Emotional intelligence refers to the wisdom of working with people. Extremely helpful in organizational settings, emotional intelligence can determine the success and failure of any leader, team, or department. Knowing how to navigate through tricky interpersonal conflicts in diverse workplace environments is the goal of developing emotional intelligence. The principles of emotional intelligence can be easily applied to the nine-step model. The nine-step model addresses the values at stake in any important decision and thus requires an investment of time and energy into consulting with team members. Taking context into account is also a part of the nine-step process and demands emotional intelligence. Individual team members will sometimes approach the decision-making process differently, have different priorities and different values. A leader with strong emotional intelligence skills will be able to listen to all available voices and capitalize on the strength of diversity rather than foment group conflict.
2. By transforming the essential organizational culture of GE, Beth Comstock must perform at least some generic benchmarking. Comstock incorporated a flexible, creative culture into the formerly restrained one at GE. To do so she must have garnered information from firms in various industries. Deciding what worked and what didn't, Comstock was able to introduce her new ideas to an old firm intelligently. Her prior work with Proctor & Gamble, FedEx, and 3M offered Comstock a wealth of information and experience from which to draw her plan for GE. Approaching organizational culture as an anthropologist enables generic benchmarking to become meaningful. The only way to invoke the radical changes in GE's corporate environment is to benchmark with firms of similar size, regardless of their areas of specialization. The ways large firms address their human resource and productivity needs are often stable across industries. Noting what GE must do to foster growth and innovation, Comstock and her team can make sure that GE remains competitive and at the forefront of their industry.
References
Brady, D. (2005). The transformer: Beth Comstock. Business Week. Aug 1, 2005.
I truly take an interest in what other people have to say, so this helps them to feel respected because they can tell I am not just going through the motions. I tend to live by the principle of the golden rule, that is, 'do unto others as you would have them do unto you.' I believe that great leadership is based on this principle, both in attitude and
Emotional Intelligence in Organizations The term "emotional intelligence" refers to a person's ability to identify and regulate his own emotions, as well as the ability to identify and respond appropriately to the emotions of others. The notion that emotional intelligence is linked to professional and commercial success has been around since the 1930s, when psychologist Robert Thorndike coined the phrase "social intelligence," essentially referring to intrapersonal and interpersonal communication skills. In
These factors were used to develop the Emotional Intelligence portion of the study. The study encompassed all four of these skill areas, placing equal weight on all four factors. Assumptions and Limitations As with any survey-based study, there are several assumptions and limiting factors that may effect the results obtained. Self-reporting surveys can be criticized for their inability to measure the honesty of the test subject. It is assumed that the test
Emotional intelligence is what makes people effective in social situations, or in any situation requiring self-control or calm responses to stress. In fact, a large component of what people used to call "street smarts" is related to emotional intelligence, because emotional intelligence refers to the ability to read other people, read situations, and react in ways that are conducive to desirable results. Emotional intelligence is easily as important as intellectual
Emotional intelligence Leadership - What makes a good leader? Emotional intelligence (EI) refers to the capability to recognize, manage and assess emotions. Some researchers propose that emotional intelligence can be learned and reinforced, while others claim it is an innate trait (Cherry, 2011). Emotional Intelligence has become a crucial part of how today's leaders meet the significant challenges they face everyday. Emotional Intelligence can help leaders in an increasingly difficult leadership
Armed with such information, transformational leaders can respond appropriately thus effectively averting possible fallout. This is a clear indication that they possess empathy. Empathy according to Goleman (2004) is "the ability to understand the emotional makeup of other people." By easily identifying with the thoughts and concerns of their followers, transactional leaders can better take a group's pulse while at the same time correctly reading its concerns and thoughts. Further,
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