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Name ADNAN KHAN

Department PSYCHOLOGY

Semester first (1st)

Class no 23 (twenty three)

Roll no 171323

Subject SOCIAL WORK

Assignment on = HOW TO WORK WITH EMOTIONAL INTELLIGENCE

Working with

Emotional Intelligence

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, and in this practical guide, renowned researcher and author

Daniel Goleman identifies them, explains their importance and shows how they

can be fostered.

The higher a person’s position, the more emotional intelligence matters — it

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is crucial for successful leadership. As Goleman documents, it’s 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.

Comprehensively researched, crisply written and filled with fascinating information from the

front lines of business, Working with Emotional Intelligence offers

good news to the employee looking for advancement and a wake-up call to leaders,

organizations and corporations.

Empathy –– Competencies

Because of differences in how well we have learned

the basic skills of social awareness, there are corresponding differences among us in

workplace competencies

that build on empathy. Empathy represents the foundation skill for all the social

competencies important for

work. These include:

• Understanding others: Sensing others’ feelings and

perspectives, and taking an active interest in their

concerns.

• Service orientation: Anticipating, recognizing and

meeting customers’ needs.

• Leveraging diversity: Cultivating opportunities

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through diverse people.

• Political awareness: Reading the political and social

currents in an organization. ●

Has emotional intelligence made a difference

in the workplace?

Every day we make emotionally charged decisions. We feel plan A is better

than plan B and we sometimes make choices based on our emotions or gut
feelings. When we understand the origin and source of these emotions,
especially when working in a team, we are more at attuned to each other. With
globalisation, emotional intelligence is more significant than ever when teams
are cross-cultural and global, increasing the complexity of interactions of
emotions and how they are expressed. Essentially, emotional intelligence in the
work places comes down to understanding, expressing and managing, good
relationships and solving problems under pressure.
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Emotional Intelligence in the Workplace

Conventional measures of intelligence – such as the IQ test – typically
focus on logic and reasoning in areas like math and reading comprehension.
The idea that this form of reasoning supports general success in the
workplace is persuasive, and certainly seems intuitive: It measures the ability
of the individual to grasp and synthesize facts in his or her environment.

In recent years, however, the idea that there is only a single form of
intelligence has come under increasing scrutiny. In the classroom, many
educators have embraced the Theory of Multiple Intelligences, developed by
Dr. Howard Gardner. Gardner considers verbal-linguistic intelligence and
logical-mathematical intelligence, the two areas measured by standard tests,
to be only two of nine different intelligences with a plethora of characteristics.

EMOTIONAL AWARENESS: Recognizing One’s Emotions and

Their Feelings

• 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

People with the ability to self-assess are:

• Aware of their strengths and weaknesses

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• Reflective, learning from experience

• Open to candid feedback, new perspectives, continuous

learning, and self-development

• Able to show a sense of humor and perspective about

Themselves.

SELF-CONFIDENCE

• People with this competence:

• Present themselves with self-assurance; have

“presence”

• Can voice views that are unpopular and go out on a limb for

what is right

• Are decisive, able to make sound decisions despite

uncertainties and pressuresy..

SELF-REGULATION

• means managing impulse as well as distressing feelings

• It depends on the working of the emotional centers in

tandem with the brain’s executive centers in the

prefrontal areas.

• These two primal skills – handling impulse and dealing

with upsets – are at the core of five emotional

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competencies:

1. Self-control: Managing disruptive emotions and impulses

effectively

2. Trustworthiness: Displaying honesty and integrity

3. Conscientiousness: Dependability and responsibility in

fulfilling obligations

4. Adaptability: Flexibility in handling change and challenges

5. Innovation: Being open to novel ideas, approaches, and

new information.

UNDERSTANDING OTHERS

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.

THE ART OF LISTENING • Listening well and deeply

means going beyond what is said by asking questions

restating in one’s own words what you hear to be sure

you understand.
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• This is “active” listening.

A mark of having truly heard someone else is to respond

appropriately, even if that means making some change in

what you do.

What Employers Want

A survey of American employers reveals that more than half the people who
work for them lack the motivation to keep learning and improving in their job. Four in
ten are not able to work cooperatively with fellow employees, and just 19 percent of
those applying for entry-level jobs have enough self-discipline in their work habits.

More and more employers are complaining about the lack of social skills in
new hires. In the words of an executive at a large restaurant chain: "Too many young
people can't take criticism--they get defensive or hostile when people give them
feedback on how they're doing. They react to performance feedback as though it were
a personal attack."

The problem is not just in new workers--it's true for some seasoned
executives as well. In the world of the 1960s and 1970s, people got ahead by going to
the right schools and doing well there. But the world is full of well-trained, once-
promising men and women who have plateaued in their careers--or worse, derailed--
because of crucial gaps in emotional intelligence.

In a national survey of what employers are looking for in entry-level

workers, specific technical skills are now less important than the underlying ability to
learn on the job. After that, employers listed:

[] Listening and oral communication

[] Adaptability and creative responses to setbacks and obstacles
[] Personal management, confidence, motivation to work toward goals, a sense
of wanting to develop one's career and take pride in accomplishments
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[] Group and interpersonal effectiveness, cooperativeness and teamwork, skills

at negotiating disagreements

[] Effectiveness in the organization, wanting to make a contribution, leadership

potential.

NEED FOR THE STUDY

Emotional Intelligence helps the employees to increase their emotional self-awareness,
emotional expression,
creativity, increase tolerance, increase trust and integrity, improve relations within and
across the organization
and thereby increase the performance of each employee and the organization as a whole.
“Emotional intelligence
is one of the few key characteristics that gives rise to strategic leaders in organizations”.
Emotional intelligence
plays a significant role in the organization and becomes an i
mportant criterion of evaluation for judgment of an
effective employee, increases productivity and trust within and across the organization.

CONCLUSION
Emotional intelligence plays an important role for employees in the organization. This
paper has made a better
understanding about the various reasons for emotion and better control over the emotion.
Handling emotions is
an important requirement for a HR for himself and among the employees as well. This
will help to increase

SUMMERY OF THE working with emotional intelligence

BY ADNAN KHAN
CLASS NO 23