Emotional Quotient

Topics: Emotional intelligence, Leadership, Emotion Pages: 11 (2483 words) Published: March 27, 2011
University of the Philippines, Diliman

School of Labor and Industrial Relations

Narrative Report on Leadership EQ

Submitted by: Nicole Trinidad

Subject: IR 222

Submitted to: Prof. Bobbie Laguitao



LEADERSHIP EQ (Emotional Intelligence)

What is EQ?

Before understanding what EI means, one must be able to define what emotions are.

History of EQ

Earliest roots can be traced to Darwin’s work on importance of emotional expression for survival and second adaptation. In 1900s, traditional definitions of intelligence emphasized cognitive aspects (IQ) and then later on begun to recognize the importance of non-cognitive aspects from which the term “social intelligence” was coined.

Similarly it was in 1940 even David Wechsler joined in the bandwagon and argued that all emotional intelligence models will not be complete unless all the non-intellective factors could be defined. But it was in the 1970s and 80s that Emotional Intelligence as a theory was fully developed by the works and writings of Howard Gardner, Peter Salovey and Jack Mayer, however, it was the works of Daniel Goleman who published “ Why It Can Matter More Than IQ” in 1995 that made the term widely popularized.

Defining Emotional Intelligence

The EQ concept argues that IQ, or conventional intelligence, is too narrow; that there are wider areas of Emotional Intelligence that dictate and enable how successful we are. Success requires more than IQ (Intelligence Quotient), which has tended to be the traditional measure of intelligence, ignoring essential behavioural and character elements. We've all met people who are academically brilliant and yet are socially and inter-personally inept. And we know that despite possessing a high IQ rating, success does not automatically follow. Goleman defined EQ as being a different way of being smart. It includes knowing your feelings, and using them to make good decisions, managing your feelings well, motivating yourself with zeal and persistence , maintaining hope in the face of frustration, exhibiting empathy and compassion, ability to interact smoothly at the same time managing relationships effectively. And all of these emotional skills matter immensely in marriage, families, in our careers for health and contentment.

Different approaches and models have been developed to fully explain what EQ. Substantial disagreements exist in relation to both the terminologies at the same time its operationalizations. The definitions are so varied and researchers have been re-evaluating, re-defining it based on their own unique way of understanding it. So for now we would be defining it based on three main models : 1 . Ability EI Model, Mixed Model and Trait EI model, however we will be focusing our understanding to the model that made the term popular, which is the Mixed Model by Goleman.

Ability EI Model

Salovey and Mayer's conception of EI strives to define EI within the confines of the standard criteria for a new intelligence. Following their continuing research, their initial definition of EI was revised to "The ability to perceive emotion, integrate emotion to facilitate thought, understand emotions and to regulate emotions to promote personal growth." The ability based model views emotions as useful sources of information that help one to make sense of and navigate the social environment.The model proposes that individuals vary in their ability to process information of an emotional nature and in their ability to relate emotional processing to a wider cognition. This ability is seen to manifest itself in certain adaptive behaviors. The model claims that EI includes four types of abilities: 1. Perceiving emotions – the ability to detect and decipher emotions in faces, pictures, voices, and cultural artifacts—including the ability to identify one's own emotions. Perceiving emotions...

References: • Goleman, D. (1998). Working with emotional intelligence. New York: Bantam Books
• Freedman, J.(2007)
• Maxwell,J. (2007). The 21 Irrefutable Laws of Leadership.Nashville,Tennessee: Thomas Nelson
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