2.

In businesses and workplaces of every kind, a great deal of time has to be spent in
meetings. To be
       effective and productive, these meetings must be carefully planned, skillfully led,
and the emotional
       intelligence of the participants can affect the outcome. What are some things that you
need to do as the
       moderator of the meeting to get all participants to share information and contribute to
good
       decision-making? Remember that the key can be understanding others, political
awareness of the emotional
       currents and power relationships, leveraging diversity, developing others and
bolstering their abilities as
       suggested by Goleman.

Emotional Intelligence at the Workplace

http://www.selu.edu/Academics/Faculty/srobichaux/GBBT234CH2a.html

Emotional Intelligence at Work  

In  Working With Emotional Intelligence, Goleman applies the emotional intelligence
concept to the workplace setting. In this analysis, he argues that the emotionally
intelligent worker is skilled in two key areas he presents in his emotional competence
framework. These are "personal competence" - how we manage ourselves, and "social
competence " - how we manage relationships. Each broad area consists of a number
specific competencies, as outlined in the table below. Examples and the complete model
(including sub-competencies) are available in Goleman's book, or at the web-site for the
Emotional Intelligence Research Consortium, founded by Goleman.  

Personal Competence Social Competence

Self Awareness  Empathy 

(of internal states, preferences, resources, and (awareness of others feelings, needs, and
intuitions)    concerns)   

Self Regulation  Social Skills 

(of internal states, impulses, and resources)    (adept at inducing desireable responses in others)

Motivation 

(tendencies that facilitate reaching goals)

Analysis of the Situation  

Is emotional intelligence as important as claimed? Can the concept be successfully
applied to human resource management issues? Many popular press articles juxtapose
emotional intelligence with traditional intelligence by making claims -- usually attributed
to Goleman or others -- such as the following:

"...success at work is 80% dependent on emotional intelligence and only

20% dependent on IQ," HR magazine, November 1997.  

This claim, which is not unique in the popular press on EI, is somewhat of an
overstatement of the potential power of emotional intelligence. This reflects, perhaps, a
desire on the part of HR practitioners to find a construct other than intelligence that can
be used to further understand and predict performance at work. As shown in the quotes
below from Goleman (1995, p. 34) and Mayer and Salovey, there is still much research to
be done to determine the meaning of the Emotional Intelligence and to find ways to apply
the concept in human resource management. 

According to Goleman:

"At best IQ contributes about 20% to the factors that determine life
success, which leaves 80% to other forces...No one can yet say exactly
how much of the variability from person to person in life's course it
accounts for. But what data exist suggest it can be as powerful, and at
times more powerful, than IQ."  

In the promotional materials for their own emotional intelligence test, the originators of
the concept, Mayer and Salovey, provide the following clarification regarding the role of
emotional intelligence:  

"In some ways, interest in Emotional Intelligence has been due in part to
a backlash against claims that general intelligence - IQ - is the key to
success. We know that IQ does predict academic achievement and
occupational status, but it still only predicts about 20% of personal
variation in these areas. Psychologists have yet to understand what
predicts the other 80% of success in these areas of life. We believe that
Emotional Intelligence is one of the abilities which are related to life
success, but we are as yet unable to determine just how important
Emotional Intelligence is.  

So, where does Emotional Intelligence fit in? Despite popular reports to the contrary,
there are few relevant studies on the matter to date. Our best guess is that Emotional
Intelligence will make a unique contribution in the 5% to 10% range. It makes sense that
Emotional Intelligence plays a role in our friendships, parenting, and intimate
relationships. Our research, to date, is just beginning to examine these issues in depth."  

http://www.psc-cfp.gc.ca/research/personnel/ei_e.htm
Human Resource Management Trends and Issues:  
Emotional Intelligence (EI) in the Workplace
James Kierstead (1)
Research Directorate
Policy, Research and Communications Branch
Public Service Commission of Canada
1999

Empathy

Kebolehan memberi perhatian kepada seseorang, memahaminya, dan menghargai

perasaannya…..keupayaan “membaca dengan beremosi” orang lain.
The ability to be attentive to, to understand, and to appreciate the feelings of others…it
is being able to “emotionally read” other people.

