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EMOTIONAL INTELLIGENCE:EI IS Related To Emotions and Intelligence

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Organizational Psychology­ (PSY510)
VU
LESSON 25
EMOTIONAL INTELLIGENCE
Emotional Intelligence, also called EI, describes an ability, capacity, or skill to perceive, assess, and manage
the emotions of one's self, of others, and of groups. However, being a relatively new area, the definition of
emotional intelligence is still in a state of flux.
It may also be defined as the ability to recognize and monitor our own emotions and those of others and to
use this information as a guide to thinking and actions.
Robert Cooper and Aymen Sawaf defined emotional intelligence as "the ability to sense, understand, and
effectively apply the power and acumen of emotions as a source of human energy, information, connection
and influence."
Therefore, emotional intelligence is the ability to use emotional information and emotional energy to
understand and motivate self and others for personal and professional development, and to create an
environment of harmony with fellow persons to achieve success.
For many decades and centuries, a lot of emphasis has been placed on certain aspects of intelligence such as
cognitive skills, logical reasoning, math skills, spatial skills, understanding analogies, verbal skills etc. We can
however see that some of the top achievers were not clever at all in childhood and a significant proportion
of who were clever are not at the top now. Researchers were puzzled by the fact that while IQ could predict
to a significant degree the academic performance and, to certain degree, professional and personal success,
there was something missing in the equation. Some of those with great IQ scores were not doing well in
life, perhaps wasting their potential by thinking, behaving and communicating in a way that hindered their
chances to succeed. One of the major missing parts, discovered later, in the success equation is emotional
intelligence.
Importance of Emotional Intelligence
75% of careers are derailed for reasons related to emotional competencies, including inability to handle
interpersonal problems; unsatisfactory team leadership during times of difficulty or conflict; or inability to
adapt to change or elicit trust (The Centre for Creative Leadership, 1994). People who accurately perceive
others' emotions are better able to handle changes and build stronger social networks. Social and emotional
abilities were four times more important than IQ in determining professional success and prestige.
Daniel Goleman revolutionised the literature about emotional intelligence saying emotional quotient (EQ) is
more important than IQ in obtaining and retaining jobs.
Salovy and Mayer 1990 also postulated that emotional intelligence is linked to problem solving and
achievement. It is also described that while interacting with members of the social environment, emotionally
intelligent people produce win-win relationship and outcome for themselves and others. Emotionally
intelligent people develop a magnetic field of emotional attraction around them and often are the owners of
an ever-increasing network of social relationships. They provide a nucleus of support to all others around
and are able to sustain progress for themselves and those in their team.
Emotionally intelligent people are capable of diagnosing and monitoring the internal environment of their
own and others' minds and show remarkable skills in managing mutually beneficial relationships with
others.
Emotionally intelligent people are generally optimistic, flexible and realistic, and are fairly successful in
solving problems and coping with stress without losing control. This is a road to sure success and can be
acquired. Sandra Ford Watson , international author of book Courage said, emotional intelligence is a
required skill if you are to lead or work successfully with a group or team.
Daniel Goleman isolated five elements/dimensions of EI:
1.  Self-awareness
Being aware of your emotions and their strengths and weaknesses
2.  Self-management
Using awareness of your emotions to manage your response to different situations and people.
3.  Self Motivation
Motivating self for doing job and achieving success.
4.  Empathy
Understanding the perspectives of other people including their motivations, their emotions, and the
meaning of what they do and say.
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Organizational Psychology­ (PSY510)
VU
Social skills
5.
Using awareness of one's own emotions and the emotions of others to manage relationships to a
successful outcome.
EI IS Related To Emotions and Intelligence
Each emotion expresses a quantity or magnitude in a positive/negative scale. This way, we experience
positive and negative emotions in different degrees and with diverse intensity. We can experience abrupt or
gradual changes of emotional intensity, either towards the positive or negative side. That is to say, all
emotion represents a magnitude or measurement along a continuum that can take positive or negative
values. Positive emotions are emotions such as: Love, joy, surprise, etc., while negative emotions are Fear,
sadness, anger, disgust, shame, etc.
Intelligence is a property of mind that encompasses many related mental abilities, such as the capacities to
reason, plan, solve problems, think abstractly, comprehend ideas and language, and learn.
An intelligence quotient or IQ is a score derived from one of several different standardized tests attempting
to measure intelligence. IQ tests are generally designed and used because they are found to be predictive of
later intellectual achievement, such as educational achievement. IQ also correlates with job performance and
income, although in all cases other factors explain most of the variance. Recent work has demonstrated
links between IQ and health.
In 1905 the French psychologist Alfred Binet published the first modern intelligence test, the Binet-Simon
intelligence scale. His principal goal was to identify students who needed special help in coping with the
school curriculum. Along with his collaborator Theodore Simon, Binet published revisions of his
intelligence scale in 1908 and 1911, the last appearing just before his untimely death.
