Emotional Intelligence

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EmotionalIntelligence

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EmotionalIntelligence

Theability to understand and control one`s self-emotions and thecapability to recognize and manage other people`s emotions is what istermed as emotional intelligence. According to Daniel Goleman (2014),emotional intelligence is that &quotsomething&quot helping anindividual to manage his behavioral contact, review socialdiversities and make personal choices that facilitate positiveresults. It is made up of four core skills that includeself-awareness: this is the ability to acknowledge one`s emotions andto realize their impacts when using personal guide to makingdecisions. Self-management: it entails controlling an individual`semotions and fitting to the changing environments. Social-awareness:it involves the ability to sense, comprehend and react to otherpeople`s emotions while knowing the interactions within the society.Relationship-management: it is the capacity to infuse, influence andbuild others while solving conflicts. The academic construct is atheory that was developed by George Kelly as a technique and anapproach to enable individuals to analyze their philosophies withpetite interventions or interpretation of other people`s opinions. Itallows people to understand their psychology by facts or theirexperiences. The philosophy helped people test the accuracy of theirtheoretical knowledge by undertaking those actions that the theorysuggests. The success of individuals and organizations is based onthe capabilities of the emotional intelligence. The paper focuses onidentifying the effects of differences among individuals inorganizational behavior based on the disparities in their personaldiscernment and ideologies regarding emotional and socialintelligence.

Implicationsof Individual Differences in Organizational Behaviors

Individualdifferences contributed to the better performance of variousorganizations. According to Griffin and Moorhead, (2014), for a goodperformance to be achieved in an organization, the administrators aresupposed to identify and understand the capabilities of each staff,their interactive and relationship behaviors. Personality isconsidered as an important aspect of the organizational performanceespecially in hiring and selecting processes. Work psychologistsclassify people based on a variety of factors that may includeintelligence, abilities, attitudes and inspirations. In the book,Organizational behavior, female managers have a good performancerecord than their male counterparts on specific skills. Individualdifferences can be included in the intelligence and capabilities.Intelligence is perceived as the most significance individualdifference by the organizations since they hope the persons cancontribute some levels of achievements (Griffin and Moorhead, 2014). The authors state that the most intelligent people are good atcritical reasoning, conflict solving and better at making judgments.Investigations show that it is difficult for managers to evaluateemployees` base on their personal intelligence, therefore, becominghard for them to accredit the proper staff positions in theorganizations. According to organizational behaviors, personalitiesinfluence the ability of workers to handle dangers from theirworkplace with caution (Griffin and Moorhead, 2014). They enable thestaff to properly adapt to the environment of work and place theirfocus on the set goals of the organizations.

IndividualPerceptional Differences

Individualsbring diversity to workstations the difference in personality,moods, and emotions contributes to different perceptions amongworkers. People organize and analyze information from theirsurrounding in various ways (Merkey, 2010). Differences in attitudesin the workplace can result in communication difficulties, conflicts,low inspirations, poor judgments and improper decision-making.Perceiving issues differently has been proved the key to creativity,reactiveness and the willingness to take risks within anorganization. Perceptions contribute to individual paying a selectiveattention to some environmental factors ignoring other elements thatmay be intermediate to other people. Visual perceptions enable peopleto focus beyond the physical information that is already available tothem.

Griffinand Moorhead (2014), state that perceptional difference reached tothe tendency of either overestimating or underestimating performanceand capability of workers within an organization. These are due tothe way people perceive others in a more positive light than theirco-workers in the same environment. In social perception, the way atwhich people view others is entirely shaped by their values,feelings, inspiration, emotions and their individuality. Moreover,the difference later shapes their behaviors and in turn shapes thebehavior of the people they interact. Stereotypes generalize basingtheir perspective on characteristics of a particular group (Griffinand Moorhead, 2014). For example, it is perceived that women maycooperate more than men may, or men are more firm on their decisionsthan women are. The first impression workers form immediately theyreport to an organization tends to have a lasting effect on employeesbehaviors and they may become resilient to contrast these practices.

