following statement? Defend your answer: "Money is the most important tool that a manager has for motivating employees.
2. When is it to an organization's advantage to hire employees who need training, and when is it advantageous to hire employees who are already trained?
W6: Change Management
1. How do you get employees engaged in a change management initiative? What role does HR, managers, and the C-Suite play?
2. What is the best way to roll out a change management initiative?
W7: Employee Rights
1. Why should HR and managers be concerned about whether or not employees are engaged and are satisfied with their jobs? What does one do if employees are concerned about certain organizational policies? What's the impact?
2. In your opinion, should m ...
A Study on Emotional Quotient Among new Generation Employeesijtsrd
Success in the workplace takes a lot more than education, book knowledge or experience. Organizations and the conscious, achievement-oriented managers need a high rate of Emotional Quotient to be successful. Emotional Quotient is the ability to identify and manage personal emotions and the emotions of others. Emotional Quotient EQ matters just as much as intellectual ability IQ . In the employment field, work pressure, anxiety, employee's stress, agitation, depression or irritability all are related to the various factors of emotional intelligence. All these emotional intelligence symptoms could harm employee's performance. It can direct either a higher or lower level of morale, which will ultimately impact employee's performance in a positive or negative way. The main question of the study is to analyze the emotional intelligence according to new generations in banking and IT Field. Mr. S. Maheshwaran | Dr. K. Soniya | Dr. S. Krishnaraj "A Study on Emotional Quotient Among new Generation Employees" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-6 , October 2018, URL: http://www.ijtsrd.com/papers/ijtsrd18900.pdf
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Implemented by Rams Global in Bahcelievler, the Rams Garden Bahcelievler Apartments includes 796 residences of different types from 2+1 to 5+1.
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Rams Garden Bahcelievler Apartments, which has 8 times more green space than the average of Istanbul with its 33 thousand square meters of green area located within a total of 75 thousand square meters, offers various housing options from 2+1 to 5+1.RAMS Garden has brought a lifeline to the construction industry.
Rams Global, which has signed projects in many places from Dubai to Phuket and delivered more than 20 thousand residences, is now starting new projects in Istanbul.
Rams Garden Bahcelievler is located 9 minutes from Metroport AVM, 5 minutes from Marmara Forum AVM, 12 minutes from Kazlıçeşme beach, 9 minutes from Yıldız Technical University, 7 minutes from Istinye University, 9 minutes from Ramada Hotel and Medicana Hospital.
https://listingturkey.com/property/rams-garden-bahcelievler-apartments/
Omaxe Sports City Dwarka stands out as a premier residential and recreational destination, offering a blend of luxury and sports-centric living. Located in the thriving area of Dwarka, this project by Omaxe Limited is designed to cater to modern lifestyle needs while promoting a healthy, active living environment.
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2. Competency in emotional intelligence, whether learned and/or
improved, is an important skill for those in the field of real estate
sales.
Evidence from studies in the area of real estate and in the general
area of sales have indicated that a correlation exists with individuals
who have high emotional intelligence and improved sales
performance.
From this research, Swanson, Hamilton, and Zobisch created a list of
best practices for incorporating emotional intelligence into the field of
real estate professionals.
3. Swanson and Zobisch (2014) researched the
topic of EI and the real estate profession as a
component of sales in 2013.
• Published Emotional Intelligence Understanding
among Real Estate Professionals in the Review of
Business & Finance Studies (RBFS).
Opinions of at least 30 experts in the field of
real estate to validate their previous research.
4. • Limited Research
• Definitions
• Stress Tolerance
• Intrapersonal Skills
• Interpersonal Skills
• Increasing EI
5. • Intrapersonal Skills
• Self Awareness, self motivation, self regulation
• Interpersonal Skills
• Ability to perceive emotions in others and react
with empathy or compassion
6. • Real Estate Agents
• Intrapersonal – able to recognize and manage
one’s emotions
• Interpersonal – ability to recognize and respond
to emotions in others
7. An exploratory survey on the topic of
applying emotional intelligence with real
estate professionals.
