¶ … Emotional Intelligence (EQ) Impacts Business Today
The article discusses how emotional intelligence (EQ) impacts business today in light of its increased use in the modern business environment. The discussion begins with an evaluation of the concept of emotional intelligence and the reasons it was introduced by Daniel Goleman in 1998. This is followed by an evaluation of the difference between emotional intelligence and intelligence quotient and the use of the concept of emotional intelligence in business today. The last two sections examine the effect of the use of emotional intelligence on business today and the reason for the increased demand for employees with high emotional intelligence.
Companies once believed that hiring individuals with high Intelligence Quotients (IQs) was a reflection of a sound recruiting strategy until the concept of Emotional Intelligence (EQ) emerged. Emotional Intelligence introduces a new way of looking at the root cause of the successes and failures of several business professionals. The concept explains why some people with Intelligence Quotients flounder, and why those with moderate IQs do surprisingly well. As a result, Emotional Intelligence is a term and concept that is being increasingly within human resource departments and slowly finding its way in the executive board rooms. Generally, emotional intelligence is becoming a major concept in the modern working environment as a replacement of the concept of Intelligence Quotient. The concept is simply described as how well people understand and manage their emotions as individuals and how well they develop and maintain relationships with others. As the concept has created a lot of buzz in the business world, it's important to examine why managers want people with high emotional intelligence not intelligence quotient.
The Concept of Emotional Intelligence:
The concept of emotional intelligence was introduced to a wide audience by Daniel Goleman in 1995 when he published a book on the subject. He was also the first person to apply the concept in business in 1998 when he published an article on the topic in Harvard Business Review. Goleman was one of the main researchers who examined how to describe emotional intelligence and the behaviors that demonstrated skill or lack of it when using this concept. His research work included conducting a survey of approximately 200 large, global companies. Goleman discovered that the conventional qualities of leadership such as determination, vision, and intelligence are insufficient though they are required. As a result, truly effective leaders are also differentiated by a high sense of emotional intelligence (Goleman, 2004). In this case, emotional intelligence includes self-awareness, self-regulation, empathy, social skill, and motivation. While these qualities of emotional intelligence seem soft and inappropriate for the business world, there is a strong link between emotional intelligence and quantifiable business outcomes or results.
There are many stories of businesspeople who were promoted into executive positions because they were highly intelligent and highly skilled but failed to succeed in the leadership position. On the contrary, there are also people with solid, but not extraordinary, intellectual capabilities and technical skills who were promoted into such leadership and executive positions and achieved much success. These examples support the prevalent notion that identifying people who are fit for leadership positions is more of an art than science. This is primarily fueled by the differences in personal leadership styles and the need for different kinds of leadership in different situations and scenarios.
In his analysis, Goleman found out that the most effective leaders are similar in one major way i.e. they have a high degree of emotional intelligence. While intelligence quotient and technical skills are not irrelevant, they only serve as entry level requirements or threshold capabilities of executive positions. Goleman argued that his research clearly demonstrated that this concept is the sine qua non-of leadership, since it's the key to making a person a great leader. Emotional Intelligence gives an individual the cutting edge and an upper hand that is not realized with intelligence quotient and technical skills. Actually, emotional intelligence is twice as important as the ingredients of IQ and technical skills in promoting excellent performance. Moreover, this concept has played an ever-increasing vital role at the highest levels of organizations, business, and companies where differences in IQ and technical skills are of negligible significance (Goleman, 2004).
As a major concept in today's business, emotional intelligence is based on five major elements i.e. self-awareness, self-regulation, social skills, empathy, and motivation. Self-awareness is having a profound understanding of individual strengths, needs, weaknesses, drives, and emotions (Chastukhina, 2002). As a result, the individual is very honest with himself or herself and is not unrealistically hopeful or overly critical. Self-regulation is an ongoing individual process that frees the person from being a hostage of his/her feelings. People with a high sense of self-regulation tend to have the ability of facing the uncertainties of an improving industry. he/she exercises...
In other words Emotional Intelligence means that the individual is capable of: (1) Accurately perceiving emotions in oneself and others; (2) Uses emotions to facilitate thinking; (3) Understands emotional meanings; and (4) Manages emotions well. This model is referred to as the 'ability' model of emotional intelligence. (Mayer & Salovey, 1997) DANIEL GOLEMAN-PERSONAL & SOCIAL COMPETENCE Daniel Goleman proposed the model of emotional intelligence based on the Personal and Social competencies
It is: "Intelligence comprises the mental abilities necessary for adaptation to, as well as shaping and selection of, any environmental context" (Quoted by Pfeiffer 2004 p. 138). Although Sternberg's concept notes that individuals act intelligently when they can adapt to their environment, but also when they can alter their environment to meet their needs; this was seen as consistent with a basis in a "common core of mental processes,
As emotionally intelligent employees are reportedly more content, conscientious and committed in the workplace, businesses and organizations are repeatedly advised to recruit and retain these individuals. Abraham (2006), nevertheless, reports that the strongest findings emerging from her study was.".. The effect of job control on emotional intelligence." She contends that emotionally intelligent employees will not just naturally thrive in their workplace; that the work environment needs to provide independence in
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Employment Law The following shall be answers to questions that relate to employment law. It shall be a case analysis. PG 93 Questions Southwest Airlines Company has accepted that it is an organization, which recruits only female workers. It rejects employing male workers. It has both weight and height limits which would inhibit male applicants. It stated that a Title VII outlaw on discrimination of sex justified its recruitment of female workers for
According to the authors, this can be done if employees are given a sense of importance in the organizations. Knowledge workers are already short in supplies and most competing rivals also compete to get the best human resource in terms of knowledge workers. It is therefore essential for any organization to retain this highly skilled part of their workforce and in order to do that organizations must eliminate the
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