Conceptsof Emotional and Social Intelligence

Humanbrains vary in design that is sociable, inexorable and it isperceived to have intimidated brain-to-brain connection whenindividuals engage to each other. According to Goleman (2016), thesebridges enable people to impact the brain and bodies of thoseinteracting in the same surrounding. He also stated that the moreemotionally connected individuals are, the greater the mutual forcesbetween them (Goleman, 2016). A social interaction acts as controlsthat determine key aspects of functions of the brain as theyassimilate the emotions. The brain connections make healthyrelationships that shape workers behaviors an example when they laughat the same joke. The author further accentuates that for one to leadactually, he have to master the situation or even learn the socialskills sets rather than generating a genuine interest in andadministering positive feelings towards people who offer supports.However, when people are communicating, they tend to use both socialand emotional intelligence to consider the direction and theintention of what they are conversing. It is evident that emotionaland social intelligence are fruits of the same tree and can never beseparated at all manners of context (Goleman, 2016).

Examplesof

UnderstandingOne`s Emotion

Theability to identify and manage one`s emotions such as anger, sadness,anxiety and happiness in a proper way is the first step of beingemotionally intelligent. Strong emotions disable individual`spotentials to solve issues among them, handle problems efficiently,and appropriately associate with others. Identifying, understandingand managing feelings can be hard focusing on the intensity of theemotions. The first step in the management of emotions is determininghow one feels and realizing when the emotions fade away (Merkey,2010). The faster one recognizes how he feels, the easier it becomesto control. Concerning personality, an individual can achieve hisgoals in an efficient manner while in-group members can coordinateand improve their interactive abilities.

ThinkingCritically About an Emotion before Taking an Action

Decisionsmade emotionally results to improper or poor actions. An example iswhen one acts while angry resulting in an action that is regrettablein the future. Taking one`s time to think rationally before making aquick decision an individual can use an emotional intelligence. Anexample is one is feeling insecure because he is threatened thereforehe may escape or fight back. Critical thinking can successfullycontrol one`s actions if they take the time to assess their feelingsor emotions states. Thinking in a critical way, one can take activecommand not only of their thinking but also their feelings and feeltoo (Merkey, 2010). Through critical thinking, individuals gain theability to understand, develop means and acquire the capacity to makewell-formed judgments. On the hand, it enables people to figure outwhat is happening in the real situations logically. Group members cangain the art of high, quality and they learn to solve conflictseffectively.

FittingInto Other People`s Shoes

Theability to sustain a healthy relation with others and acquireself-motivations is the best practices of emotional intelligence.Fitting one`s self into the issues of others makes them find analternative for their behaviors. An example is when one is a manager,and a particular worker performs poorly then it cannot be emotionallyintelligent to term that staff as a lazy person or not keen to work,but instead one should investigate if other reasons are making himbehave in that manner. Before criticizing a person, one should thinkhimself in that person`s situation (Griffin and Moorhead, 2014). Thishelps one to develop Compassion and empathy. People can makereasonable decision to focus on the current situations to help othersrather than looking for solutions towards the problems. They focus onwhat is within their powers leaving those that they may not control.Emotional intelligent individuals do not listen to negative issuesabout other but strive to achieve the best for the needy. In-groupwork people can understand the pain of their members sympathize withthem and try their best to offer solutions.

Conclusion

Theemotional intelligence forms the basis of most organizations. Theindividual differences influence the interactions and the progress ofthe teams. They also play a part in the achievement of the set goalsand facilitate secure administrations. Personal perspectives, on theother hand, enable the manager to assess the suitability of the staffto a particular position basin on the performance, creativity and theaggressiveness of the worker towards the task aligned.

References

DanielGoleman: Why aren`t we more compassionate? | TED Talk Subtitles andTranscript | TED.com. (2014, March). Retrieved fromhttps://www.ted.com/talks/daniel_goleman_on_compassion/transcript?language=en

Goleman,&nbspD.(2016).&nbspPrimalleadership, with a new preface by the authors: Unleashing the powerof emotional … intelligence.Place of publication not identified: Harvard Bus Review Press.

Griffin,&nbspR.&nbspW.,&amp Moorhead,&nbspG. (2014).&nbspOrganizationalbehavior: Managing people and organizations&nbsp(11th&nbspEd.).Mason, OH: South-Western/Cengage Learning.

LindaL. Merkey. (2010). : Do You Have It?&nbspTheOklahoma Nurse,&nbsp55(4),14. Retrieved from ISSN: 0030-1787