Emotionalintelligence refers to the ability to authentically reason withfeelings and the capability to use emotions to enrich thought. Itcomprises the capabilities to perceive emotions precisely, togenerate and access emotions, therefore, assisting thought and tothoughtfully control emotions so as to stimulate intellectual andemotional progression. Salovey and Mayer recommended a prototype thatacknowledged four diverse features of emotional intelligence:reasoning with emotions, perceiving emotions, understanding emotions,and managing emotions. It can also be classified as, self-regulation,self-motivation, empathy and social skills (Fineman 2003).
Theinitial step in comprehending emotions is to feel them accurately. Inmany instances, it includes understanding non-verbal indicators suchas facial expressions and body language. The next step encompassesthe advancement of rationality and cognitive activity by use ofemotions. The third step involves understanding the emotions.Emotions that people perceive can carry varied meanings. Last but notleast is managing emotions (Bradberry& Greaves2009). The abilityto control emotions effectively is a crucial portion of emotionalintelligence. Controlling emotions, appropriately reacting andresponding to the sentiments of others are an essential feature ofemotional management. John was my fellow workmate who was endowedwith high emotional intelligence as compared to Jane, the company`ssecretary.
Self-awarenessdenotes the capacity to identify and comprehend individual moods,drives and emotions, as well as their influence on others. John wassuch a blessing both to the organization and to his fellow workers.He had this drive to help other workers to attain full potential oftheir careers. He could give a hand where there was a problem. Thehallmarks of self-awareness consist of personal assessment,self-confidence and a modest sense of humor. Self-awareness hinges onan individual’s ability to observe one`s personal emotive state andto appropriately recognize and identify one’s emotions (Goleman2009). Jane had a weakness in identifying herself. More than oftenshe brought her personal issues into the workplace. Consequently, shelooked confused and disturbed while performing her daily duties.
Self-regulation,on the other hand, denotes theability to regulate or redirectdisturbing urges and moods, and the tendency to suspend a decisionand to ponder before acting. The hallmarks of self-regulationcomprise credibility and integrity flexibility to change and comfort(Goleman 2009). Jane is a practical example of a person lacking asense of self-regulation. She had no capability of controlling andinhibiting her external issues from the company’s routine. She wasvery adamant to any slight change and any effort to change herresulted in a fight.
Johnwas a very motivated individual, who had exhibited lots of passionwhile undertaking his job routine. More than often he could assistclients and fellow workers without any desire for payment. The desireto work for inner aims that transcend power, status and money andstatus for instance, delight in undertaking something andinquisitiveness in learning is what is termed as internal motivation.The hallmarks of self-motivation comprise a resilient determinationto succeed, hopefulness and organizational commitment (Goleman 2009).Jane, on the contrary, performed her duties with the aim of acquiringmore power and status in the eyes of the company’s management.
Empathyrefers to the ability to appreciate the emotional character ofothers. It is a skill in handling persons in accordance to theiremotional responses. The key trademarks of empathy consist ofproficiency in identifying talent, multicultural understanding andservice to customers (Goleman 2009). John can be rated highly in hissense of empathy and the way he could understand and give service tothe wide range of clients.
Socialskills include the expertise in handling relationships, creation ofnetworks, creation of rapport and a capability to find mutual ground.The hallmarks of social skills include persuasiveness, efficiencyin leading change, persuasiveness, and proficiency molding andleading teams. Jane had poor social skills (Goleman 2009). Therelationship she had with her fellow workers at the company was soreand bitter. She could listen to the grievances of her fellow workers.John, on the other hand, had the power of persuasion ingrained in hispersonality. He could effectively lead the team towards a newparadigm shift without any resistance.
Emotionallabor refers to the work an individual employee does to make his orher displayed emotions match those expected for the position.Psychological constructs play a significant role in the overallperformance of a worker in the work setting. This concept demandsthat an employee has to display certain sets of emotions (both verbaland nonverbal) irrespective of the circumstance he or she is facing(Salovey, Brackett and Mayer2004).
Therewas an instance when the company had erroneously released cars withfaulty braking system. The reaction from the clients was very harshwithout accepting the formal apology given by the company. Some usedcurse words without any caring how I felt. The job descriptiondemanded that I tolerated such kind of situations. For sure I had theworse day of my occupation that day. There was also this instancewhen my wife was bound to deliver our firstborn child. Such was theperfect time I was to be with her. Unfortunately, the manager thendid not want to put into consideration such a memorable event evenafter applying for paternity leave one month in advance. The managerdid put me into lots of anguish. My performance and job satisfactionratings that day measured below average levels.
Beingcapable of connecting with once emotions and how they affect oncejudgments and actions is a fundamental point to understandingyourself and staying focused and calm in apprehensive circumstanceswith others. Regrettably, we are not capable of fully understandingour personal impetuses and desires, or to interact effectively withothers without emotional awareness. We are similarly at a greaterthreat of becoming overwhelmed in circumstances that seemintimidating.
Bradberry,T., & Greaves, J. (2009). Emotionalintelligence 2.0.
Fineman,S. (2003). UnderstandingEmotion at Work.London, New Delhi & Thousand Oaks: Sage Publications
Goleman,D. (2009). Emotionalintelligence: Why it can matter more than IQ.London: Bloomsbury.
Salovey,P., Brackett, M. A., & Mayer, J. D. (2004). Emotionalintelligence: Key readings on the Mayer and Salovey model.Port Chester, N.Y: Dude Pub.