This paper is an analysis of the relatively new concept of EQ (Emotional Quotient). The importance that EQ now hold is more than what IQ held a few years back. In the past the use of IQ was enough to measure the capabilities of a manger or a leader. However, as the dynamics of the work place have changed and since the contemporary manager and leader needs to be more emotionally involved with his subordinates and colleagues the need for EQ as a measure for assessing manager’s skills and capabilities has gained high importance. This paper will take a look at what is EQ (Emotional Quotient). How it can be measured, what it measure and the usability of the results of EQ. Finally, what role does EQ play in making managers and leaders more effective performers?
What is Emotional Quotient (EQ)?
Emotional intelligence is the ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth. - Mayer & Salovey, 1997.
Most people first heard the term "emotional intelligence" around 1995 with the publication of Daniel Goleman’s best-selling book ‘Emotional Intelligence’. In that work, Goleman laid down a powerful case that factors such as self-awareness, self-discipline, and empathy are the ones that determine personal and professional success. He portrayed on the work of various leading scientists and authors who were working to define and measure emotional intelligence. It was at a time thought that emotions cloud ones judgment and come in the way of rational thinking, in the last decades, however, researchers have found that emotions are in fact the key to thinking. EQ researchers are identifying 3 important areas: The way in which emotions and thinking interact to create awareness and decision-making among individuals? How are emotions vital to successful human interaction?
What practices are involved in learning to use and manage emotions more effectively? The research is beginning to demonstrate what many writers, consultants, and other researchers had long recognized; that the most successful people were not necessarily those with high IQs but rather those with highly developed interpersonal and social skills, which automatically pointed towards the importance EQ had. Peter Salovey is a dean and professor of psychology at Yale University and Jack Mayer is a professor at the University of New Hampshire, and these two psychologists were the ones who published the first academic definition of EI (Emotional Intelligence) in the year 1990, and have since continued as the leading researchers in that same field. Emotional intelligence still remains an emerging science. The research progress in the last 15 years is remarkable -- but research into other intelligences has been ongoing for over 100 years. Meanwhile, hundreds of consultants, specialists, and authors, are utilizing the new findings to gain a better understanding of their own selves and to improve performance in leadership, management, recruitment, retention, sales, and team work in a range of organizations. Use of EQ in Organizations
Management has changed over the last couple of decades. The old 80’s style of management and motivating people by means of coercive power and fear has evolved and today’s management is a much more supportive, encouraging, inclusive and altogether more effective in terms of directing and developing people in their organization. Although this is a softer approach, and managers are more rations oriented than task oriented, it is no less demanding as it encourages people to take responsibility for themselves and become answerable for their actions. In a way, managers have a harder job now than they did in the past. A more delicate approach requires a more advanced skills set and many “old style” managers are finding it difficult to adapt in the contemporary...
Joshua Freedman & Todd Everett, MBA: EQ at the Heart of Performance, Institute for Organizational Performance
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