1. What is EQ?

EQ is a part of social intelligence that cover our ability to watch ours’ and others’ feelings and
emotions, and use this information to guide one’s thinking and actions.
(Salovey & Mayer, 1990)
Meanwhile Goleman defines EQ as knowing, what you are feeling, and being able to handle
those feelings without them swamping you; being able to motivate yourself to get the job
done, to be creative and to perform at your peak; and sensing what others are feeling and
handling relationships effectively. (Goleman, 1995)
Another expert (Freedman et al) thinks that emotional intelligence is a way of recognizing,
understanding, and choosing how we think, feel, and act. It shapes our interactions with
others and our understanding of ourselves. It defines how and what we learn; it allows us to
set priorities; it determines the majority of our daily actions. Research suggests it is
responsible for as much as 80% of the "success" in our lives. (Freedman, Jenson, Rideout, &
Freedman, 1998)
My perception of EQ : something that involves our feelings and emotions to do an act or to
build a relationship with others.

2. Elements of EQ?
Goleman identifies 5 elements in EQ :
a. Self-Awareness
The ability to recognize and understand your own emotions (strengths, weakness, values,
and motives), and it’s in the lowest level in EQ because it doesn’t need the other elements.
To become a self-aware people, you have to be able to monitor your own emotions,
recognizing different emotional reactions, and precisely identify each particular emotion.
Self-aware individuals also acknowledge the relationships between the things they feel
and how they behave. These individuals are also capable of recognizing their own
strengths and limitations, are open to new information and experiences, and learn from
their interactions with others. People with self awareness are better in eavesdrop in on
their emotional responses to specific situations and to use this awareness as conscious
information (Elfenbein & Ambady, 2002).
b. Self-Management
From previous one, self-awareness is in the lowest level in EQ. Because if you’re not good
at knowing your own emotions (self-awareness) then you can’t manage your own
emotions (self-management). In addition to being aware of your own emotions and the
impact you have on others, emotional intelligence requires you to be able to organize and
manage your emotions. This doesn't mean putting emotions on lock-down and hide your
true feeling. It simply means waiting for the right time, place, and opportunity to express
your emotions. Self-management is all about expressing your emotions appropriately and
how well we can control our emotions. Those who are expert in self-management tend to
be flexible, easy to adapt in various situations, and remain positive after a failure. They
are also good in manage a conflict (McShane & Glinow, 2009).
c. Motivation
Motivation also a main role in emotional intelligence. People who are emotionally
intelligent are motivated by rewards such as fame, money, recognition, and acclaim.
Instead, they begin to have enthusiasm to fulfil their own needs and goals. They look for
things that can take them to rewards. Those who are competent in this area tend to be
action-oriented. They set goals, have a high need for achievement, and are always looking
for ways to do better job. They also tend to be extremely committed and good at taking
initiative when a task is put forth before them (Goleman, 1995).
d. Empathy
 Empathy is the ability to understand how others are feeling not just ourself, is absolutely
important to emotional intelligence. But this involves more than just being able to
recognize the emotional states of others. It also involves your responses to people based
on this information. When you feel that someone is sad, hopeless or disappointed with
something, you might treat them with extra care and concern or you might make an effort
so they can feel better than before. Those competent in this area are able to sense who
possess power in different relationships, help develop the people on their team, challenge
others who are acting unfairly, give a good feedback, and listen to those who need it
(Goleman, 1995).
e. Social Skills
Being able to interact well with others is another important aspect of emotional
intelligence. True emotional understanding involves more than just being friendly of
others but you also need to be able to put this information to work in your routine
interactions and communications. For instance, managers benefit by being able to
develop relationships and connections with employees, while workers can benefit from
being able to create a great connection with leaders and co-workers. Some important
social skills include active listening, verbal communication skills, nonverbal
communication skills, leadership, and persuasiveness (Goleman, 1995).

3. Impact to performance
In workplace, there’s no doubt if you have a good IQ then you’ll be success in your job. But
there’re many people unaware that having a good EQ will have a greater success rather than
just rely on IQ. Why? Because if you have a good EQ it means that you can control your
emotions and feelings. Most jobs involve social interactions between co-workers or
stakeholders. For example if a business leader have a good EQ, it can be shown by how they
manage their team. They tend to have a good leadership, can built a strong relation with
everyone (including their employees and partners) and their career will be great. In addition,
if they have a goal then they’ll be able to push others so they can achieve their goal
successfully. There are some research proves that people with good EQ are a great leader,
good at making decisions, and have a success in job interviews (Lopes, 2004).

Bibliography
Elfenbein, H. A., & Ambady, N. (2002). Predicting Workplace Outcomes from the Ability to Eavesdrop
on Feelings. Journal of Applied Psychology, 963-71.

Freedman, J., Jenson, A., Rideout, M., & Freedman, P. (1998). Handle with Care : Emotional
Intelligence Activity Book. California: Six Seconds Publications.

Goleman, D. (1995). Emotional Intelligence : Why it can matter more than IQ. New York: Bantam
Books.

Lopes, P. N. (2004, August). Emotional Intelligence and Social Interaction. Personality and Social
Psychology Bulletin 30, 1018-34.

McShane, S. L., & Glinow, M. A. (2009). Workplace Emotions, Attitudes, and Stress. In S. L. McShane,
& M. A. Glinow, Organizational Behaviour (pp. 72-73). New York: McGraw-Hill.

Salovey, P., & Mayer, J. D. (1990). Emotional Intelligence. Emmotional Intelligence, 189.