Multiple Intelligences
Charles Spearman and Cyril Burt, researchers in the early 1900's, created a remarkable theory that would
expand to the current science of multiple intelligences. Before them, scientists had left unanswered the exact
nature of intelligence. They believed that there was a collection of various specific abilities "s", such as
mathematical or writing ability, that unified into a single factor of intelligence, "g". This theory provided that
the g factor was more important to the specific s factors than others by a given multiplicative value,
depending on the s factor. For example, they concluded that g was 4.5 times more important to
mathematical skill than it was to musical aptitude.
Although crude, these ideas formed the foundation upon which multiple intelligences, a much kinder
science, would lie. With the popularity of these ideas came the idea that each person had a different area of
aptitude, and thus that people who tested poorly on a Stanford-Binet or other standardized verbal or logical
examination were not necessarily lower in intelligence.
Howard Gardner, is another forerunner in the field who labels behavior into the aptitudes in seven types of
intelligence. The following dimensions of multiple intelligence were identified by Gardner:
Multiple intelligence consists of 10 dimensions:
Logical
You may be number smart. You will be good at mathematics and other number activities; you are also good
at solving problems. This is sometimes called being Logical smart.
Verbal
You may be word smart. You will enjoy reading, writing and talking about things. This is sometimes called
being Linguistic smart
Interpersonal
You may be people smart. You will like to mix with other people and you will belong to lots of clubs. You
like team games and are good at sharing. This is sometimes called being Interpersonal smart.
Intrapersonal (Being alone)
You may be myself smart. You will know about yourself and your strengths and weaknesses. You will
probably keep a diary. This is sometimes called being Intrapersonal smart
Spatial
You may be picture smart. You will be good at art and also good at other activities where you look at
pictures like map reading, finding your way out of mazes and graphs. This is sometimes called being
Visual/Spatial smart.
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Musical
You may be music smart. You will enjoy music and can recognise sounds, and timbre, or the quality of a
tone. This is sometimes called being Musical smart.
Kinesthetic (Body Movement)
You may be body smart. You will enjoy sports and are good at swimming, athletics, gymnastics and other
sports. This is sometimes called being Kinaesthetic smart.
Naturalist (Concern with nature)
You may be nature smart. You will like the world of plants and animals and enjoy learning about them. This
is sometimes called being Naturalistic smart
Existential (Personal mission)
Knowing the reason for one's existence. In other words, knowing about the mission of his or her.
Emotional
Understanding the emotions of oneself, and others.
Emotional intelligence is related to:
1. Success in job
2. Effectiveness
3. Adoption and change in organizations
4. Life success
5. Leadership
Many organizations are using EI as a basis for selection, promotion and prediction of employee behavior
and success in organizations
REFERENCES
·  Luthans, Fred. (2005). Organizational Behaviour (Tenth Edition). United States: McGraw Hill Irwin.
·  Mejia, Gomez. Balkin, David & Cardy, Rober. (2006). Managing Human Resources (Fourth Edition).
India: Dorling Kidersley Pvt. Ltd., licensee of Pearson Education in South Asia.
·  Robbins, P., Stephen. (1996). Organizational Behaviour (Seventh Edition). India: Prentice Hall, Delhi.
·  Huczynski, Andrzej & Buchanan, David. (1991). Organizational Behaviour: An Introductory Text
(Second Edition). Prentice Hall. New York.
·  Moorhead, Gregory & Griffin, Ricky. (2001). Organizational Behaviour (First Edition). A.I.T.B.S.
Publishers & Distributors. Delhi.
·  Intelligence Quotient: Retrieved froim: http://en.wikipedia.org/wiki/Intelligence_quotient
·  Emotional Intelligence: Regrieved from: http://library.thinkquest.org/C0121653/contradictory.htm
FURTHER READING
·  Intelligence: http://en.wikipedia.org/wiki/Intelligence_(trait)
·  Armstrong, Thomas. Multiple Intelligences in the Classroom. Alexandria, VA: Association for
Supervision and Curriculum Development, 1994:
http://www.thomasarmstrong.com/books_videos.htm#Multiple Intelligences in the Classroom
·  Armstrong, Thomas. 7 Kinds of Smart: Identifying and Developing Your Many Intelligences, New
York: Plume, 1993: http://www.thomasarmstrong.com/books_videos.htm#7 Kinds of Smart
·  Emotional Intelligence: http://www.6seconds.org/
·  Multiple Intelligence Information: http://www.eintel.org/
·  Ciarrochi, H. and Mayer, J. (2005). "Can Self-Report Measures Contribute to the Study of Emotional
Intelligence? A Conversation between Joseph Ciarrochi and John D. Mayer" The University of New
Hampshire:
http://www.unh.edu/emotional_intelligence/ei%20Controversies/ei%20can%20self%20report%20co
ntribute.htm accessed January 2, 2006.