Due to the lack of research that has been
conducted on this topic, it was necessary
to do exploratory research
9. Question Agree Disagree Neither
Agree or
Disagree
1: Emotional intelligence is the ability to identify and manage your
own emotions and the emotions of others. It is generally said to
include three skills: Emotional awareness, including the ability to
identify your own emotions and those of others; The ability to
harness emotions and apply them to tasks like thinking and
problems solving; The ability to manage emotions, including the
ability to regulate your own emotions, and the ability to cheer up
or calm down another person." (Psychology Today, 2014) Kidwell,
Hardesty, Murtha, and Sheng (2011) stated, “Sales professionals
with higher EI are not only superior revenue generators but also
better at retaining customers” (p. 78). Emotional intelligence may
have positive results on my real estate business.
31
(100%)
0
(0%)
0
(0%)
2: Emotional intelligence may be learned and improved on. 27
(87.1%)
0
(0%)
4
(12.9%)
3: A Realtor™ may use emotional intelligence to improve his or
her work performance.
31
(100%)
0
(0%)
0
(0%)
10. 4: When working with clients, emotional intelligence is
one of many tools that may be useful.
31
(100%)
0
(0%)
0
(0%)
5: Emotional intelligence could be included as a
Continuing Education Unit (CEU) for Realtor™
curriculum. "CEU stands for Continuing Education Unit. A
CEU is a unit of credit equal to ten hours of participation
in an accredited program designed for professionals with
certificates or licenses to practice various professions."
(Source: www.orau.gov/tdd/CEUs.pdf)
26
(83.87%)
0
(0%)
5
(16.13%)
6. Emotional intelligence may benefit me when working
with an emotionally distraught client.
31
(100%)
0
(0%)
0
(0%)
11. Strength
• The ability to generalize these results throughout
the overall population of real estate professionals.
Limitation
• The self-reporting of participants.
12. Interpersonal skills
• Most useful for real estate agents to include the ability
to empathize and recognize a wide range of emotions
in others as well as the ability to calm the fears or
anxiety of prospective homeowners.
Intrapersonal skills
• Include self-awareness, the ability to project one’s desired
image to others; self-regulation, the ability to manage one’s
emotions; and self-motivation, the ability for the real estate
agent to motivate internally rather than depend upon
outside sources for motivation .
(Deeter-Schmelz & Sojka, 2003; Goleman, 1998)
13. Survey results support the need for
training
100% of participants agreed
• EI may have positive results on the real estate
business
• EI is one of the many tools that can be used in
real estate
• EI may help when working with an emotionally
distraught client
14. Detailed literature review
Few studies have been done
Hamilton (2008) showed a correlation
between sales performance and EI in
mortgage sales professionals.
• Same, but different
Performance can be improved
15. Future research can be conducted
area of EI and real estate professionals,
specifically administering the MSCEIT to real
estate professionals.
16.
17. Bar-On, R. (2006). The Bar-On model of emotional-social intelligence (ESI).
Psicothema, 18, 13-25.
Carmelli, A. (2003). The relationship between emotional intelligence and work
attitudes, behavior and outcomes: An examination among senior managers.
Journal of Managerial Psychology, 18(8), 788-813.
Castlebery, S., & Shepherd, C. (1993). Effective interpersonal listening and
personal selling. The Journal of Personal Selling & Sales Management, 13(1), 35-
36.
Crant, J. M. (1995). The Proactive Personality Scale and objective job
performance among real estate agents. Journal of Applied Psychology, 80(4),
532.
Cross, M. E., Brashear, T. G., Rigdon, E. E., & Bellenger, D. N. (2007). Customer
orientation and salesperson performance. European Journal of Marketing,
41(7/8), 821-835.
Deeter-Schmelz, D. R., & Sojka, J. Z. (2003). Developing effective sales people:
Exploring the link between emotional intelligence and sales performance.
International Journal of Organizational Analysis, 11(3), 211-220.
Eppler, D., Honeycutt, E., Ford, J. & Markowski, E. (1998). The relationship of
self-monitoring and adaptiveness to the performance of real estate sales
professionals. Journal of Business and Economic Studies 4(2), 37.+
Exploratory design. (2014). Research methods. Lynn University. Retrieved
http://lynn-library.libguides.com/researchmethods
Gardner, H. (1983, 1993). Frames of mind. New York, NY: Basic Books.
