Course Name: Individuals in Organisation (OB-I)

Faculty Name: Dr. Sasmit Patra

Assignment: Article Writing
Topic: Emotional Intelligence
By: Vikas Govind Ganjave
Roll No: UM14081














Index


Contents:
Introduction about Emotional Intelligence(EI)
Concept and Definitions on Emotional Intelligence
Broad theoretical framework of Emotional Intelligence
o Goleman's Emotional Intelligence model
o The Six Seconds Model
Work done so far by various authors on EI
Emerging trends and Challenges to EI
Conclusion
Reference List

Introduction to the Emotional Intelligence:

According to author Daniel Goleman the secret of success is not what they taught you in
school. What matters most is not academic excellence, not a business school degree, not even
technical know-how or years of experience. What distinguishes star performers from the
mediocre is emotional intelligence. Emotional intelligence is actually a set of skills that
anyone can acquire. The higher a persons position, the more emotional intelligence matters
it is crucial for successful leadership. As Goleman documents, its the essential ingredient
for reaching and staying at the top in any field, even in high-tech careers. And organizations
that learn to operate in emotionally intelligent ways are the companies that will remain vital
and dynamic in the competitive marketplace of today and the future. Research also reveals
that emotional quotient contributes 80% in the success of the person as compared to the only
20% contribution of the intelligence quotient (IQ).
By developing our Emotional Intelligence we can become more productive and successful at
what we do, and help others to be more productive and successful too. The process and
outcomes of Emotional Intelligence development also contains many elements known to
reduce stress for individuals and organizations, by decreasing conflicts, improving
relationships and understanding and increasing stability, continuity and harmony which leads
to the job satisfaction.






Concept and Definitions on Emotional Intelligence:

To understand the concept of emotional intelligence, it would be useful to have an idea of
what emotions are .The term 'emotion' has been derived from the Latin word "emovere"
which -means 'to move", 'to excite', 'to stirrup', or 'to agitate. Emotion is a subjective
experience of prolonged feelings. P.T. Young has operationally defined emotion in the
following way: Emotion is an acute disturbance of the organism as a whole, psychological
origin involving behaviour, conscious experiences, and visceral functioning. In other words,
emotions are prolonged feelings that generally have both physiological and cognitive
elements, which influence behaviour.
Emotional intelligence is the capacity for recognizing our own feelings and those of others,
motivating ourselves, and managing emotions well, in ourselves and in our relationships.
Therefore, intelligent behaviour includes all forms of cognitive behaviour such as attending,
perceiving, learning, memorizing, thinking and predicting. Intelligence is an abstract concept.
It cannot be observed it can be estimated only through individual's performance on tests and
real life situations.
According to Daniel Goleman, "Emotional Intelligence is a master aptitude, a capacity that
profoundly affects all other abilities, either facilitating or interfering with them." As more and
more people accept that emotional intelligence is just as important to professional success as
technical ability, organizations are increasingly using EI when they hire and promote.
For example, one large cosmetics company revised their hiring process for salespeople to
choose candidates based on emotional intelligence. People hired with the new system have
sold, on average, $91,000 more than salespeople selected under the old system. There has
also been lower staff turnover among the group chosen for their emotional intelligence.
Broad theoretical framework of Emotional Intelligence:

1) Goleman's Emotional Intelligence model:
From definition we can identify that emotional intelligence has two major components:
Personal Competence: Personal competence includes awareness of the self, i.e understanding
one own emotions, feelings etc and management of the self, i.e the ability to deal with
changing situations.
Social Competence: Social competence means social awareness and management of
relationships. Social awareness is the ability to understand the feelings of others while
management of relationships is the ability to work effectively with other persons.
The Emotional Competence Framework











