Emotional intelligence three schools of thought

Emotional intelligence three schools of thought Emotional intelligence. What is it and what role does it play in work and life effectiveness? Is emotional intelligence just a repackaging of people skills in scientific clothing? Research suggests it is not. Academics and business people alike are intrigued by the possibility that emotional intelligence is a distinctive and measurable form of intelligence that is important to success as a leader. But how important is it to effective leadership? Are there some aspects of emotional intelligence that are more important than others? And, importantly: are there any downsides to having too high an EQ? What is Emotional Intelligence? From the review of the research there is no proper consensus about what actually emotional intelligence constitute.According to the research there are 3 schools of thoughy: 1)First school of thought like Goleman 1998 thinks factors influencing emotions and intelligence as initiative,self confidence and drive for results 2)Second school of thought like Bar-On 1997 view emotional intelligence as a personality dimension, like extroversion, agreeableness, and emotional stability. 3)Third school of thought like Mayor,Dipaolo thinks that emotional intelligence is the set of abilities which constitutes the capacity of the person to understand,reason about and how to use emotions to think and act. All three share a fault in terms of measuring leadership effectiveness. The tests are designed to assess specific aptitudes, traits, abilities, or behaviors thought to relate to emotional intelligence, but without regard as to how those may relate to success in particular situations.This is also the fundamental flaw in how emotional intelligence is being applied to effective leadership: we are beginning with competing constructs of emotional intelligence and attempting to relate them to leadership success, instead of going the other way around. We are, in effect, looking through the wrong end of the telescope at leadership performance. How Effective Leaders Demonstrate Emotional Intelligence At Cambria Consulting, we have taken the approach advocated by McClelland: identify the most effective leaders and study what makes them different from the average. During the past 30 years, we have observed and interviewed over 1000 highly effective senior managers and executives in prominent Fortune 500 companies, federal agencies, nonprofits and the military.. Based on this research, we have noted several critical aspects of emotional intelligence that are highly important to leadership effectiveness, as well as others that can actually be dysfunctional. What follows is a brief summary of our conclusions about what works and what doesnt work based on our observations. 1. Effective leaders are aware of their impact on others and use it to their advantage. Efffective leaders in an organization know that their strong personalities ,their position and even their physical presence makes a strong impact on others.they are also sensitive about hoe they come across to others.They form channels to bring about best in others.Such kind of leaders thinks that they are in perfect control over about their own feelings nad how they express them.But at the same time there is a big risk involved with such kind of leaders that these may come across as overbearing.Perfect balance is being created by the effective leaders. 2. Effective leaders have empathy for others; yet can still make tough decisions. Effective leaders often are best from thinking on placing himself in others position.They place themselves in others shoes and are able to think why and how employees react at the time of personal crisis,any changes may it be transformational or transactional,any prganizational events.But it doesnot prevent them to take tough decisions.They make people acknowledge that the decisions really make sense.The risk attached to it is that its easy to over-identify with others or let empathy be confused with sympathy, and not make the tough decisions as needed. 3. Effective leaders are astute judges of people without being judgmental. Effective leaders are able to judge others in terms of strengths and weaknesses and are able to apply and recognize diverse talents of the organization.The risk is that thay may overly critical about what they perceive about others weakenesses nad may make them feel undervalued or disrespective by dimissing the advice of such people. . 4. Effective leaders are passionate about what they do, and show it. Good leaders are passionate, highly optimistic and believe in the inevitability of success. They encourage others to believe that the most challenging goals can be met and the most daunting obstacles overcome. But it doesnt mean that they are always cheerleaders; their passion may be expressed as persistence in pursuing an objective or a relentless focus on a valued principle. However,theres a fine line between being excited about something and letting too much passion close your mind to other possibilities and ignoring realities that others see. 5. Effective leaders balance feeling and logic in making decisions. Effective leaders are in touch with their gut instincts about the right thing to do in the absence of supporting data. They also recognize their internal warning signs that something might not be the right thing to dodespite the seemingly compelling analysis. They understand that logic and facts are not the only things to consider. Nevertheless, they do not just go with their gut without checking out their instincts with others. The drawbacks are the temptation to rely largely on their feelings about things and bet that they are correct without further investigation. They are essentially gambling with the resources of the organization, and can lose big. 6. Effective leaders are excellent communicators. Effective leaders understands that the information should reach to people on time about the business.though they are not good speakers but still they kknow the hot buttons of the organization.They know that timely information always motivates people and make them connected to the organization.The only problem they face is that they get into the trouble of providing too much or too less information to the people connected with the organization.sometimes information not passed with the fear of people being upset from the truth. As in most things, emotional intelligence as a leadership requirement should be kept in perspective. The key to effectiveness is balance: a strong mix of cognitive capacity (logical, conceptual and creative thinking), people skills (interpersonal astuteness, influence skills, and communication skills), and the wisdom borne of experience and having to make unprecedented decisions based on a strong set of personal values and personal integrity. Taken together, this is what makes for effective leadership.

