Outline Review

1) Introduction
i) What is emotional intelligence?
ii) Origins of the concept.
iii) Characteristics of emotional intelligence.

2) Emotional intelligence in detail
i) Domains of emotional intelligence.
ii) Branches of emotional intelligence.
iii) Why is EQ so important?
iv) Who needs EQ?















What Is Emotional Intelligence?

It's not your IQ. Its not even a number. But emotional intelligence may be
the best predictor of success in life, redefining what it means to be smart.
Emotional Intelligence (EI) describes the ability, capacity, skill or, in the case
of the trait EI model, a self-perceived ability, to identify, assess, and manage the
emotions of one's self, of others, and of groups.
Emotional Intelligence is a general term used for our level of competence in
our personal and interpersonal skills. In work environments research reveals
that that mastery of these personal and interpersonal skills is the single most
important determinant of our performance success. It is also a major
determinant in how we feel, think and act. Emotional Intelligence will
determine how well you know and manage yourself, how well you handle what
happens to you and how well you interact and handle others.
Emotional intelligence includes a broad array of sub-skills including how we
monitor our own and others feelings and emotions, how we discriminate and
assess and how we use this knowledge to guide our thinking and actions. It
includes assertiveness, impulse control, adaptability, motivation and optimism.

Origins of the Concept
The earliest roots of emotional intelligence can be traced to Darwins work on
the importance of emotional expression for survival and second adaptation. In
the 1900s, even though traditional definitions of intelligence emphasized
cognitive aspects such as memory and problem-solving, several influential
researchers in the intelligence field of study had begun to recognize the
importance of the non-cognitive aspects. For instance, as early as 1920, E. L.
Thorndike used the term social intelligence to describe the skill of
understanding and managing other people.
Similarly, in 1940 David Wechsler described the influence of non-intellective
factors on intelligent behavior, and further argued that our models of
intelligence would not be complete until we can adequately describe these
factors. In 1983, Howard Gardner's Frames of Mind: The Theory of Multiple
Intelligences introduced the idea of Multiple Intelligences which included both
Interpersonal intelligence (the capacity to understand the intentions,
motivations and desires of other people) and Intrapersonal intelligence (the
capacity to understand oneself, to appreciate one's feelings, fears and
motivations). In Gardner's view, traditional types of intelligence, such as IQ, fail
to fully explain cognitive ability. Thus, even though the names given to the
concept varied, there was a common belief that traditional definitions of
intelligence are lacking in ability to fully explain performance outcomes.
The first use of the term "Emotional Intelligence" is usually attributed to
Wayne Payne's doctoral thesis, A Study of Emotion: Developing Emotional
Intelligence from 1985. However, prior to this, the term "emotional
intelligence" had appeared in Leuner (1966). Greenspan (1989) also put forward
an EI model, followed by Salovey and Mayer (1990), and Goleman (1995).
As a result of the growing acknowledgement by professionals of the
importance and relevance of emotions to work outcomes, the research on the
topic continued to gain momentum, but it wasnt until the publication of Daniel
Goleman's best seller Emotional Intelligence: Why It Can Matter More Than IQ
that the term became widely popularized. Nancy Gibbs' 1995 Time magazine
article highlighted Goleman's book and was the first in a string of mainstream
media interest in EI. Thereafter, articles on EI began to appear with increasing
frequency across a wide range of academic and popular outlets.
Characteristics of Emotional Intelligence
Emotional intelligence can be compared and contrasted with a number of
other parts of personality. These other parts are distinct from emotional
intelligence both conceptually and empirically. Moreover, although a person
may be high in emotional intelligence, they may be high or low in many of
these other characteristic.
Empathy: including a feeling for others, sympathetic reactions to their
feelings, and imaginative involvement in how the other person might be
feeling.
Emotional self-efficacy: a persons belief that he or she possesses
empathy and assertiveness as well as elements of social intelligence,
personal intelligence, and ability emotional intelligence.
Socio-emotional effectiveness: an individuals capacity to navigate the
social world in an effective manner, accomplishing his or her goals as
needed.
Socio-emotionally effective behaviour: the observable acts of the
individual the lead to emotional and social effectiveness of interactions
with others.
We need to practice emotional intelligence on our daily life, if we want to get
the best results possible and achieve our maximum goals either personal or
financial. Emotional intelligence can be used in a wide variety of areas. You
can be using emotional intelligence to motivate. You can use emotional
intelligence for personal relationships, for business relationship and for
motivation also. Emotional intelligence is very effective for leaders. A leader
can be for anything or anyone that needs guidance, strategy, motivation and
productivity. A defective leader will be good at those areas and thus achieve
maximum results. Our emotions are perceived by the people around us, even
when we are not talking with the person or are non verbal our emotions are
match by that person.
Relationships are the way we interact every day, we need to relate with
everyone for business, work, family, love, friends and anything else. The people
that have high emotional intelligence are the ones that have better personal
relationships and can get the most out of them.
For Example: If you are dealing with a teenager and you want get an
agreement with him you need to apply emotional intelligence, you cant just
impose your decisions, the teenager will react against you or in defence of you
and all communications will be done. First you should not centre your feelings
on you, but in him, ask him how he feel, what his interest are and how you can
help him solve it. Even if you disagree with him, let him know that you
understand him and that you just want to talk and get the most for both of us.
Another example is when you are in a pressure situation; you might feel in a
really bad mood and if you cant control your emotions you will say create of
very small problems a disaster.
Generally speaking, emotional intelligence improves an individuals social
effectiveness. Higher the emotional intelligence, better are the social relations.
Goleman wrote: if emotional abilities are not in hand, if you dont have self-
awareness, if you are not able to manage distressing emotions, or you cannot
have effective relationship, then no matter how smart you are, you are not going
to get very far.
Domains of Emotional Intelligence
Goleman highlights five domains of EI Intrapersonal, Interpersonal,
Adaptability, Stress management and General mood.