Benefit:
In the workplace, understanding the duties and demands being placed on fellow staff
members creates cohesive functioning. Understanding others’ points of view will help
make you a team player.

Di dalam tempat kerja, kebolehan memahami orang lain dan menghormati pandangan
mereka akan membantu anda menjadi seorang ahli dalam pasukan yang berkesan
Social Responsibility

The ability to demonstrate oneself as a cooperative, contributing, and constructive

member of one’s social group.

Benefit:
In the workplace, social responsibility means contributing to recognized departmental
and company goals. It also means being aware of the greater good you and your group
can contribute to society as a whole.

1.Goleman offers twelve questions to ask yourself to see if you work with emotional
intelligence. If you
       answer "yes" to half or more, (and if other people who know you agree with your
self-rating) then you are
       doing okay with your EI. See where you score on these items taken from his
emotional intelligence chart.
       Do you - can you - are you:

       understand both your strengths and weaknesses?

       be depended on to take care of every detail? Do you hate to let things slide?
       comfortable with change and open to novel ideas?
       motivated by the satisfaction of meeting your own standards of excellence?
       stay optimistic when things go wrong?
       see things from another person's point of view and sense what matters most to that
person?
       let customers' needs determine how you serve them?
       enjoy helping co-workers develop their skills?
       read office politics accurately?
       able to find "win-win" solutions in negotiations and conflicts?
       the kind of person other people want on a team? Do you enjoy collaborating with
others?
       usually persuasive?

       Add up the number of questions to which you could answer yes. How did you score?
Answering yes to
       six or more of the EI skill items indicates that you are working well and with
maturity in the workplace. Do
       you have more than five questions to which you answered no? Do people who know
you well agree with
       your high number of negative scores? If so, what can you do to change and improve
your emotional
       score?

     2.In businesses and workplaces of every kind, a great deal of time has to be spent in
meetings. To be
       effective and productive, these meetings must be carefully planned, skillfully led,
and the emotional
       intelligence of the participants can affect the outcome. What are some things that you
need to do as the
       moderator of the meeting to get all participants to share information and contribute to
good
       decision-making? Remember that the key can be understanding others, political
awareness of the emotional
       currents and power relationships, leveraging diversity, developing others and
bolstering their abilities as
       suggested by Goleman.

Emotional Intelligence at the Workplace

http://www.selu.edu/Academics/Faculty/srobichaux/GBBT234CH2a.html

Empathy is a particularly important aspect of emotional intelligence, and

researchers have known for years that it contributes to occupational success.

Rosenthal and his colleagues at Harvard discovered over two decades ago that

people who were best at identifying others’ emotions were more successful in

their work as well as in their social lives (Rosenthal, 1977). More recently, a
survey of retail sales buyers found that apparel sales reps were valued primarily

for their empathy. The buyers reported that they wanted reps who could listen

well and really understand what they wanted and what their concerns were

(Pilling & Eroglu, 1994).

Emotional Intelligence: What it is and Why it Matters

Cary Cherniss
Graduate School of Applied and Professional Psychology
Rutgers University
152 Frelinghuysen Road
Piscataway, NJ 08854
732-445-2187
cherniss@rci.rutgers.edu
www.eiconsortium.org

a person’s ability to perceive, identify, and manage emotion provides the basis
for the kinds of social and emotional competencies that are important for success
in almost any job. Furthermore, as the pace of change increases and the world
of work makes ever greater demands on a person’s cognitive, emotional, and
physical resources, this particular set of abilities will become increasingly
important. And that is good news for I/O psychologists, for they are the ones
who are best situated to help clients to use emotional intelligence to improve both
productivity and psychological well-being in the workplace of tomorrow.