You might be interested in this article which compares the Goleman model of EI to a more socially responsible one, and one which is based more closely on the work of the academic work of Mayer and Salovey, the leaders in the academic work on emotional intelligence.
http://eqi.org/hrcom1c.htm
Steve
http://eqi.org/hrcom1c.htm
Steve
Hi,
In the past 5 years I have hardly come across EI being practised by any HR department or function for that matter.
I had written an article in a Psychology magazine on EI almost 8 years back.
Largely EI has remained a personal tool and practised by HR in a very few organizations at specific process areas. During Coaching, Counselling for Manager Employee Relations, Selection and Interview, During Performance Appraisal, day to day interactions.
Emotional Intelligence has evolved from Social Intelligence. Emotions are held by individuals. Individuals emotions are projected on each other. This positively, negatively and indifferently affects others and in return the reactions affect us. Thus what the original definition talked about is - Know your emotions, know the other persons emotions, acknowledge how your emotions are affecting the other person, see how the other persons emotions are affecting you. Take action based on this intelligence. This is emotional intelligence at the base level.
If you have seen the movie Sister Act - Whoopi Goldberg gets the Choir to sing Church Pop for the Pope! While her senior expects to be admonished for it, the act is praised by the Archbishop which surprises the senior. The senior who had been bad to Whoopi Goldberg is brought down to tears when Whoopi says - that this was all the Seniors idea and she merely implemented it. This represented passion for work, creativity and the ability to take others along with you and share success. Whoopi was able to judge the emotions correctly and handle it wisely.
For a true insight into this - when you watch movies take clippings of instances. Many of them act as metaphors or examples for EI as practised in the corporate world.
Organisational EI - A speech from a charismatic leader may affect most employees. It does scrape their emotional layers differently...however over time are formed pockets of consensus and versions of agreement which filter and mix and over time has more or less the same effect on the mood of the organisation or large sections of it. So 1 Person transferring to a sea of emotions which starts ripples and then slowly subsides is what OEI is.
From India, Bangalore
1In the past 5 years I have hardly come across EI being practised by any HR department or function for that matter.
I had written an article in a Psychology magazine on EI almost 8 years back.
Largely EI has remained a personal tool and practised by HR in a very few organizations at specific process areas. During Coaching, Counselling for Manager Employee Relations, Selection and Interview, During Performance Appraisal, day to day interactions.
Emotional Intelligence has evolved from Social Intelligence. Emotions are held by individuals. Individuals emotions are projected on each other. This positively, negatively and indifferently affects others and in return the reactions affect us. Thus what the original definition talked about is - Know your emotions, know the other persons emotions, acknowledge how your emotions are affecting the other person, see how the other persons emotions are affecting you. Take action based on this intelligence. This is emotional intelligence at the base level.
If you have seen the movie Sister Act - Whoopi Goldberg gets the Choir to sing Church Pop for the Pope! While her senior expects to be admonished for it, the act is praised by the Archbishop which surprises the senior. The senior who had been bad to Whoopi Goldberg is brought down to tears when Whoopi says - that this was all the Seniors idea and she merely implemented it. This represented passion for work, creativity and the ability to take others along with you and share success. Whoopi was able to judge the emotions correctly and handle it wisely.
For a true insight into this - when you watch movies take clippings of instances. Many of them act as metaphors or examples for EI as practised in the corporate world.
Organisational EI - A speech from a charismatic leader may affect most employees. It does scrape their emotional layers differently...however over time are formed pockets of consensus and versions of agreement which filter and mix and over time has more or less the same effect on the mood of the organisation or large sections of it. So 1 Person transferring to a sea of emotions which starts ripples and then slowly subsides is what OEI is.
From India, Bangalore
Emotional Intelligence
Emotional intelligence (EI) is the ability to monitor your own and others’ emotions, to discriminate among them, and to use the information to guide your thinking and actions. EI has its roots in the concept of social intelligence, which was introduced over 75 years ago, but scholars spent most of this time focused on cognitive intelligence. Now, many are realizing that emotional intelligence is just as important for an individual’s success at work and in other social environments. Emotional intelligence includes the five dimensions described below.
