Emotional intelligence is the ability of people to acknowledge their emotions and emotions of other people, perceive between various feelings and mark them effectively, apply emotions to control behavior and thinking and control emotions to adapt to various settings or attain the objective (Goleman, Boyatzis & McKee, 2013).. Emotional intelligence is categorized into five categories namely motivation, self-awareness, self-regulation, empathy, and social skills.
How EQ Can Help an Individual Professionally
Apart from helping to improve physical health through ability to take care of oneself and manage stress level, EQ can also play a significant role in improving the professional life of an individual. By effectively understanding and controlling our emotions, we’re in a better position to communicate our feelings in constructive manner. We’re able to understand and relate with those whom we are in relationship with. Understanding the responses, needs and feelings of those whom we relate with, especially in professional life, results to stronger and highly fulfilling relationships (Schutte & Loi, 2014). This in turn brings in work satisfaction and improved individual performance.
Secondly, EQ helps in conflict resolution. If we can discern individuals’ emotions and empathize with them, it becomes much simpler to avoid or resolve any conflict. EQ places us in a better due to our nature or ability to understand desires and needs of others. This helps to reduce conflicts which otherwise affect individual productivity at work.
Thirdly, higher EQ enables us to be stronger motivators which can play a significant role especially in reducing procrastination, boosting self-confidence, and improving our ability to focus on the objective. Higher emotional intelligence also enables us to overcome setbacks, form best networks for support, and persevere with greater resilient outlook. Ability to have a long-term vision directly influences success in our workplaces.
The ability to know what motivates fellow employees, connect in a positive way, and to build formidable relationships with them in the workplace increases your chances of making a better leader (McCleskey, 2014). Part of leadership entails understanding the needs of the followers and finding ways of meeting those needs for the purpose of encouraging higher performance and satisfaction.
Self-description Using My EQ Profile
Based on the online EQ self-appraisal test, my general emotional intelligence score is 59, and it means that I am yet to realize the importance of emotional intelligence and skills related to it. My skills in this area are the main factors limiting my effectiveness. There is need to work on my self-awareness, self-management, relationship management, and social awareness.
Personal Action Plan
|Self-awareness: This is the ability to understand and recognize your character, emotions, moods and their impact on others. It entails realistic self-evaluation of what you are capable of, based on strengths and weaknesses, and understanding how other people perceive you.||Identifying the triggers
· A trigger refers to a situation or a person who makes one emotional and as a consequence prompts one to take certain action.
· Identifying the triggers will result to enhanced emotional intelligence, since it will enable me to develop ability to control the outcome.
|Relationship Management: This is all about individual’s interpersonal communication skills. It also involves the ability to get the best out of others through inspiration, building of strong bonds, and ability to influence them||Create time to build relationships
· Devote part of the day towards building relationship by visiting my colleagues’ offices especially during lunch breaks
· Reply to friends’ postings on LinkedIn or Twitter
· Ask a workmate out for a cup of coffee.
Goleman, D., Boyatzis, R. E., & McKee, A. (2013). Primal Leadership: Unleashing the Power of Emotional Intelligence. Harvard Business Press.
McCleskey, J. (2014). Emotional Intelligence and Leadership: A Review of the Progress, Controversy, and Criticism. International Journal of Organizational Analysis, 22(1), 76-93.