Emotional Intelligence in the Workplace

The concept of emotional intelligence became popular after the immense
success of Daniel Goleman’s book in 1995: Emotional Intelligence, Why it can
matter more than IQ
.

It was followed by a second best seller in 1998 by the same author, Working with
Emotional Intelligence.
The business community was rocked by the research which
showed that up to 90 percent of one’s performance effectiveness was due to
emotional savvy rather than technological knowledge.

In the US, where IQ and SAT scores have dominated thinking on who is likely to
succeed, the evidence is now clearer that people skills are far more important
when it comes to the bottom-line.

Unlike IQ which is set and unchangeable from childhood on, emotional
intelligence can be developed, and in fact, usually does improve with age and
maturity. Utilizing the power and energy of one’s emotions leads to high
motivation, and increased capacity for problem-solving and decision-making.

Goleman defines emotional intelligence as the capacity for recognizing our own
feelings and those of others, for motivating ourselves, and for managing
emotions well in ourselves and in our relationships.

Important concepts covered in this article:

What is “EQ”
How do You Measure It?
Why Learning the Skills of Emotional Intelligence is Crucial
EQ in Organizations
Teaming, Group IQ and How it is Affected by EQ
EQ and the Bottom Line

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