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T. Small1
1Animal Industries Resource Centre, Training and Education, Brisbane, Australia
B. Bus (HR), Dip. Bus, Dip. L&M, Cert. IV TAE Animal Industries Resource Centre
Locked Bag 1003, Northgate, QLD, AU, 4013
Developing Emotional Intelligence
Emotional Intelligence – an overview
There are two different kinds of intelligence: the rational one and the emotional one. Our performance in the workplace, and out of it, is determined not only by IQ (Intellectual quotient), but also emotional intelligence, sometimes, also named of emotional quotient (EQ). According to Mayer and Salovey (1997), the emotional intelligence is the capacity of realising and expressing the emotion, assimilating it to the thought, understanding and reasoning with it and being able to regulate it in you and in the others”.The leading research on the concept originated with Peter Salovey and John Mayer starting in the late 1980s. In 1990, their seminal paper defined the concept as intelligence. Mayer and Salovey continued
to research the concept, and created an emotional intelligence test called the MSCEIT (Mayer-Salovey- Caruso Emotional Intelligence Test). The term “emotional intelligence” was popularised by Daniel Goleman (1995).
Emotional Intelligence Fundamentals
There are four fundamental aspects of EI as measured by the Emotional Competence Inventory:
Your Singapore, the Tropical Garden City
Recognising and Appreciating the Emotional Strengths and Weaknesses of Others
You will probably find that there are mixed levels of emotional intelligence amongst your colleagues and this in itself can cause issues and conflicts because they may not manage their emotions in the same way as another, or how you would manage your own emotions. You need to recognise where on the scale of emotional intelligence each of those people in your team lies and respond to their emotional states accordingly.
Your emotional responses will differ to those of your colleagues because we all have different personalities and emotional strengths and weaknesses. Something that motivates you may not evoke the same drive from another staff member. Likewise, something that concerns another another staff member, e.g., a sick family member, may affect their behaviour towards others in the workplace or it might affect their performance and ability to do their job properly. The emotions this person is experiencing are potential causes of conflict, particularly if other staff members do not understand what is driving this behaviour.
You need to be able to recognise the emotional strengths and weaknesses of others within your team and the emotional states that they produce. The state we are in determines how we perceive something that is happening to us or around us which results in the emotion we feel towards it. The emotion we feel to the same stimulus may be completely different depending on the state we are in.
Benefits of Emotional Intelligence to the Workplace
Encouraging your workforce to develop their own emotional intelligence helps them to build productive relationships not only in the workplace, but enhances their personal relationships as they gain confidence to manage their emotions and relationships rationally and thoughtfully. It develops their prospects for promotion and consequent rise in salary as well a boost to their overall self-confidence.
The following chart that demonstrates the potential workplace outcomes of developing emotional intelligence within an organisation, was researched and compiled by Dr Benjamin Palmer and Professor Con Stough from Swinburne University and is based upon their seven-factor model of emotional intelligence.
 Your ability to accurately perceive your emotions and stay aware of them as they happen. This includes keeping on top of how you tend to respond to specific situations and certain people.
   Your ability to use awareness of your emotions to stay flexible and positively direct your behaviour. This means managing your emotional reactions to all situations and people.
   Social Awareness
 Your ability to accurately to pick-up on emotions in other people and understand what is really going on. This often means understanding what other people are thinking and feeling, even if you don’t feel the same way.
 Social Skill
   Your ability to use awareness of your emotions and the emotions of others to manage interactions successfully. Letting emotional aware- ness guide clear communication and effective handling of conflict.
  Emotional intel- ligence skill
   Workplace outcome
   Emotional self-awareness
  The skill of perceiving and understanding one’s own emotions
  · The capacity to identify and understand the impact one’s own feelings is having
on thoughts, decisions, behaviour and performance at work
· Greater self-awareness

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