Typically, emotional intelligence” is considered to involve emotional empathy; attention to, and discrimination of one’s emotions; accurate recognition of one’s own and others’ moods; mood management or control over emotions; response with appropriate (adaptive) emotions and behaviors in various life situations (especially to stress and difficult situations); and balancing of honest expression of emotions against courtesy, consideration, and respect (i. E. , possession of good social skills and communication skills).
Additional, though less often mentioned qualities include selection of work that is emotionally rewarding to void procrastination, self-doubt, and low achievement (i. E. , good self-motivation and goal management) and a balance between work, home, and recreational life. In essence, CEQ is the pattern of how people’s biases in their thinking leads them to think one thing or choice is better than another, as well as their clarity in differentiating within those biases to exercise clear and sound judgment. 1. Personal competence Personal competence is made up of your self-awareness and self-management skills, which focus more on you individually than on your interactions with other people. Personal competence is your ability to stay aware of your emotions and manage your behavior and tendencies. Self-awareness?The ability to recognize an emotion as it “happens” is the key to your CEQ. Developing self-awareness requires tuning in to your true feelings. If you evaluate your emotions, you can manage them. The major elements of self-awareness are: Emotional awareness ?Your ability to recognize your own emotions and their effects.
Self-confidence ?Us renews about your self-worth and capabilities. Self-regulation ?You often have little control over when you experience emotions. You can, however, have some say in how long an emotion will last by using a number of techniques to alleviate negative emotions such as anger, anxiety or depression. A few of these techniques include recasting a situation in a more positive light, taking a long walk and meditation or prayer. Self-regulation involves Self-control?Managing disruptive impulses. Trustworthiness?Maintaining standards of honesty and integrity.
Conscientiousness?Taking responsibility for your own performance. 3 Adaptability?Handling change with flexibility. Innovation ?Being open to new ideas. 1. Social Competence Social competence is made up of your social awareness and relationship management skills; social competence is your ability to understand other people’s moods, behavior, and motives in order to improve the quality of your relationships. The development of good interpersonal skills is tantamount to success in your life and career. In today’s always-connected world, everyone has immediate access to technical knowledge.
Thus, “people skills” are even more important now because you must possess a high CEQ to better understand, empathic and negotiate with others in a global economy. Among the most useful skills are: Influence?Wielding effective persuasion tactics. Communication ? Sending clear messages. Leadership?Inspiring and guiding groups and people. Change catalyst ?Initiating or managing change. Conflict management? Understanding, negotiating and resolving disagreements. Building bonds. Nurturing instrumental relationships. Collaboration and cooperation.
Working with others toward shared goals. Team capabilities. Creating group synergy in pursuing collective goals. Social Awareness is your ability to accurately pick up on emotions in other people ND understand what is really going on. Relationship Management is your ability to use awareness of your emotions and the others’ emotions to manage interactions successfully. 2. Reason for a company to consider to Emotional Intelligence in employee conduct and in the workplace Emotional Intelligence is set of competencies, which direct and control one’s feelings towards work and performance.
In a working situation, performance of the employees depends upon your working with groups of people, with different ideas, suggestions, opinions and expectations. Job performance is an individual output in terms of laity and quantity expected from every employee in a particular job. Individual performance is most of the time determined by motivation and the will and ability to do the job. On a very general level job performance can be defined as “all the behaviors employees engage in while at work”. However, this is a rather vague description.
A fair amount of the employees” behavior displayed at work is not necessarily related to job-specific aspects. More commonly, job performance refers to how well someone performs at his or her work. Definitions range from general to specific aspects and from quantitative to qualitative dimensions. . 1 Impacts of Emotional Intelligence on employees’ work performance Organizations are social systems where in members interact with one another as well as with external constituents (e. G. , customers, suppliers).
These 4 interactions involve and invoke, by nature, emotions which underlie human behavior. Thus, to facilitate effective interactions, it is vital that individuals develop their ability to understand and manage both their own emotions and those of others. A recent study reports that emotional intelligence is positively associated with quality of social interactions. Effective interactions are the cornerstone of performance. But then it is more important to be able to persist in the face of difficulty and to get along well with colleagues and subordinate.
The same is true in many other occupations. It provided a wide array of reasons for the positive link between emotional intelligence and individual work success. Found differences among individuals who were given moderate as well as very difficult problems to solve. Individuals with high emotional intelligence were more successful than individuals with low emotional intelligence at solving more numerous problems and in completing their cognitive tasks. In organizational settings, albeit limited, provides some evidence to support the positive effect of emotional intelligence and work performance.
Career tracks where emotional intelligence may not be central or necessary, emotional intelligence in fact declined as managers were higher up on the corporate ladder. However, found evidence for a positive correlation between subordinates’ commitment to the organization and their supervisors’ emotional intelligence. The importance of motivating others as a component of emotional intelligence was underlined, ho found that more emotionally intelligent individuals wrote higher quality vision statements than others.