The great divide in competencies lies between the mind and heart or, more technically,
between cognition and emotion. Some competencies are purely cognitive, such as analytic
reasoning or technical expertise. Others combine thought and feeling; these can be called
emotional competencies.An emotional competence is a learned capability based on
emotional intelligence that results in outstanding performance at work. There are many paths
to excellence.
Personal Competence: The 25 emotional competencies fall into five categories. The first
three categories contain personal competencies, which determine how we manage ourselves:
Self-Awareness: Knowing ones internal states, preferences, resources and intuitions. Self-
awareness competencies include emotional awareness, accurate self assessment and self-
confidence.
Self-Regulation: Managing ones internal states, impulses and resources. This category
includes self-control, trustworthiness, conscientiousness, adaptability and innovation.
Motivation: Emotional tendencies that guide or facilitate reaching goals. Motivation
competencies include achievement drive, commitment, initiative and optimism.
Social Competence: The last two categories contain social competencies, which determine
how we handle relationships:
Empathy: Awareness of others feelings needs and concerns. Empathy competencies
include understanding others, developing others, a service orientation, leveraging diversity
and political awareness.
Social skills: Adeptness at inducing desirable responses in others. This category includes
influence, communication, conflict management, and leadership, change catalyst, building
bonds, collaboration and cooperation, and team capabilities.
As you've probably determined, emotional intelligence can be a key to success in your life
especially in your career. The ability to manage people and relationships is very important in
all leaders, so developing and using your emotional intelligence can be a good way to show
others the leader inside of you.
2) The Six Seconds Model:
The Six Seconds model turns emotional intelligence theory into practice for your personal
and professional life. Emotional intelligence is the capacity to blend thinking and feeling to
make optimal decisions which is key to having a successful relationship with yourself and
others. To provide a practical and simple way to learn and practice emotional intelligence,
Six Seconds developed a three-part model in 1997 as a process an action plan for using
emotional intelligence in daily life.
The model has three important pursuits: to become more aware (noticing what you do), more
intentional (doing what you mean), and more purposeful (doing it for a reason).

Know yourself gives you the what when you Know yourself, you know your strengths
and challenges, you know what you are doing, what you want, and what to change.
Choose yourself provides the how it shows you how to take action, how to influence
yourself and others, how to operationalize these concepts.
Give Yourself delivers the why when you Give Yourself you are clear and full of energy
so you stay focused why to respond a certain way, why to move in a new direction, and why
others should come on board.
Under the three pursuits live eight specific, learnable, measurable competencies.

At the core, emotional intelligence is something to BE. By being more emotionally
intelligent, smarter with feelings, you will more accurately recognize emotions in yourself
and others. This data will help you make decisions and craft effective solutions to the life
puzzles you face each day. Its also important to put it in action hence the verbs. The
three pursuits and the eight competencies are actions.

Work done so far by various authors:

According to Caroline Smith the Emotional Intelligence can be learned and developed. As
well as working on your skills in the five areas mentioned above in Goleman's EI model,
using these strategies:
Observe how you react to people. Do you rush to judgment before you know all of the
facts? Do you stereotype? Look honestly at how you think and interact with other
people. Try to put yourself in their place, and be more open and accepting of their
perspectives and needs.
Look at your work environment. Do you seek attention for your accomplishments?
Humility can be a wonderful quality, and it doesn't mean that you're shy or lack self-
confidence. When you practice humility, you say that you know what you did, and
you can be quietly confident about it. Give others a chance to shine put the focus on
them, and don't worry too much about getting praise for yourself.
Do a self-evaluation. What are your weaknesses? Are you willing to accept that you're
not perfect and that you could work on some areas to make yourself a better person?
Have the courage to look at yourself honestly it can change your life.
Examine how you react to stressful situations. Do you become upset every time
there's a delay or something doesn't happen the way you want? Do you blame others
or become angry at them, even when it's not their fault? The ability to stay calm and
in control in difficult situations is highly valued in the business world and outside it.
Keep your emotions under control when things go wrong.
Take responsibility for your actions. If you hurt someone's feelings, apologize
directly don't ignore what you did or avoid the person. People are usually more
willing to forgive and forget if you make an honest attempt to make things right.
Examine how your actions will affect others before you take those actions. If your
decision will impact others, put yourself in their place. How will they feel if you do
this? Would you want that experience? If you must take the action, how can you help
others deal with the effects?

Daniel Goleman proposed a new model of learning regarding to the Emotional Intelligence.
A New Model of Learning:
Cultivating emotional competence requires an understanding of the fundamentals of
behaviour change. When heads of development at Fortune 500 companies were asked what
makes it difficult for them to evaluate their own training programs, the most common
complaint was the lack of standards and yardsticks available for training in the so-called soft
skills like emotional competencies.
To help change this, the Consortium for Research on Emotional Intelligence in Organizations
was founded [Daniel Goleman was co-founder], a coalition of researchers and practitioners
from business schools, the federal government, consulting firms and corporations. The
consortium has searched the scientific findings on behaviour change and studied exemplary
training programs, to create basic guidelines for the best practices in teaching competencies
based on emotional intelligence.
Though almost every development program for emotional intelligence includes at least a few
of these best practices, optimal impact comes from their added potency when used in
combination. Some of them are mentioned below.
Assess the job: One basic question needs to be asked and answered before any training is
undertaken: What does it take to do this job superbly?
Gauge readiness: If people are not ready to take action, forcing them will lead to disaster:
the sham of going through the motions only to satisfy others, resentment rather than
enthusiasm, quitting.
Motivate: The more motivated people are to learn, the greater the effectiveness of the
training for them.
Prevent relapse: People need to be warned at the outset of training that they are likely to
experience bad days when they revert to their old habits. Show them how to learn valuable
lessons from those slips.
Give performance feedback: Knowing how we are doing keeps us on track. Feedback
means that someone notices whether or how well the new competence is being used
and lets us know.
Arrange support: Mentoring can serve as a coaching forum for boosting emotional
competence.