18. Goleman, D. (1998, Nov-Dec). What makes a leader? Harvard Business Review,
76-92.
Hamilton, D. (2008). Examining the relationships between emotional intelligence
and performance in mortgage sales professionals. Proquest Dissertations and
Theses.
Joseph, D. L., & Newman, D. A. (2010). Emotional intelligence: An integrative
meta-analysis and cascading model. Journal of Applied Psychology, 95, 54-78.
Kidwell, B., Hardesty, D. M., Murtha, B. R., & Sheng, S. (2011). Emotional
intelligence in marketing exchanges. Journal of Marketing, 75(1), 78. Retrieved
from ProQuest database.
Kidwell, B., Hardesty, D. M., Murtha, B. R., & Sheng, S. (2012, May). A closer
look at emotional intelligence in marketing exchange. GfK Marketing Intelligence
Review, 4(1), 24-31.
Landy, F. J. (2005). Some historical and scientific issues related to research on
emotional intelligence. Journal of Organizational Behavior, 26, 411–424.
doi: 10.1002/job.317.
Love, P., Goh, Y., Hogg, K., Robson, S., & Irani, Z. (2011). Burnout and sense of
coherence among residential real estate brokers. Safety Science, 49, 1297-1308.
DOI: 10.1015/j.ssci.2011.04.009
Neils, D., Quoidbach, J., Mikolajczak, M, & Hansenne, M. (2009). Increasing
emotional intelligence? (How) is it possible? Personality and Individual
Differences, 47(1), 36-41.
19. O’Boyle, E. H., Jr., Humphrey, R. H., Pollack, J. M., Hawver, T. H., & Story, P. A.
(2011). The relation between emotional intelligence and job performance: A meta-
analysis. Journal of Organizational Behavior, 32, 788-818.
Punwatkar, S., & Verghese, M. (2014, May). The impact of salesperson’s
behavior on consumer’s purchase decision: An empirical study. IUP Journal of
Marketing Management, 13(2), 72-83.
Rozell, E. J., Pettijohn, C. E., & Parker, R. S. (2004). Customer‐oriented selling:
Exploring the roles of emotional intelligence and organizational commitment.
Psychology & Marketing, 21(6), 405-424.
Salovey, P., Brackett, M. & Mayer, J. (2007). Emotional intelligence: Key readings
on the Mayer and Salovey model. New York, NY: Dude Publishing.
Snyder, J., Claffey, G., & Cistulli, M. (2011). How similar are real estate agents
and human-service workers? Journal of Business Communication, 48(3), 300-
318.
Sojka, J. Z., & Deeter-Schmel, D. R. (2001). Enhancing the emotional intelligence
of salespeople. American Journal of Business, 17(1), 43-50. Retrieved from
ProQuest database.
Swanson, A., & Zobisch, P. (2014). Emotional intelligence understanding among
real estate professionals. Review of Business & Finance Studies (RBFS). ISSN
2150-3338.
Verbeke, W. J., Belschak, F. D., Bakker, A. D., & Dietz, B. (2008). When
intelligence is (dys)functional for achieving sales performance. Journal of
Marketing, 72, 44-57.
Editor's Notes
Swanson and Zobisch (2014) researched the topic of emotional intelligence and the real estate profession as a component of sales in 2013 conducting a detailed literature review, Emotional Intelligence Understanding among Real Estate Professionals in the Review of Business & Finance Studies (RBFS). The researchers desired to extend their research to include the opinions of at least 30 experts in the field of real estate to validate their previous research.
The remainder of this document includes three sections: a) a literature review, b) a data and methodology area, and, c) concluding comments. The literature review includes a summary of emotional intelligence and how it relates to the real estate profession. An explanation of the exploratory survey methodology used in this study and an analysis of the data will be discussed. Finally, concluding statements will be presented to include a list of best practices, and future opportunities for research and projects will be addressed.
