EMOTIONAL INTELLIGENCE OR
EMOTIONAL COMPETENCE OF NEGATIVE EMOTIONS
is the ability to identify, assess, and control the EMOTIONS of oneself,
of others, and of groups. In fact, Emotional Intelligence is a skill (a
learnt ability) and not a form of intelligence (as widely perceived).
Maybe Emotional Smartness would be a more apt
name than Emotional Intelligence (EI).
Itelligence is the ability to; - perceive emotion, - integrate emotion
to facilitate thought, - understand emotions and to - regulate emotions
to promote personal growth.
refers to one's ability to express or release one's inner feelings
(emotions). It also determines one's ability to effectively and
successfully lead. It has shown to be the single biggest predictor of
workplace performance -far higher than IQ (Bradberry and Greaves).
Emotional competence has also been shown to correlate to enhanced
empathy, higher stress tolerance, greater flexibility to change, and
even better health and recovery from illness.
The four core skills of
-are similar to those in the relational wisdom paradigm:
social-awareness, and relationship-management. Peopleís
beliefs and values, which can be tied directly to religious beliefs, can
also have a significant bearing.
The need to control
Unresolved, uncomfortable, powerful negative emotions triggered by a
specific stressful event/situation can displace the memory of other
positive emotions that may have generated a more beneficial result in
the past in a similar situation. This can lead to an inability to
process emotional clues and control the negative emotions at work.
Repeated similar events/situations can cause these negative emotions to
surface and possibly sabotage an individualís performance or actions.
LINE: TOWARDS A NEW ERA
- Current ground breaking research on
emotions at work has profound bottom line implications to all
organizations. Professionals engaged in people
development programs have long over-looked the key variable influencing
organization and individual performance. Specifically, most are not
aware that behavioral change happens mostly by engaging a personís
emotions and feelings.
Emotions have widespread
effects in organizations and underlie a broad range of dynamics in
organizations. Today, the study of emotions in organizations is rapidly
broadening with new behavioral change models build around emotions being
developed and theoretical approaches being refined and sharpened.
It follows that
the Behavioral Coaching Institute's flagship Msater Coach Course helps
professional people developers in the workplace to understand and
appreciate that emotions are the key
underlying energizing and motivating force for change and growth.
Examination of the role of emotions in
organizational performance, innovation and creativity is therefore
essential to being able to manage both individual development and the