Thus, emotional intelligence appears to positively contribute to work performance when the maintenance of positive personal commitment is important to success. 2. 2 Impacts of Emotional Intelligence on Team Performance As emotional intelligence is critical to high performance, a person who knows how to stay motivated under stress, motivate others, manage complex interpersonal relationships, others and build teams who are recognized specialists on a product or service are likely to get will get better results. Emotional intelligence is a multi-dimensional concept that links emotion and cognition to improve human interactions.
It has been linked to improved workplace behavior and specifically team behavior and team performance. In recent research, it was found that team performance is positively and significantly influenced if team is able to recognize emotions of teammates. Though there are many claims regarding the positive impact of emotional intelligence on job performance, but the studies examining the relationship between emotional intelligence and individual level performance show that the received potential benefits of using emotional intelligence in the workplace may be absent.
The employees having high emotional intelligence are more skilled to regulate their own as well as manage others’ emotions to promote positive interactions which would lead to higher performance through organizational citizenship behavior. And exhibit optimistic work attitudes and unselfish behaviors which resultantly lead to employees’ higher satisfaction and 5 performance at job. 3. The Importance of Interaction in Workplace Issues Employees need to interact to solve problems effectively. Avoiding disagreements just causes more friction over time.
Common sources of problems in the workplace include limited resources, such as time or materials, conflicts of interest and insufficient definition of responsibilities. Employees who interact effectively overcome stereotypes and misconceptions to work more productively. Despite equal opportunity and fair hiring regulations, organizations still need to value diversity and tolerance to improve day-to-day interactions between workers. In a highly volatile global marketplace, successful leaders maintain their Meany’s competitive edge by ensuring that all employees develop skills to communicate with people from other cultures and backgrounds. . 1 Reducing Workplace Discrimination By providing employees with opportunities to share cultural traditions and participate in role-playing exercises to practice solving problems in nontraditional ways, you help workers become more tolerant of other viewpoints. Human resource professionals help organizations by running workshops and seminars to allow people to practice these interactions. By recognizing their perceptions and attitudes toward others with unfamiliar grounds, participants start to develop new ways of working that minimize workplace discrimination. . 2 Maximizing Job Satisfaction Unresolved conflict often leads to disruptions in workflow. Feelings of unhappiness, dissatisfaction and depression result in poor relationships, aggressive behavior and sometimes violence in the workplace. Successful leaders promote effective communication strategies to help employees resolve disputes quickly. When employees interact productively, they work together to analyze the root causes of problems, identify the nature of the issues and propose possible lotions.
Without effective communication, messages are sent, but the receiver fails to comprehend the meaning and take appropriate action. 3. 3 Creating a Collaborative Environment The more people work together, the more potential exists for conflict. Building effective teams and establishing clear roles and responsibilities minimizes the negative aspects of teamwork. When you define clear objectives at the beginning of a project, you help prevent misunderstandings about priorities later on.
When conflicts arise, you can reduce friction between opposing parties by assessing if he conflict occurs because of a workplace issue or a personality difference. For example, if one employee can’t complete work because another employee fails to provide her with the necessary information, the conflict can be resolved by addressing the workflow issue. In other cases, personality-based conflicts arise because of working style. For example, if one 6 member of the team works best under pressure while another prefers to get work done well in advance, their interactions may be stressful and tense.
By teaching employees how to work things out and find a compromise that works or both parties, you ensure greater productivity in the workplace. 3. 4 Impact of Stress and Tension When employees avoid each other, productivity and job satisfaction tends to decrease. Employee retention rates decrease, and absenteeism increases. Helping employees recognize the warning signs of excessive stress can help them cope and prevent burnout. Employees who worry excessively tend to have health problems, difficulties with their personal and professional relationships and trouble getting work done.
By conducting focus groups and encouraging employees to solve problems together, you help restore productive and provide remedial solutions to ongoing issues. 4. Conclusion Results of the report implies that emotional intelligence has direct impact on job performance. And revealed that emotional intelligence contributes directly by the way of social awareness, self management, relationship management and self awareness. Better job performance can be achieved through identify the factors which create a disturbance in regular psychological working schedule.
In order to generate and maintain excitement and enthusiasm, they must be blew to appraise and be knowledgeable about how to influence these feelings. They must also be able to anticipate how to react in different circumstances, events, and changes, and effectively manage these reactions. Top management need to manage emotions such that followers are aware of problems yet, given the collective vision, are confident about resolving problems and feel optimistic about the efficacy of their personal contributions. Top management has to constructively resolve conflicts, and generate and maintain a sense of cooperation and trust.