Diction, Imagery, Detail, and Syntax (DIDS) in Poetryâ€Worksheet Essay

Instructions: Analyze the text you selected and fill out the following worksheet in detail. Provide specific examples from the text that support your analysis. 1. Write the title of the text you have analyzed here: â€Å"When I Was Fair and Young† by Queen Elizabeth I circa 1585 2. List at least three examples of diction in the text that add to the overall tone. Explain how each word contributes to the emotional power of the piece. â€Å"Fair† and â€Å"Young† are good choices of words as it conveys o the audience that the Author was highly attractive. â€Å"Scorn† Conveys a strong negative emotion. it is stronger than using the word â€Å"dislike.† Importune is another word that conveys strong emotion; it is an urgent, persistent and intense request. â€Å"Fair† and â€Å"Young† Gives the poem a more soft and light tone which directly contrasted the intensity involved with the words â€Å"Scorn† and â€Å"Importune† 3. List at least three examples of imagery in the text that add to the overall tone. Explain how each description contributes to the emotional power of the piece. Fair and young gave a visualization of Queen Elizabeth I’s physical attributes when she was youthful. Scorn gives an image of a hard face and attitude, which again directly contrast the softer, gentler image of young and fair. With â€Å"weeping eyes† and â€Å"sighing hearts† I could see Elizabeth I’s rejected and dejected suitors. Where the author could have chosen more moderate, wild words, she used stronger words to communicate her severe emotions 4. List the examples of important details the author chose to include. Explain how these details contribute to the emotional power of the piece? Fair and young gives detail about her physical attributes and tells us why she was so lusted after; contributing an heartfelt emotion to the poem. How much men she severely brought to woe and despair by her scorn communicated a somewhat sorrowful emotion. 5. List the examples of important details the author chose to omit. Explain how these missing details contribute to the emotional power of the piece. The author did not include how her attitude changed after she was no longer fair, young and favored by grace to avoid impeding a moon present in the poem. Additionally, the author did not include how she was changed to no longer fair, young, and favored by grace; possibly to avoid impeding the mood too. 6. Analyze the author’s use of syntax in this text. Are the sentences long or short? Does the author use punctuation to slow down the pace, or short phrases to quicken it? Explain how the sentence structure contributes to the emotional power of the piece. The Sentences in the poem are medium. Her usage of punctuation and short phrases set a calm and consistent mood in the poem. 7. Select a tone (or multiple tones) from the list of Tone Words. Explain why this tone is the best way to describe this text. I say fatalistic, and ironic tones best fit the text. It was fatalistic for the author to see her haughty and prideful attitude ruin her beauty, and ironic, as pride comes before the fall (dramatic irony)

Hrm And The And Human Resource Management - 1094 Words

Introduction The main purpose to write this essay is to analogize the differences in the field of HRM and IR. The Foundation of Industrial Relations and Human Resource Management is based on intense academic study. The essay is an endeavor to illustrate by scrutinizing their objectives and the viewpoints or the approaches of this field. The first part of the essay is an attempt to define HRM and IR and it further continues to explain the differences and similarities between the two. In the last part, the essay addresses various concepts and theories that exists in these two subjects and the key features of HRM and IR. Definitions HRM and IR are two broad concepts. HRM is a strategic approach to managing employment relations which emphasizes that leveraging people’s capabilities is critical to achieving competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practices.† Bratton and Gold (2007: 7) Human resources management is an independent term for employee – employer relationship. It deals with recruitment, selection, training and employment relations among employers and employees. Human resource management is a complex blend of creativity, science and common sense. Industrial Relations is defined as: It is a field of study that deals with the formal and informal relationship between an organization and its employees. 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HumanRead MoreHuman Resource Management ( Hrm ) And Human Resources1452 Words   |  6 Pagesshift in Human Resource Management from collective to individualised approaches to Employee Relations and will also explain the concept of the psychological contract and consider its importance for contemporary Employee Relations practice. â€Å"The terms ‘human resource management’ (HRM) AND ‘human resources’ (HR) have largely replaced the ‘personnel management ‘as a description of the processes involved in managing people in organisation’s† (Armstrong, 2009, p.4). â€Å"Human resource management is definedRead MoreHuman Resource Management ( Hrm )1105 Words   |  5 PagesHuman Resource Management (HRM) is the function within an association that has emphases on the employment of, administration of, and providing direction for the employees within an organization. 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Observing Gender Communication Differences Essay - 530 Words

Several weeks ago I observed a woman at the Mall. She and a young man sitting directly across from each other were engaged in what was apparently a mutual flirting. But the younger man seemed much more confident and cocky than did the woman. For one thing, he was more relaxed and calm. The woman, however, kept her arms folded over a bag that she was holding on to very tightly. The woman also had a strong tendency to look down more often than the man. Although her admiration for him was obvious, she seemed to be trying hard to conceal it. Often women seem to be more noticeably shy than men. Non-verbally, their â€Å"body language; seems to communicate their feelings of great uncertainty and self-consciousness. Further evidence†¦show more content†¦Men seem to speak more nasally and some women seem to have a better control over the English language. Over the course of a few days, I noticed significantly fewer â€Å"ums; and â€Å"errs; from women than I did from men. This did not necessarily indicate that they presented themselves more confidently, just with greater fluency. Men have a tendency to use their hands more often while speaking than do women. In one my observed instances, several guys and girls had gathered at my friend’s house to eat dinner, and the amount of hand motions and gestures that the guys were using seemed to be infinite. One guy frank practically drew out an entire picture of his car in the air while describing it to the other guys. Meanwhile, the girls’ hands remained on their food or their drink or on the table. Girls nodded much more than guys—but made no other gesture with as much frequency. Finally, it can be inferred from my observations that certain cultural models cause the witnessed patterns of speaking and communication. Women are â€Å"taught; to be shy and infererior—and this is evidenced in their non-verbal coyness while speaking in a one-to-one situation with males. 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