I was asked to join this group because I have studied emotional intelligence in mortgage sales professionals and I have worked as a real estate agent. I have a current real estate license. This was interesting for me to research because there really is not a lot of information about emotional intelligence in this large industry. Today I would like to address the importance of researching EI in within real estate sales people.
Many years ago, I studied to become a certified EQ-i instructor. This means I can administer an assessment created to measure EQ that was created by Rueven Bar-On. Bar-On and Goleman are two of the most prominent EI researchers. I refer to the EQ-i, even though it was not used for this particular study, because I think it is important to discuss how researchers define emotional intelligence. I tend to lean toward research from Bar-On because I used it for my dissertation. However, I think all of the main researchers have important definitions. For me, the easiest way to think of EI is as the ability to understand our own emotions as well as those in others.
This may be a very important thing for real estate agents since they must have a lot of interpersonal communications. My experience as a real estate agent showed me that agents are hungry to learn how to obtain more sales. We all learn to contact our circle of influence, which means friends and family, to try and drum up business. However, when that is exhausted, many agents find themselves frustrated and without a clue as to how proceed from there. This may lead to stress; stress-tolerance, just coincidentally, is another factor which Bar-On includes in his definition of emotional intelligence.
There is a popular training program in Colorado called Ninja where agents learn intra and interpersonal skill development. These are two of the factors that Bar-On includes as part of his definition of EI. This also ties into Gardner’s theory of multiple intelligences. Intrapersonal skills are the ability to manage our own emotions; interpersonal skills involve recognizing and reacting to those in others. Wouldn’t it be interesting to learn what real estate agents thought of the importance of developing these skills? Well, we thought it would be and that is why we created this study.
In my previous study on EI and sales performance, I found there was a correlation with improvement in sales as EI increased. It seems a logical conclusion to postulate that the same may be true in real estate professionals. However, it will take more research to have definitive answers there. We do know that some of the studies we found have shown that people can work on increasing EI to improve success.
Emotional intelligence can be found in the underlying premise of two intelligences (interpersonal and
intrapersonal) of Gardner’s theory of multiple intelligences (Gardner, 1983, 1993). Goleman (1995)
suggested interpersonal intelligence included the ability to recognize and react to the emotion of others in
a manner such as empathy or compassion. Intrapersonal intelligence is the ability to perceive and manage
one’s own emotions in such a manner as self-awareness, self-motivation, and self-regulation. Self awareness
is a person’s perception of the manner in which one projects oneself to others; whereas self regulation
is the ability to manage one’s emotions. Self-motivation is the ability for the person to
motivate himself/herself internally rather than depend upon outside sources from others for motivation.
Deeter-Schmelz and Sojka (2003) indicated sales people with high EI credited interpersonal and
intrapersonal intelligences as key factors in their success. EI is a critical factor in determining a sales
person’s success.
Kidwell, Hardesty, Murtha, and Sheng (2011) measured the effect of EI on the sales of real estate and insurance agents. While cognitive ability can allow sales professionals greater understanding regarding how their products function and how such benefit might be applied to prospective customers, having a high EI allowed the sales agents greater understanding and the ability to interpret the facial expressions and non-verbal communication cues. The sales agents with high EI were aware of their emotions and were able to manage those emotions through the highs and lows of the sales process (Punwatkar & Verghese, 2014). Real estate sales agents with high EI were better able to communicate with unreasonable, fearful, or angry prospective customers. Agents with high EI who can empathize and understand the emotions that might occur during the complex process of buying a home are more likely to develop positive customer relationships and close more sales (Kidwell, Hardesty, Murtha, & Sheng, 2012).
Drs. Swanson, Hamilton, and Zobisch completed an exploratory survey on the topic of applying emotional intelligence with real estate professionals. Due to the lack of research that has been conducted on this topic, it was necessary to do exploratory research to determine if there is a need for further study. Exploratory design is “...conducted about a research problem when there are few or no earlier studies to refer to. The focus is on gaining insights and familiarity for later investigation or undertaken when problems are in a preliminary stage of investigation” (Exploratory Design, 2014, para. 1). Linkedin and Facebook were used to contact potential real estate professionals; thirty-one participants responded to the survey. Eight questions relating to emotional intelligence and the real estate profession were asked of the participants and three questions gathered demographic information (gender, years of experience, and state of real estate licensure).
