Career and Emotion Intelligence
Training and Emotional Intelligence
School and Emotional Intelligence
Suggestions for Future Research
The role of Emotional Intelligence (EQ) has started to be come more prevalent in the business world. The expanding global economy and increase of competitors in the marketplace has caused employers to look at different ways to evaluate and motivate their work staff. The firms want to ensure that they are getting not only the best person for the job, but the most productive person for the job as well. This is why the employers turn to EQ, the helps them understand the employees better and gives them a better indication on how they can motivate their employees.
This paper provides a critical analysis of research conducted to show that there is a direct correlation between employees that have high EQ and optimum performance. The research suggest that employees that have higher EQ have better job performance and productiveness than their colleagues that have lower EQ levels.
In recent years there has been a drive to include more Emotional Intelligence (EQ) into the hiring and training practices of employers. This is mostly because of the correlation that EQ has in increased performance and productivity of the employee. Because of this there has been an increased number of research projects to study why higher EQ raises productivity and production, which in turn raises revenue for the company. This paper examines how higher Emotional Intelligence can increase the productivity and performance in the workforce, and the effect Emotional Intelligence has on motivation.
Emotional Intelligence (EQ) is the ability to understand ones emotions and manage them effectively. Coleman defined EQ as: “Knowing what you are feeling and being able to handle those feelings without having them swamp you, being able to motivate yourself to get jobs done, be creative and perform at your peak, and sensing what others are feeling and handling relationships effectively” (Mishira and Morhapatra, 2009). The study of EQ originally started back in 1990 with Salovey and Mayer (Mishira and Morhapatra, 2009). Later in 1995 the book Emotional Intelligence by Goleman, became a best seller and generated widespread interest in what EQ was and how it could be used to create a better, more motivated workforce (Mishira and Morhapatra, 2009).The different interpretations of EQ allows for categorization of the different models that can demonstrate the differences and similarities amongst the interpretations. These models can be described as follows. The first one is the ability model which is defined as the model that focuses on the ability to monitor ones emotions and others emotions to help influence ones decisions (Mishira and Morhapatra, 2009). The second model is the mixed ability model, which is described as the army of non-cognitive abilities to succeed in dealing with the demands of the environment (Mishira and Morhapatra, 2009). The last model, and most commonly used one today is the personality model. This model is described as ones ability to self motivate and regulate ones emotions to allow better decision making without allowing the emotions one feels to overtake ones self (Mishira and Morhapatra, 2009). All of these models have a few things in common; all compare one’s emotions to controlling and regulating one’s life (Seen in appendix 1). The mixed ability model and the personalty model work more with self reporting and being self aware. The personality model is the most widely used model and this is the one that will be use to demonstrate how people with higher EQ are more productive and self motivators in the workplace. This model demonstrates through EQ one is able to recognize what feeling they are currently feeling (Mishira and Morhapatra, 2009). They can then understand if the feeling is positive or negative and self initiate a response to move their feelings from one end of the spectrum to the other if need be (Mishira and Morhapatra, 2009). Lastly they are able to initiate similar responses in others, to help control social interactions in a positive way (Mishira and Morhapatra, 2009). This does not mean that a person with high EQ is able to control all social situations, rather they understand the best actions they need to take to deescalate emotional situations to help provide a favorable outcome for the parties involved.
Emotional Intelligence can be used in both professional and personal life. The same traits that give one a higher EQ score can also improve ones personal life. The common personal traits that are seen in a person that has higher EQ are as follows: trustworthy, optimistic, altruistic, self motivating, and creative (Mishira and Morhapatra, 2009). To advance in one’s personal life, that person can do it so much easier if that person is a trustworthy person. Being trustworthy should allow one to build relationships and connect with people easier than one that is untrustworthy. Being optimistic and altruistic allows a person to generate interest and gain a following amongst other people, which translates into a great leadership skills in most cases. Finally being self motivated allows a person to initiate what needs to be done to get the job done, both personally and professionally.