• Self-awareness – People with high self-awareness recognize and understand their moods, emotions, and needs. They perceive and anticipate how their actions affect others. Self-aware people are also comfortable talking about and admitting their limitations, so they know when to ask for help. Notice that this (as well as some other EI dimensions described here) is similar to the self-monitoring personality concept .
• Self-regulation-This is the ability to control or redirect emotional outbursts and other impulse behaviors. For example, rather than yelling at a client, you manage to remain calm and later “talk out” the emotion to a coworker, self-regulation includes the ability to suspend judgment-to think through the consequences of their behavior rather than acting on impulse.
• Self –motivation-This includes stifling impulses, directing our emotions toward personal goals, and delaying gratification. Even when people do not achieve their goals, those with high motivation remain optimistic. Motivating yourself overlaps with the self-leadership concepts of self-reinforcement and constructive thought patterns.
• Empathy-empathy is the ability to understand and be sensitive tot he feeling, thoughts, and situation of others. This doesn’t mean adopting other people’s emotions, just being sensitized to them.
• Social skill- This is the ability to manage the emotions of other people. It requires social competence and skills to guide the way other people act. Social skill includes the ability to form networks of relationships and to build rapport-finding common interests and understanding with others. Social skill requires other elements of emotional intelligence, particularly empathy and self-regulation.
There is still much to learn about emotional intelligence, such as how robust are these five dimensions and how they relate to self-monitoring personality. At the same time, little is known about how to select or train people for emotional intelligence. The U.S. Air Force and a few other organizations are now using tests that select applicants with high emotional intelligence, although the quality of these tests is still uncertain. Hong Kong Telecom and many other companies offer training in emotional intelligence because it can, to some extent, be learned. However, people don’t develop emotional intelligence simply by learning about its dimensions. It requires personal coaching, plenty of practice, and frequent feedback. Emotional intelligence also increases with age; it is part of the process called maturity. Whether people are hired with high emotional intelligence or they develop it through coaching, we still need to learn whether people with high emotional intelligence are better at coping with the emotional dissonance created by emotional labor requirements
From India, Ahmadabad
Emotional intelligence (EI) is the ability to monitor your own and others’ emotions, to discriminate among them, and to use the information to guide your thinking and actions. EI has its roots in the concept of social intelligence, which was introduced over 75 years ago, but scholars spent most of this time focused on cognitive intelligence. Now, many are realizing that emotional intelligence is just as important for an individual’s success at work and in other social environments. Emotional intelligence includes the five dimensions described below.
• Self-awareness – People with high self-awareness recognize and understand their moods, emotions, and needs. They perceive and anticipate how their actions affect others. Self-aware people are also comfortable talking about and admitting their limitations, so they know when to ask for help. Notice that this (as well as some other EI dimensions described here) is similar to the self-monitoring personality concept .
• Self-regulation-This is the ability to control or redirect emotional outbursts and other impulse behaviors. For example, rather than yelling at a client, you manage to remain calm and later “talk out” the emotion to a coworker, self-regulation includes the ability to suspend judgment-to think through the consequences of their behavior rather than acting on impulse.
• Self –motivation-This includes stifling impulses, directing our emotions toward personal goals, and delaying gratification. Even when people do not achieve their goals, those with high motivation remain optimistic. Motivating yourself overlaps with the self-leadership concepts of self-reinforcement and constructive thought patterns.
• Empathy-empathy is the ability to understand and be sensitive tot he feeling, thoughts, and situation of others. This doesn’t mean adopting other people’s emotions, just being sensitized to them.
• Social skill- This is the ability to manage the emotions of other people. It requires social competence and skills to guide the way other people act. Social skill includes the ability to form networks of relationships and to build rapport-finding common interests and understanding with others. Social skill requires other elements of emotional intelligence, particularly empathy and self-regulation.