The results of this study showed that real estate agents agreed that EI may have positive results on their business. They understood that EI could be improved. They may use it as one of their tools when working with clients and may benefit them when working with emotionally distraught clients. The majority also believed it could be important to include as part of their continuing education requirements.
The study addressed real estate agents perceptions of the importance of EI based on providing them with a simple definition. It may be important to delve more deeply into their perceptions of the importance of emotional intelligence. This might be achieved by discovering the agents’ levels of emotional intelligence also known as their emotional quotient (EQ). This EQ measurement may be obtained by having agents take an assessment like the EQ-i. The EQ-, created by Reuven Bar-On, is one of the most valid instruments for collection of EQ (Hamilton, 2008). If such an instrument was used, the data could be correlated with other factors such as sales performance. This would allow for examination of levels of EQ. The current study examined simply the perception of EQ.
Although this study gave some initial insight into how real estate agents’ perceptions of EI, it may be important to add to this research based on the results from the asynchronous training. The twenty participants might be able to add some more perspective as to their impression of the importance of EI training after they have completed it. It might be an important opportunity to ask open-ended qualitative questions about how what they believe could be gained specifically from improving EI in real estate professionals.
Additional quantitative research could also provide further insight. Questions about specific aspects of EI could addressed. EI issues like stress management and interpersonal skills could be important to address. Answers that require a Likert-like scale of 1-5 for responses could also achieve more usable data.
Strengths and limitations of the study exist. A strength was the ability to generalize these results throughout the overall population of real estate professionals. A limitation of the study included the self-reporting of participants. Future research will be conducted in the area of EI and real estate professionals, specifically administering the MSCEIT to real estate professionals.
Best practices to include in the field and study of real estate sales professionals are:
Interpersonal skills. Interpersonal skills are most useful for real estate agents to include the ability to empathize and recognize a wide range of emotions in others as well as the ability to calm the fears or anxiety of prospective homeowners (Deeter-Schmelz & Sojka, 2003; Goleman, 1998).
Intrapersonal skills. Intrapersonal skills are most useful for real estate agents to include self-awareness, the ability to project one’s desired image to others; self-regulation, the ability to manage one’s emotions; and self-motivation, the ability for the real estate agent to motivate internally rather than depend upon outside sources for motivation (Deeter-Schmelz & Sojka, 2003; Goleman, 1998).
Training in EI. The survey used for this research study provided results that supported the need for training on EI for real estate professionals. One-hundred percent of the participants agreed that “Emotional intelligence may have positive results on my real estate business”; “Emotional intelligence may have positive results on my real estate business”; “When working with clients, emotional intelligence is one of many tools that may be useful”; and, “Emotional intelligence may benefit me when working with an emotionally distraught client”. Eighty-seven percent of the participants agreed that “Emotional intelligence may be learned and improved on.”
The purpose of this study was to conduct a detailed literature review to see if the topic of emotional intelligence and real estate professionals had been addressed. Few studies have been completed that address this population. Hamilton (2008) showed a correlation between sales performance and EI in mortgage sales professionals. Although this is a somewhat similar industry, it has unique differences. If sales performance could be correlated with EI in real estate agents, this could provide useful information. Neils, Quoidbach, Mikolajczak, and Hansenne (2009) found EI may be improved. Therefore, if real estate agents could utilize techniques to improve levels of EI, there may be a correlating improvement in performance. Only further research could help determine this.
Bar-On, R. (2006). The Bar-On model of emotional-social intelligence (ESI). Psicothema, 18, 13-25.
Carmelli, A. (2003). The relationship between emotional intelligence and work attitudes, behavior and outcomes: An examination among senior managers. Journal of Managerial Psychology, 18(8), 788-813.
Castlebery, S., & Shepherd, C. (1993). Effective interpersonal listening and personal selling. The Journal of Personal Selling & Sales Management, 13(1), 35-36.