The same traits that are desirable and prevalent in a person with higher EQ in ones personal life are also desirable in the professional atmosphere as well. Over the past decade there has been more research in to ones EQ level and production, and how it effects ones ability to lead and motivate as a leader (Mishira and Morhapatra, 2009). Although there has been a study into the correlation between higher EQ and productive workers, there is still little know on the exact reason why and what are the most effective ways to apply EQ (Mishira and Morhapatra, 2009).
There has been a strong correlation between one’s ability to motivate and lead and having a higher EQ score (Mishira and Morhapatra, 2009). Hallmark communities found that the sales associates that had higher EQ scores had an output of sales 15 percent higher than their target called for, and the associates that had lower EQ scores were 15 percent short of their goal (Nick, 2008). This demonstrates that the difference in productivity can be related to EQ, in this case it made up a 30 percent difference. Therefor showing that a lower EQ score can directly negatively effect a company’s revenue. Whereas an employee with higher EQ score should produce higher thus bringing the company more revenue.
Career and Emotion Intelligence
Research finding indicate that EQ equates for 58 percent of job performance (Nick, 2008). This indicates that even though a company may have an individual that has a high IQ and a number of years of experience, they may be underproducing if they have a low EQ score. A person’s lack of EQ can become apparent in times of recession and during any difficult time for a firm. The person that has a low EQ will become more agitated and will not be able to handle the stress as well as a coworker with higher EQ would be able to. The lack of EQ can turn the workplace into a less productive one, because of the person’s lack of ability to effectively mange their emotional state related to stress among others, thus causing the person to become less productive and hurting the productivity of the workers around them (Nick, 2008).
The performance in a work place is driven by a number of different factors, however one of the biggest influences is EQ (Nick, 2008). The EQ score that one has, has a strong correlation with the performance one may have in the workplace (Mishira and Morhapatra, 2009).The Hay Group has found that sales people that have a high level of EQ generally can generate twice as much revenue for the firm than their colleagues can that have lesser EQ (Hay Group, 2011). This is not only tied to just the personal performance in the workplace, but is also attributed to one’s ability to effectively work and effectively communicate in teams. Team work is growing in the workplace, thus it is crucial for one to effectively communicate and produce in a team setting (Mishira and Morhapatra, 2009). Some of the character traits that help the team dynamic are very common in people with high levels of EQ: they generally don't take on more than they can handle; and they tend to focus on the positive strengths, they have in any given situation over focusing on the negatives that they cant change (Hay Group, 2011). With higher EQ one can effectively manage not only their emotion, but also have the ability to effectively evaluate and help to control the emotions of the team around them (Singhal et al., 2014). Research has suggested that the one with higher EQ can motivate the team and are generally better leaders in the workforce (Mishira and Morhapatra, 2009). The research also suggests that the traits that are found in good leaders are synonymous with that of individuals of high EQ scores as well (Singhal et al., 2014). Those traits involve, having high self confidence, a better concentration on their goals, are driven and successful in the tasks that are given to them in the workplace (Singhal et al., 2014).
Individuals that demonstrated higher levels of EQ also demonstrated more career growth and success, compared to their other colleagues that had lower levels EQ (Mishira and Morhapatra, 2009). The research discussed that this was because of the individuals ability to establish stronger personal connections and relationships, they were able to lead more efficiently and effectively, and in general were in better health (Mishira and Morhapatra, 2009).The individuals that had higher EQ tended to be generally more satisfied with their job, which in most cases leads to better performance and productivity for the managers and the firm (Singhal et al., 2014). This happens as the result of the individual being able the manage their emotions and not getting overtaken by their emotion. One should be able to effectively perform ones job as long as they retain the ability to manager their emotion and not allow a stressful day to overtake them.
- Quote paper
- Eric Sisco (Author), 2015, Emotional Intelligence and Employee Productiveness. A Critical Analysis, Munich, GRIN Verlag, https://www.grin.com/document/318734