·  Nancy (1995). "The EQ Factor," Time Magazine (October 2). Web reference at
http://www.time.com/time/classroom/psych/unit5_article1.html accessed January 2, 2006.
·  Emotional Intelligence: http://www.eiconsortium.org/research/what_is_emotional_intelligence.htm
·  Emotinal intelligence articles,time management tips and more:
http://www.icejobs.com/performjob_at23.htm
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Table of Contents:
  1. INTRODUCTION TO ORGANIZATIONAL PSYCHLOGY:Hawthorne Effect
  2. METHODOLOGIES OF DATA COLLECTION:Observational method, Stability of Measures
  3. GLOBALIZATION:Aspects of Globalization, Industrial Globalization
  4. DEFINING THE CULTURE:Key Components of Culture, Individualism
  5. WHAT IS DIVERSITY?:Recruitment and Retention, Organizational approaches
  6. ETHICS:Sexual Harassment, Pay and Promotion Discrimination, Employee Privacy
  7. NATURE OF ORGANIZATIONS:Flat Organization, Neoclassical Organization Theory
  8. ORGANIZATIONAL CULTURE:Academy Culture, Baseball Team Culture, Fortress Culture
  9. CHANGING ORGANIZATIONAL CULTURE:Move decisively, defuse resistance
  10. REWARD SYSTEMS: PAY, Methods of Pay, Individual incentive plan, New Pay Techniques
  11. REWARD SYSTEMS: RECOGNITION AND BENEFITS, Efficiency Wage Theory
  12. PERCEPTION:How They Work Together, Gestalt Laws of Grouping, Closure
  13. PERCEPTUAL DEFENCE:Cognitive Dissonance Theory, Stereotyping
  14. ATTRIBUTION:Locus of Control, Fundamental Attribution Error
  15. IMPRESSION MANAGEMENT:Impression Construction, Self-focused IM
  16. PERSONALITY:Classifying Personality Theories, Humanistic/Existential
  17. PERSONALITY ASSESSMENT:Standardized, Basic Categories of Measures
  18. ATTITUDE:Emotional, Informational, Behavioural,Positive and Negative Affectivity
  19. JOB SATISFACTION:The work, Pay, Measurement of Job Satisfaction
  20. MOTIVATION:Extrinsic motive, Theories of work motivation, Safety needs
  21. THEORIES OF MOTIVATION:Instrumentality, Stacy Adams’S Equity theory
  22. MOTIVATION ACROSS CULTURES:Meaning of Work, Role of Religion
  23. POSITIVE PSYCHOLOGY:Criticisms of ‘Traditional’ Psychology, Optimism
  24. HOPE:Personality, Our goals, Satisfaction with important domains, Negative affect
  25. EMOTIONAL INTELLIGENCE:EI IS Related To Emotions and Intelligence
  26. SELF EFFICACY:Motivation, Perseverance, Thoughts, Sources of Self-Efficacy
  27. COMMUNICATION:Historical Background, Informal-Formal, Interpersonal Communication
  28. COMMUNICATION (Part II):Downward Communication, Stereotyping Problems
  29. DECISION MAKING:History, Personal Rationality, Social Model, Conceptual
  30. PARTICIPATIVE DECISION MAKING TECHNIQUES:Expertise, Thinking skills
  31. JOB STRESS:Distress and Eustress, Burnout, General Adaptation Syndrome
  32. INDIVIDUAL STRESSORS:Role Ambiguity/ Role Conflict, Personal Control
  33. EFFECTS OF STRESS:Physical Effects, Behavioural Effects, Individual Strategies
  34. POWER AND POLITICS:Coercive Power, Legitimate Power, Referent Power
  35. POLITICS:Sources of Politics in Organizations, Final Word about Power
  36. GROUPS AND TEAMS:Why Groups Are Formed, Forming, Storming
  37. DYSFUNCTIONS OF GROUPS:Norm Violation, Group Think, Risky Shift
  38. JOB DESIGN:Job Rotation, Job Enlargement, Job Enrichment, Skill Variety
  39. JOB DESIGN:Engagement, Disengagement, Social Information Processing, Motivation
  40. LEARNING:Motor Learning, Verbal Learning, Behaviouristic Theories, Acquisition
  41. OBMOD:Applications of OBMOD, Correcting Group Dysfunctions
  42. LEADERSHIP PROCESS:Managers versus Leaders, Defining Leadership
  43. MODERN THEORIES OF LEADERSHIP PROCESS:Transformational Leaders
  44. GREAT LEADERS: STYLES, ACTIVITIES AND SKILLS:Globalization and Leadership
  45. GREAT LEADERS: STYLES, ACTIVITIES AND SKILLS:Planning, Staffing