Crant, J. M. (1995). The Proactive Personality Scale and objective job performance among real estate agents. Journal of Applied Psychology, 80(4), 532.
Cross, M. E., Brashear, T. G., Rigdon, E. E., & Bellenger, D. N. (2007). Customer orientation and salesperson performance. European Journal of Marketing, 41(7/8), 821-835.
Deeter-Schmelz, D. R., & Sojka, J. Z. (2003). Developing effective sales people: Exploring the link between emotional intelligence and sales performance. International Journal of Organizational Analysis, 11(3), 211-220.
Eppler, D., Honeycutt, E., Ford, J. & Markowski, E. (1998). The relationship of self-monitoring and adaptiveness to the performance of real estate sales professionals. Journal of Business and Economic Studies 4(2), 37.+
Exploratory design. (2014). Research methods. Lynn University. Retrieved http://lynn-library.libguides.com/researchmethods
Gardner, H. (1983, 1993). Frames of mind. New York, NY: Basic Books.
Goleman, D. (1995). Emotional intelligence. New York City, NY: Bantam.
Goleman, D. (1998, Nov-Dec). What makes a leader? Harvard Business Review, 76-92.
Hamilton, D. (2008). Examining the relationships between emotional intelligence and performance in mortgage sales professionals. Proquest Dissertations and Theses.
Joseph, D. L., & Newman, D. A. (2010). Emotional intelligence: An integrative meta-analysis and cascading model. Journal of Applied Psychology, 95, 54-78.
Kidwell, B., Hardesty, D. M., Murtha, B. R., & Sheng, S. (2011). Emotional intelligence in marketing exchanges. Journal of Marketing, 75(1), 78. Retrieved from ProQuest database.
Kidwell, B., Hardesty, D. M., Murtha, B. R., & Sheng, S. (2012, May). A closer look at emotional intelligence in marketing exchange. GfK Marketing Intelligence Review, 4(1), 24-31.
Landy, F. J. (2005). Some historical and scientific issues related to research on emotional intelligence. Journal of Organizational Behavior, 26, 411–424. doi: 10.1002/job.317.
Love, P., Goh, Y., Hogg, K., Robson, S., & Irani, Z. (2011). Burnout and sense of coherence among residential real estate brokers. Safety Science, 49, 1297-1308. DOI: 10.1015/j.ssci.2011.04.009
Neils, D., Quoidbach, J., Mikolajczak, M, & Hansenne, M. (2009). Increasing emotional intelligence? (How) is it possible? Personality and Individual Differences, 47(1), 36-41.
O’Boyle, E. H., Jr., Humphrey, R. H., Pollack, J. M., Hawver, T. H., & Story, P. A. (2011). The relation between emotional intelligence and job performance: A meta-analysis. Journal of Organizational Behavior, 32, 788-818.
Punwatkar, S., & Verghese, M. (2014, May). The impact of salesperson’s behavior on consumer’s purchase decision: An empirical study. IUP Journal of Marketing Management, 13(2), 72-83.
Rozell, E. J., Pettijohn, C. E., & Parker, R. S. (2004). Customer‐oriented selling: Exploring the roles of emotional intelligence and organizational commitment. Psychology & Marketing, 21(6), 405-424.
Salovey, P., Brackett, M. & Mayer, J. (2007). Emotional intelligence: Key readings on the Mayer and Salovey model. New York, NY: Dude Publishing.
Snyder, J., Claffey, G., & Cistulli, M. (2011). How similar are real estate agents and human-service workers? Journal of Business Communication, 48(3), 300-318.
Sojka, J. Z., & Deeter-Schmel, D. R. (2001). Enhancing the emotional intelligence of salespeople. American Journal of Business, 17(1), 43-50. Retrieved from ProQuest database.
Swanson, A., & Zobisch, P. (2014). Emotional intelligence understanding among real estate professionals. Review of Business & Finance Studies (RBFS). ISSN 2150-3338.
Verbeke, W. J., Belschak, F. D., Bakker, A. D., & Dietz, B. (2008). When intelligence is (dys)functional for achieving sales performance. Journal of Marketing, 72, 44-57.