There is still much to learn about emotional intelligence, such as how robust are these five dimensions and how they relate to self-monitoring personality. At the same time, little is known about how to select or train people for emotional intelligence. The U.S. Air Force and a few other organizations are now using tests that select applicants with high emotional intelligence, although the quality of these tests is still uncertain. Hong Kong Telecom and many other companies offer training in emotional intelligence because it can, to some extent, be learned. However, people don’t develop emotional intelligence simply by learning about its dimensions. It requires personal coaching, plenty of practice, and frequent feedback. Emotional intelligence also increases with age; it is part of the process called maturity. Whether people are hired with high emotional intelligence or they develop it through coaching, we still need to learn whether people with high emotional intelligence are better at coping with the emotional dissonance created by emotional labor requirements
From India, Ahmadabad
Dear friends,
Namaskar.
May I request you to post the correlations ,if any, of emotional intelligence scale with
1. Maslow's security insecurity inventory.
2. Cattel's anxiety factor,
3.Taylor's Manifest anxiety scale and
4.Eysenk's Neuroticism scale.
Is thre any Indian adaptation of emotional intelligence scale?
If so, can the technical details be posted?
Regards,
Jogeshwar
From India, Delhi
Namaskar.
May I request you to post the correlations ,if any, of emotional intelligence scale with
1. Maslow's security insecurity inventory.
2. Cattel's anxiety factor,
3.Taylor's Manifest anxiety scale and
4.Eysenk's Neuroticism scale.
Is thre any Indian adaptation of emotional intelligence scale?
If so, can the technical details be posted?
Regards,
Jogeshwar
From India, Delhi
Hello Friends and Associates:
http://www.nexuseq.com is the URL for the Nexus EQ Alliance. At that location, you can find a full discussion, analysis, moderated post sites, and begin to understand a bit more about Emotional Intelligence.
Daniel Goleman was the definitive writer in this area; his book Emotional Intelligence: Why it can Matter More than IQ was published in 1995, so this field is comparatively new. Many of the thoughts, concepts and ideas in this book are focused on early development--but they also suggest the "why" of the actions of many of our clients and stakeholders in our HR careers.
I'd suggest to you from significant study in this area that you examine what Goleman defines as "intelligence" --and how emotions can become what he classifies as the center of aptitudes for living.
As to how we can learn from the concept; is this a be-all end-all method which will solve all our HR issues?
Absolutely not.
It can and does, however, offer insight into how we as HR Professionals can view Emotional Intelligence as offering on-the-job successes and challenges.
One of the issues which each of us as HR Professionals face daily is in how well we are able to empathize with others. Human issues with which we deal require a depth of understanding of human conflict.
Goleman's take on this issue seems to be that the ability to empathize is based on self-awareness. No intuitive explosion of insight there, but it's how we utilize that empathy that is key to understanding what those around us are feeling. Emotions, ladies and gentlemen, are quite often not put into words, but must be reckoned with by being able to understand not so much "what" someone is saying, but "how" something is being said.
As HR Professionals, we can enjoy a higher level of success if we are able to understand these issues.
Goleman identified a series of Educational Studies--beginning at the school level-- to highlight his work. Let me share some of the issues addressed in some of the studies and you be the judge if the issues addressed share traction with the issues you face in the HR Arena. This list, by the way is not complete, but is representative of the evaluations he summarizes.
Frustration Tolerance and Anger Management
Better able to express anger and frustration appropriately
Less aggressive behavior and more positive feelings
Better at handling stress
Less loneliness and Social Anxiety
More Responsible
Better able to focus on the task at hand
Less Impulsive, more self-control
Better able to take another person's perspective
Better at listening
Increased ability to analyze and understand relationships
Better at resolving conflicts and negotiating disagreements
Better at Problem solving
More skilled at communication
More sought out by peers
More "pro-social"
More democratic when dealing with others
Credit for itemization of this study to Daniel Goleman in the book mentioned previously.
