The core assets of the modern business enterprise lie not in buildings, machinery, and real estate, but in the intelligence, understanding, skills, and experience of employees. Management development often focuses on knowledge, key skills and abilities that are considered to be essential to effective leadership behaviour or high-performing individuals. Individual and organisational performance depend on various issues, one of the many qualities involved is emotional intelligence. The question of how some people are more successful in their lives then others has always been intriguing. For many decades scholars have generally focused on Intelligence Quotient (IQ), however, it is not the only answer to success or failure.
As early as 1920, E. L. Thorndike at Columbia University coined the term "social intelligence" to refer to the ability to understand and manage other people which led scholars to work on the emotional side of humans (Dunn, 2008). In 1985, Wayne Payne first mentioned the term emotional intelligence expressing that a person can overcome deficiencies in emotional functioning and regulation by showing strength in the face of fear or desire (Bradberry & Su, 2006).
The first publication on emotional intelligence was in 1995 by Daniel Goleman; however, the concept was referred to in prior studies. Mayer and Salovey described emotional intelligence as a unique cognitive ability based upon emotion that is operationalized in an individual’s social environment (Salovey & Mayer, 1990). Emotional intelligence describes abilities distinct from, but complementary to, academic intelligence or the purely cognitive capacities measured by IQ” (Goleman, 1998).Mayer and Salovey conducted several studies over the years trying to find out why some individuals were reading emotions than others where they proposed a model for emotional intelligence.
One major reason for the continuing interest on this topic is that Emotional Intelligence has been prolong compared...
Please join StudyMode to read the full document