emotional intelligence

Examples of emotional intelligence in the following topics:

• Emotional Leadership

  • According to the trait theory of leadership, some traits play a vital role in creating leaders, such as intelligence, adjustment, extroversion, conscientiousness, openness to experience, and general self-efficacy.
  • Strong emotional leadership depends on having high levels of emotional intelligence (EI).
  • Perceiving emotions represents a basic aspect of emotional intelligence, as it makes all other processing of emotional information possible.
  • Emotionally intelligent people can capitalize fully upon their changing moods according to the task at hand.
  • The emotionally intelligent person can harness emotions—even negative ones—and manage them to achieve intended goals.

• The Trait-Theory Approach

  • Hoffman groups intelligence, conscientiousness, openness to experience, and emotional stability into this category.
  • This model contends the following traits are correlated with strong leadership potential: extroversion, agreeableness, conscientiousness, openness, neuroticism, honesty, charisma, intelligence, creativity, achievement motivation, need for power, communication skills, interpersonal skills, problem-solving skills, decision-making skills, technical knowledge, and management skills.

• Cultural Intelligence

  • Cultural intelligence is the ability to display intercultural competence within a given group through adaptability and knowledge.
  • Diversity in a rapidly globalizing economy is a central field within organizational behavior and managerial development, underlining the critical importance of deriving synergy through cultural intelligence.
  • The concept of cultural intelligence is exactly what it sounds like—the ability to display intercultural competence within a given group through adaptability and knowledge.
  • The components of cultural intelligence, from a general perspective, can be described in terms of linguistics, culture (religion, holidays, social norms, etc.), and geography (or ethnicity).
  • An interesting perspective on cultural intelligence is well represented in the intercultural-competence diagram, which highlights the way that each segment of cultural knowledge can create synergy when applied to the whole of cultural intelligence, where overlapping generates the highest potential CQ.

• How Emotion and Mood Influence Behavior

  • All moods can affect judgment, perception, and physical and emotional well-being.
  • However, both positive and negative emotions can distort the validity of a decision.
  • Job satisfaction can affect a person's mood and emotional state.
  • Managers are tasked not only with monitoring and controlling their own moods and emotions, but also with recognizing emotional issues in their subordinates.
  • Modeling emotional feelings and considering their behavioral implications are useful in preventing emotions from having a negative effect on the workplace.

• Leadership Traits

  • Research findings show that significant relationships exist between leadership and a number of individual traits, among them intelligence, adjustment, extroversion, conscientiousness, openness to experience, and general self-efficacy.
  • Some of the inherent leadership traits in Zaccaro's model include extroversion, agreeableness, conscientiousness, openness, neuroticism, honesty/integrity, charisma, intelligence, creativity, achievement motivation, need for power, oral/written communication, interpersonal skills, general problem-solving, decision making, technical knowledge, and management skills.

• Defining Stress

  • Stress is defined in terms of its physical and physiological effects on a person, and can be a mental, physical, or emotional strain.
  • Stress is defined in terms of how it impacts physical and psychological health; it includes mental, physical, and emotional strain.
  • Stress-related disorders encompass a broad array of conditions, including psychological disorders (e.g., depression, anxiety, post-traumatic stress disorder) and other types of emotional strain (e.g., dissatisfaction, fatigue, tension), maladaptive behaviors (e.g., aggression, substance abuse), and cognitive impairment (e.g., concentration and memory problems).
  • Interpersonal Demands - Examples include: emotional issues (abrasive personalities, offensive co-workers), sexual harassment (directed mostly toward women), and poor leadership (lack of management experience, poor style, cannot handle having power).

• Considerations when Managing a Global Corporation

  • Global management skills are largely based in developing cultural intelligence, or a high cultural quotient (CQ), which delineates an individual's general understanding and adaptability of foreign cultures.
  • This is best achieved through understanding what constitutes a high level of intercultural competence and leveraging this confidence to achieve the desire results in global management (see Boundless's "Cultural Intelligence" section).
  • Once managers attain the appropriate levels of cultural intelligence, it becomes necessary to apply this to the corporate framework.

• The Big Five Personality Traits

  • Extraversion - Extraversion describes energy, positive emotions, assertiveness, sociability, talkativeness, and the tendency to seek stimulation in the company of others.
  • Neuroticism - Neuroticism describes vulnerability to unpleasant emotions like anger, anxiety, depression, or vulnerability.
  • Neuroticism also refers to an individual's level of emotional stability and impulse control and is sometimes referred to as emotional stability.

• Overview of Negotiating Strategies

  • It is useful to understand the basic components of negotiation, the five negotiating styles, the three types of negotiation, and the way in which emotion affect the negotiation process.
  • Accommodating - This style is sensitive to the emotions of those being bargained with, and in touch with verbal and nonverbal signals.
  • The consideration of emotion may dramatically affect both the choice of a given style and the effectiveness of its execution.
  • Indeed, negative emotions psychology result in irrational and unpredictable behavior which dilute synergy and limit the potential of realizing a reasonable solution.
  • Inversely, positive emotions raise confidence and clear the mind, allowing for a clearer cooperative strategy to emerge and take hold.

• Downward Communication