Emerging trends and Challenges regarding Emotional Intelligence:

When emotional intelligence first appeared to the masses in 1995, it served as the missing
link in a peculiar finding: people with average IQs outperform those with the highest IQs
70% of the time. This anomaly threw a massive wrench into what many people had always
assumed was the sole source of successIQ. Decades of research now point to emotional
intelligence as the critical factor that sets star performers apart from the rest of the pack.
Thats why emotional intelligence awareness is an emerging trend in todays world.
The most important challenge faced is people are confused
between Emotional Intelligence, IQ and personality. When heads
of development at Fortune 500 companies were asked what makes
it difficult for them to evaluate their own training programs, the
most common complaint was the lack of standards and yardsticks
available for training in the so-called soft skills like emotional
competencies.
An emotionally intelligent organization needs to come to terms with any disparities between
the values it proclaims and those it lives. Clarity about an organizations values, spirit and
mission leads to a decisive self-confidence in corporate decision-making. EI can definitely be
developed. However, the L&D practices at most organisations are not geared for it.
It requires an engagement of our emotional habits. By changing habits such as learning to
approach people positively instead of avoiding them, to listen better, or to give feedback
skilfully, is a more challenging task rather than just adding information.

Conclusion:

So it could be concluded that there is a strong correlation between Emotional Intelligence and
other factors which determine the success of a company and there should be proper training
given to the employees for enhancing the emotional quotient and developing their Emotional
Intelligence traits or characteristics. However emotional intelligence is no magic bullet, no
guarantee of more market share or a healthier bottom line. The ecology of a corporation is
extraordinarily fluid and complex, and no single intervention or change can fix every
problem. But, as the saying goes, Its all done with people, and if the human ingredient is
ignored, then nothing else will work as well as it might. In the years to come, companies in
which people collaborate best will have a competitive edge, and to that extent emotional
intelligence will be more vital.













Reference List:

Book with Single Author:
Daniel Goleman (1998).Working with Emotional Intelligence
In-text reference: (Goleman, 1998)

Journal Articles:
HayGroup (2000), "Transformational leadership as management of emotion: a
conceptual review", in Ashkanasy, N., Hartel, C.E.J., Zerbe, W.J. (Eds), Emotions
in the Workplace: Research, Theory, and Practice, Quorum Books, Westport, CT,
pp.221-35.
In-text reference: (HayGroup, 2000)
Boal, K.B., Hooijberg, R. (2000), "Strategic leadership research: moving on", The
Leadership Quarterly Yearly Review of Leadership, Vol. 11 No.4, pp.515-50.
In-text reference: (Boal & Hooijberg, 2000)
Benjamin Schneider (2001), "The EI debate: emotionally challenged", People
Management, Vol. 7 No.8, pp.40.
In-text reference: (Schneider, 2001)
The science of emotional intelligence: Current consensus and controversies.
Zeidner, Moshe; Roberts, Richard D.; Matthews, Gerald European Psychologist,
Vol 13(1), 2008, 64-78.
In-text reference: (Matthews & Roberts, 2008)
Cooper Cary (2007) "Emotions and leadership: the role of emotional intelligence",
Human Relations, Vol. 53 pp.1027-55.
In-text reference: (Cooper Cary, 2007)
James R (2003) Executive EQ: Emotional Intelligence in Leadership and
Organisations, Grosset/Putman, New York, NY.
In-text reference: (James R, 2003)
Website Article:
Emotional Intelligence - EQ by Travis Bradberry (2014,September 1)
Retrieved from Forbes website: http://www.forbes.com/
In-text reference: (James R, 2003)
The Six Seconds EQ Model by sixseconds (2010,January 27)
Retrieved from sixseconds website: http://www.6seconds.org/
In-text reference: (sixseconds, 2010)
Emotional Intelligence-Developing Strong "People Skills" by Caroline Smith and
the Mind Tools Team
Retrieved from Mind Tools website: http://www.mindtools.com/
In-text reference: (Mind Tools, 2014)
The emotional intelligence advantage by Times of India (2014,September 12)
Retrieved from Times of India website: http://timesofindia.indiatimes.com/
In-text reference: (Mumbai Mirror, 2014)