How can this information be useful?
You be the judge of that by reading, researching, and determining if his insights, his beliefs, and the challenges he offers have validity in your HR Consults and/or Management.
All the best.
Alan Guinn, Managing Director
The Guinn Consultancy Group, Inc..
From United States, Bluff City
http://www.nexuseq.com is the URL for the Nexus EQ Alliance. At that location, you can find a full discussion, analysis, moderated post sites, and begin to understand a bit more about Emotional Intelligence.
Daniel Goleman was the definitive writer in this area; his book Emotional Intelligence: Why it can Matter More than IQ was published in 1995, so this field is comparatively new. Many of the thoughts, concepts and ideas in this book are focused on early development--but they also suggest the "why" of the actions of many of our clients and stakeholders in our HR careers.
I'd suggest to you from significant study in this area that you examine what Goleman defines as "intelligence" --and how emotions can become what he classifies as the center of aptitudes for living.
As to how we can learn from the concept; is this a be-all end-all method which will solve all our HR issues?
Absolutely not.
It can and does, however, offer insight into how we as HR Professionals can view Emotional Intelligence as offering on-the-job successes and challenges.
One of the issues which each of us as HR Professionals face daily is in how well we are able to empathize with others. Human issues with which we deal require a depth of understanding of human conflict.
Goleman's take on this issue seems to be that the ability to empathize is based on self-awareness. No intuitive explosion of insight there, but it's how we utilize that empathy that is key to understanding what those around us are feeling. Emotions, ladies and gentlemen, are quite often not put into words, but must be reckoned with by being able to understand not so much "what" someone is saying, but "how" something is being said.
As HR Professionals, we can enjoy a higher level of success if we are able to understand these issues.
Goleman identified a series of Educational Studies--beginning at the school level-- to highlight his work. Let me share some of the issues addressed in some of the studies and you be the judge if the issues addressed share traction with the issues you face in the HR Arena. This list, by the way is not complete, but is representative of the evaluations he summarizes.
Frustration Tolerance and Anger Management
Better able to express anger and frustration appropriately
Less aggressive behavior and more positive feelings
Better at handling stress
Less loneliness and Social Anxiety
More Responsible
Better able to focus on the task at hand
Less Impulsive, more self-control
Better able to take another person's perspective
Better at listening
Increased ability to analyze and understand relationships
Better at resolving conflicts and negotiating disagreements
Better at Problem solving
More skilled at communication
More sought out by peers
More "pro-social"
More democratic when dealing with others
Credit for itemization of this study to Daniel Goleman in the book mentioned previously.
How can this information be useful?
You be the judge of that by reading, researching, and determining if his insights, his beliefs, and the challenges he offers have validity in your HR Consults and/or Management.
All the best.
Alan Guinn, Managing Director
The Guinn Consultancy Group, Inc..
From United States, Bluff City
The easiest way to take advantage of emotional intelligence is to stop hiring people who don't exhibit the job related behaviors that are demanded by the job. Why hire people who need to change when we can just as easily hire people who will succeed without changing?
From United States, Chelsea
From United States, Chelsea
Dear friends,
Namaskar
Will any body attend to my following queries?
Regards,
Jogeshwar
May I request you to post the correlations ,if any, of emotional intelligence scale with
1. Maslow's security insecurity inventory.
2. Cattel's anxiety factor,
3.Taylor's Manifest anxiety scale and
4.Eysenk's Neuroticism scale.
Is thre any Indian adaptation of emotional intelligence scale?
If so, can the technical details be posted?
From India, Delhi
Namaskar
Will any body attend to my following queries?
Regards,
Jogeshwar
May I request you to post the correlations ,if any, of emotional intelligence scale with
1. Maslow's security insecurity inventory.
2. Cattel's anxiety factor,
3.Taylor's Manifest anxiety scale and
4.Eysenk's Neuroticism scale.
Is thre any Indian adaptation of emotional intelligence scale?
If so, can the technical details be posted?
From India, Delhi
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