Domains of
Emotional
Intelligence
Intrapersonal
Interpersonal
Adaptability
Stress
Management
General
Mood
1. Intrapersonal

Emotional self-awareness
It is the ability to be aware of ones feelings and emotions, to be able to
differentiate between them, to know what one is feeling and why, and to know
what caused the feelings. Thrive on open, honest, compassionate feedback.

Assertiveness
It is the ability to express feelings, beliefs, and thoughts and defend ones
rights in a non destructive manner. Assertive people are not over controlled or
shy. They can express themselves without being aggressive or abusive.

Self-regard
The ability to accept ones perceived positive and negative aspects as well as
ones limitations and possibilities. This person possesses inner strength and self-
confidence.

Self-actualization
It is the ability to realize ones potential capacities. Involved in pursuits that
lead to a meaningful, rich, and full life. Self-actualization is an ongoing,
dynamic process of striving toward maximum development of ones abilities,
capacities, and talents. This person persistently tries to improve oneself in
general.

Independence
It is the ability to function autonomously versus needing protection and
support. These people have self-confidence, inner strength, and a desire to meet
expectations and obligations, without becoming a slave to them.

2. Interpersonal

Empathy
It is the ability to be aware of, to understand, and to appreciate the feelings of
others. It is tuning in (being sensitive) to what, how, and why people feel the
way they do. Being empathetic means being able to emotionally read other
people.

Interpersonal relationship
It is the ability to establish and maintain mutually satisfying relationships that
are characterized by intimacy and by giving and receiving affection. This
component is not only associated with the desirability of cultivating friendly
relations with others, but with the ability to feel at ease and comfortable in such
relations.

Social responsibility
It is the ability to demonstrate oneself as a cooperative, contributing, and
constructive member of ones social group. This ability involves acting in a
responsible manner, even though one may not benefit personally. This person
takes on community-oriented responsibilities.

3. Adaptability

Problem-solving
It is the ability to identify and define problems as well as to generate and
implement potentially effective solutions. This person logically and
methodically goes through a problem and picks the best solution. This skill is
also linked to a desire to do ones best and to confront problems, rather than
avoiding them.

Reality testing
It is the ability to assess the correspondence between what is experienced and
what objectively exists. This person searches for objective evidence to confirm,
justify, and support feelings, perceptions, and thoughts. In simple terms, reality
testing is the ability to accurately size up the immediate situation.

Flexibility
It is the ability to adapt to unfamiliar, unpredictable, and dynamic
circumstances. Flexible people are agile, synergistic, and capable of reacting to
change, without rigidity. These people are able to change their minds when
evidence suggests that they are mistaken. They are generally open to and
tolerant of different ideas, orientations, ways, and practices.

