Emotional intelligence
Definitions
edit“ | The term ‘emotional intelligence’ does not yet appear in dictionaries; as such, its definition is still an unsettled issue as are the boundaries of this new domain. Bar-On (1997) |
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“ | Emotional intelligence concerns the ability to carry out accurate reasoning about emotions, and the ability to use emotions and emotional knowledge to enhance thought. Mayer, Roberts and Barsade (2007 |
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“ | “…the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and actions." Salovey and Mayer (1990 |
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Topics
editEmotional intelligence (EQ) has become a popular topic for staff training in organisations during the late 1990s and 2000s. Some of the topics commonly taught include:
- EQ: why it can matter more than IQ
- The framework
- Personal competencies
- Self awareness
- Self management
- Positive psychology - how to use your strengths to enjoy your work and improve performance
- Group EQ and teams
- Social competencies
- Social awareness
- Relationship management
- Solutions focused coaching strategies
An Emotional Intelligence Framework
edit- SELF AWARENESS
- Emotional self awareness: attuned to inner signals and guiding values. Able to be candid and authentic about own emotions and guiding vision.
- Accurate self-assessment: knows own limitations and strengths. Exhibits a sense of humour about themselves. Graceful in learning and in receiving feedback. Knows when to ask for help.
- Self confidence: knows own abilities and can play to own strengths. Self assured and happy to take on difficult assignments.
- SELF MANAGEMENT
- Self Control: Can manage disturbing emotions and impulses. Calm and clear under stress.
- Transparency: an authentic openness to others about one’s feelings, beliefs and actions.
- Adaptability: flexible in adapting to new challenges. Can juggle multiple demands without losing focus or energy.
- Achievement: High personal standards, continually seeks ways to improve.
- Initiative: controls own destiny. Cuts through red tape or bends the rules in order to achieve better outcomes.
- Optimism: Sees situations as an opportunity rather than a threat.
- SOCIAL AWARENESS
- Empathy: able to attune to a wide range of emotional signals.
- Organisational Awareness: politically astute. Able to network and read the key power relationships.
- Service: delivers high level service to clients and customers
- RELATIONSHIP MANAGEMENT
- Inspiration: creates a compelling vision that inspires others to follow.
- Influence: is persuasive, influential and engaging.
- Develop others: cultivates other’s abilities through feedback, coaching and opportunities.
- Change catalyst: recognises and drives change.
- Conflict Management: is able to manage conflict through understanding different perspectives and finding common ground.
- Teamwork and collaboration: is an able team player and team builder.
from Daniel Goleman, Emotional Intelligence see http://danielgoleman.info/topics/emotional-intelligence/
How to become more emotionally intelligent
edit(adapted from LexisNexis)
- Be aware of your body. Posture and gesture reflect your feelings. Practise reading body signals.
- Notice which situations or people make you uncomfortable. Work out why.
- Anticipate situations you don't like. Think what you want to achieve and keep focused.
- If you feel you are going to lose it, count to 10. Then ask: do I want to shout or do I have an alternative?
- Ask for feedback. Knowing how you come across identifies strengths and weaknesses.
- Give feedback not criticism. Challenge behaviour, not people.
- If criticised, acknowledge appropriate responsibility then see it as an opportunity to solve a problem.
- Twice a day listen to someone without interruption. Then repeat what they say: 'So you think ...." It helps you understand others' feelings.
- Identify and cultivate key people who would be useful when difficulties occur. They will respond more willingly when you need them.
- Be available to talk to people; this is more important the higher up you go.
- Set achievable targets, eg I'll make two points at the meeting.
Behaviours for Inclusion (Judith Katz - Change Champions Fieldguide)
- Greet others authentically
- Create a sense of safety for you and your team members
- Address misunderstandings and resolve disagreements
- Listen carefully to the person speaking until that person feels understood.
- Communicate clearly, directly and honestly
- Solidify the team’s vision of its tasks and its relationship to the organisation’s mission.
- Hear all voices. Allow for options.
- Ask others to share their thoughts and experiences and accept their frame of reference.
- Speak up when people are being excluded.
- Make careful choices about group actions and schedules. Treat everyone’s time as valuable and their presence as critical
- Be brave.
Short articles, tools and resources
edit- Salovey & Mayer on emotional intelligence 1990 (Melissa Karnaze)
- Entitlement-thinking (Leadership Freak)
- Emotional intelligence (EQ) (Businessballs)
- Ten tips to improve your EQ (eqi.org)
- Ladder of Inference (Chris Argyris and Society for Organisational Learning) Diagram
- Search for Learn-About-Emotional-Intelligence 5min30sec video by Daniel Goleman
- 20min video Brené Brown - Wholeheartedness (TED)
- The Art of Possibility (Ben Zander)
- EQ self assessment tool (Institute for Health and Human Potential)
- Authentic Happiness and Positive Pyschology questionnaires (Dr. Martin Seligman, Director of the Positive Psychology Center at the University of Pennsylvania)
- The Emerging Field of NeuroLeadership (David Rock)
- Maintain Your Mental Wellbeing (David Rock)
- Science of Motivation (Dan Pink)
- Conflict is the Stuff of Life - 12 steps (Conflict Resolution Network)
- Turn conflict into connection and collaboration (John Kinyon)
- 9 Unexpected Questions that Create Engagement (Leadership Freak, Dan Rockwell)
- WikiLove and emotional intelligence have much in common
- The Path to Eldership (Tjanara Goreng Goreng)
- Three part assertive communication
- Identify the 'real problem'. The presenting behaviour is rarely the real problem. The real problem is often the emotional reaction as a consequence the thinking and emotions from a flight or fight response.
- State your feelings using 'I' statements. Be direct, honest and specific.
- Offer solutions and/or negotiate mutual agreement for resolution.
- Karpman drama triangle — a useful model, supporting emotional intelligence.
References
edit- Mayer, J. D., Roberts, S. D., & Barsade, S. G. (2008). Human abilities: Emotional intelligence. Annual Review of Psychology, 59, 507-536.
See also
editSearch for Emotional intelligence on Wikipedia. |
- Introduction to emotional intelligence (Foundations of education and instructional assessment; Wikibooks)
- Emotion knowledge
- Emotional intelligence (Applied history of psychology; Wikibooks)
- Emotional intelligence (Social and cultural foundations of American education; Wikibooks)
- Emotional intelligence (Emotion and adolescence)