History of Emotional Intelligence:
Charles Darwin was the first to recognize the value of emotions. He noted that the emotional system energizes behaviour needed to stay alive. Emotions cannot be stopped, they happen instinctually and immediately in response to situations and people. In the 1920s E.I. Thorndike identified “social intelligence” as the ability to act wisely in human relations. In 1988, Reuven Bar-On coined the term emotional intelligence in his doctoral dissertation. In 1990, John Mayer and Peter Salovey did groundbreaking research on emotional intelligence, pointing to the importance of knowing yourself as well as understanding others. In 1995, Daniel Goleman introduced the important of EQ in the workplace, noting that IQ is a less powerful predictor of outstanding leadership than EQ.
Emotional intelligence is the ability to identify, use, understand, and manage your emotions in positive and constructive ways. It's about recognizing your own emotional state and the emotional states of others. Emotional intelligence is also about engaging with others in ways that draw people to you. For long, it has believed that success at the workplace depends on your level of intelligence or intelligence quotient (IQ) as reflected in your academic achievements, exams passed, marks obtained, etc. But how bright are you outside the classroom, this is termed as emotional intelligence (EQ), which is a different way of being smart. Emotional intelligence is what gives a person a competitive edge. Even in certain renowned business establishments, where everyone is trained to be smart, the most valued and the productive managers are those who have strong traits of emotional intelligence and are not necessarily those with the high IQ. Being endowed with great intellectual abilities, you may become a brilliant fiscal analysis, but a highly developed emotional intelligence is what will make you a candidate for a CEO.
Emotional traits are most likely to ensure that you attain dizzy heights in your business. The lack of emotional intelligence explains why people who, despite having a high IQ, have been such utter failures and disastrous in their personal and professional lives and the persons with more IQ and less EQ yields the stereotype of a person who is critical, condescending, inhibited and uncomfortable with others. And persons with high EQ are balanced, outgoing, committed to other people. They are comfortable with themselves and with others. It is often said that a high IQ may assure you a top position, but it may not make you a top person. If you are applying for a job, you are likely to be assessed in terms of these abilities, though no one will tell you so explicitly. Whatever the job, understanding how to cultivate these abilities is essential for a successful career. If you are working in a small organization or are self-employed, your ability to perform at your peak may depend to a large extent on your having these abilities, though you were definitely not taught these at school or college. “According to Goleman emotional intelligence defines as the capacity for recognising our own feelings and those of others, for motivating ourselves, and for managing emotions well in us and in our relationships”. “Salovey and Mayer defined emotional intelligence in terms of being able to monitor and regulate one‟s own and others‟ feelings, and to use feelings to guide thought and action.” The three dimensions of emotional intelligence are Emotional Competency: It constitutes the capacity to respond skilfully to the emotional stimuli elicited by various situations, having self-esteem and optimism, communication, tackling emotional upsets etc. Emotional
competency is the key factor for every business man. Without the emotional competency he is not able to communicate with the people around him and he will not be happy with his work. In the sense he will be a failure. Emotional...
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