4. Stress management

Stress tolerance
It is the ability to withstand adverse events and stressful situations without
falling apart by actively and positively coping with stress. Also involves
problem-solving, optimism, knowledge of stress coping strategies, and practice
using them.
People who have good stress tolerance tend to face crises and problems,
rather than surrendering to feelings of helplessness and hopelessness.


Impulse control
It is the ability to resist or delay an impulse, drive, or temptation to act.
Problems in impulse control are manifested by low frustration tolerance,
impulsiveness, anger control problems, abusiveness, loss of self-control, and
explosive and unpredictable behaviour. Sometimes this skill is also called self-
regulation or delaying gratification. It involves self-control and the ability to
handle our emotions.

5. General mood

Happiness
It is the ability to feel satisfied with ones life, to enjoy oneself and others, and
to have fun. Happy people often feel good and at ease in both work and leisure;
they are able to let their hair down, and enjoy the opportunities for having
fun. Happiness is a by-product and/or barometric indicator of ones overall
degree of emotional intelligence and emotional functioning.


Optimism
Optimism is the ability to look at the brighter side of life and to maintain a
positive attitude, even in the face of adversity. Optimism assumes a measure of
hope in ones approach to life. It is a positive approach to daily living.
Optimism is the opposite of pessimism, which is a common symptom of
depression.

Branches of emotional intelligence
1. Perceiving Emotion: The initial, most basic area had to do with the
nonverbal reception and expression of emotion. Evolutionary biologists and
psychologists have pointed out that emotional expressions evolved in animal
species as a form of crucial social communication. Facial expression such as
happiness, sadness, anger and fear were universally recognizable in human
beings. The capacity to accurately perceive emotions in the face or voice of
others provides a crucial starting point for more advanced understanding of
emotions.

2. Using Emotions to Facilitate Thought: The ability to access an emotion and
reason with it (use it to assist thought and decisions). This was the capacity of
the emotions to enter into and guide the cognitive system and promote
thinking. For example, cognitive scientists pointed out that emotions
prioritize thinking. In other words: something we respond to emotionally, is
something that grabs our attention.

3. Understanding Emotions: Happiness usually indicates a desire to attack or
harm others; fear indicates a desire to escape and so forth. Each emotion
conveys its own pattern of possible messages, and actions associated with
those messages. A message of anger, for example, may mean that the
individual feels treated unfairly. Understanding emotional messages and the
actions associated with them is one important aspect of this area of skill.

4. Managing Emotions: finally emotions often can be managed. A person
needs to understand emotions convey information. To the extent that it is
under voluntary control, a person may want to remain open to emotional
signals so long as they are not too painful and block out those that are
overwhelming. In between, within the persons emotional comfort zone, it
becomes possible to regulate and manage ones own and others emotions so
as to promote ones own and others personal and social goals.
Why is EQ so important?

