Emotional Intelligence

Editor's Notes

• #19: The Goleman Model takes the approach that EQ provides the foundation for competencies of personal and social skills that lead to superior performance in the work place. In other words, a person’s EQ determines his or her potential for learning the practical emotional and social skills required to be a high performing individual. Goleman’s model comprises the four domains of Self Awareness, Self Management, Social Awareness and Relationship Management.
• #25: ANGELA While the approaches of the three models differ and measure different aspects of the EQ construct, all “share a common desire to understand and measure the abilities and traits related to recognising and regulating emotions in ourselves and in others.” (Emmerling & Goleman 2003). The different models tend be complementary rather than contradictory, and all three can contribute to improved leadership ability and creating a working environment that fosters high performance and success.
• #27: MARK Has it spread within Western society simply because societal and cultural norms dictate that it is now necessary to be cognisant of people’s feelings?
• #28: KIRRA Leaders need to manage the mood of an organisation. One of the primary challenges facing managers and leaders is how to lead and learn through EI and reasoning, instead of through more traditional management methods. The most gifted leaders are self aware
• #29: and empathetic.
• #30: They understand and can control their emotions
• #31: whilst intuitively grasping how others feel. It is the ability that enables leaders to know how they are feeling and why, and the impact their feelings have on their behaviour. So where does EI come from, and how do leaders learn to use it?
• #33: KIRRA Building trusting relationships: Develops specific ways to create and sustain trust with current and potential customers, team members, and within the organisation. Fosters loyalty in authentic and straightforward ways.
• #34: KIRRA Increasing energy and effectiveness under pressure: Develops specific, achievable ways to encourage mental awareness and expectancy. Encourages emotional commitment to the organisation’s strategic choices and vision.
• #35: Creating the future: Utilise the power of divergent views, and encourage the strengths and talents in one-self and others.
• #37: KIRRA Many studies suggest that EI is a skill that can be learned at almost any age, in fact, on average, people’s EI tends to increase as they age.
• #40: Much of the theory is grounded in western ideology. Given the degree of globalisation that has occurred since the concept of EQ was first put forward, is it time to examine the relevance and applicability of EQ on a more global scale?