E.Q. predicts higher work performance three times better than I.Q.
Prediction range varies between 15 45%
Leadership is largely an emotional intelligence.
All interaction can be gauged along a continuum from emotionally toxic to
nourishing
Two-thirds of workers say communication problems are the leading cause
preventing them from doing their best work.
People with higher emotional intelligence are likely to have better social
support, and fewer problematic interactions with others.
People higher in emotional intelligence are less likely to abuse
drugs and alcohol.
People higher in emotional intelligence are more satisfied with
their social networks and appear to receive more social support.
People higher in emotional intelligence seemed to more
successfully avoid interpersonal arguments and fights.
The individual is better able to avoid drug problems, arguments, and
interpersonal violence. These predictive relationships are at levels that are
customary for personality variables. There is nothing extra small or extra large
about the effects. That said, because high emotional intelligence involves the
more successful resolution of personal conflict and lower levels of aggression, it
is a highly desirable, and, often, personally valuable, attribute to possess. It
seems plausible (though there is no direct empirical evidence for it yet) that
when groups possess higher average emotional intelligence, they may behave in
a more peaceful manner.
In the world, most companies do practice or hire applicants who exhibit high
IQ or intelligence quotient as opposed to EQ or emotional intelligence.
If you were a business owner and needed to fill a company position involving
a lot of work pressure, would you consider someone who scored high in the IQ
exam? Would you risk bringing in someone with the competencies but lacking a
deeper understanding of relationships and work-related dynamics?
* * * *
Once upon a time there was a farmer who was looking for a good farm
manager. The first applicant came in and presented his impressive credentials.
Right away the farmer asked what he would do if there happened to be a pebble
in his shoe. The first applicant said he wouldnt bother with it and just get on
with the job then proceeded to impress the farmer with his extensive knowledge
of hydroponics.
The farmer met the second applicant, who was a young guy with a fancy
management degree. Asked the same question about the pebble, the second
applicant thought a bit and said he could endure the minor predicament. Then
he and the farmer chatted about the future of bio-fuel farming until the cows
came home.
Undecided, the farmer went on to pose the same question to the third
applicant, who didnt get a degree from one of those fancy business schools but
certainly had spent a lot of time working on farms and getting along with
country folk in between school terms. Being a practical fellow, the third
applicant grinned: I wouldnt be comfortable on the job with a pebble in my
shoe. Why Id remove it right away!
Youre hired, said the farmer.
* * * *
The farmers story illustrates the importance of emotional intelligence.
Emotional intelligence, according to David Wechsler is the aggregate or
global capacity of the individual to act purposefully, to think rationally, and to
deal effectively with his environment.
I, too, would have hired the third applicant, who rather than play safe or try to
make an impression on the farmer who was able to deal with a problem right
away. Only someone who could perceive the pain and hassle of working with a
pebble in ones shoe would truly understand how to run a business effectively
and produce greater yields.
Technical expertise is necessary, but more effective when balanced with the
greater ability to handle frustration, rein in emotions and get along with
people. The best people are not the ones out for the fame or the money. While
returns and recognition are important, these are only stepping stones to self-
fulfilment. What really keeps them going is the passion for the trade or craft,
personal dignity and a sense of relevance in the community.
WHO NEEDS EQ?
Emotional Competence has everything to do with acting SMART - having the
skills to manage your emotions to help you make choices in-the-moment and
have more effective control over yourself and your impact on others.
If your business is serious about high performance, bringing out the best in
their team, enhancing career potential, getting teams working more productively
and harmoniously and improving your results, then improving emotional
intelligence is a must.
Benefits for Leaders and Managers
Teams depend on their leaders to bring out the best in them. Productivity and
performance of others is directly related to the levels of EQ of managers and
leaders. People managing skills are more important than any other single skill
are for management today.
Benefits for Technical Experts
Technical experts have often risen in organizations due to very specific skills
and as they hit management levels the fast development of people skills
becomes critical. They need to build interpersonal skills to bring out the best in
teams and to projects are completed on schedule. It is also important to achieve
creativity and problem solving innovation.
Benefits for Support Staff
EQ help support staff effectively handle workloads, interactions with peers
and bosses, multiple demands, interruptions and tight deadlines. Work flow and
projects run more smoothly.
Benefits for Teams
Team members need high levels of emotional management and interpersonal
effectiveness to achieve productive results. EQ will stimulate synergy and
innovation in team environments.
Benefits for Client contact Staff
Clients can easily trigger us into ineffective behaviour. Client contact success
is totally dependent on ones level of EQ. Traits such as developing positive
outlooks, showing empathy, listening attentively, communicating effectively all
significantly affect sales results. When customers are complaining, the ability
for staff to manage their own internal emotional states becomes critical. Skills
in conflict resolution, rapport building and solving problems are hallmarks for
high customer loyalty.

According to Daniel Goleman in his landmark Harvard Business Review article
"What Makes a Leader?"
" when I calculated the ratio of technical skills, IQ and emotional intelligence
(identified in competency models from 188 companies) as ingredients of
excellent performance, emotional intelligence was twice as important as the
others for jobs at all levels. Moreover, my analysis showed that emotional
intelligence played an increasingly important role at the highest levels of the
company, where differences in technical skills are of negligible importance "

"In short, the numbers are beginning to tell us a persuasive story about the
link between a company's success and the emotional intelligence of its leaders.
And just as important, research is also demonstrating that people can, if they
take the right approach, develop their emotional intelligence."

Six Principles of Emotional Intelligence
Our approach to emotional intelligence begins with these six principles:
1. Emotion is information.
2. We can try to ignore emotion, but it doesnt work.
3. We can try to hide emotions, but we are not as good at it as we think.
4. Decisions must incorporate emotion to be effective.
5. Emotions follow logical patterns.
6. Emotional universals exist, but so do specifics.