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1
Emotional Intelligence in the New Workplace
Introduction:
Making intelligent hiring decisions allows an organization to add the talent it needs while
reaping the benefits of increased productivity and higher morale. The hiring process is not simple
but hiring bad employees often hinders an organizations development and productivity. By
developing and encouraging emotional intelligence within the organization, many businesses
will be able to avoid many if the problems associated with a poorly functioning, unmotivated and
more and more important in the new work place. Hiring using emotional intelligence increases
an organization potential for selecting not only technically savvy employees, but also of building
Using ideas developed and researched by experts in the field of emotional intelligence
including Reuven BarOn1 , Daniel Goleman2, Howard Gardner3, Jack Mayer4, and Peter
Salovey5, this paper will provide an explanation of what emotional intelligence is and why it is
important for success in today’s business world. Additionally, I will outline the cost and risk
involved in hiring new employees; review suggested steps for conducting an emotional
1
Reuven Bar-On is an internationally acknowledged expert and pioneer in emotional intelligence and has been
instrumental in defining, measuring and applying various aspects of the concept since 1980. He coined the term
“EQ” (“emotional quotient”) in 1985 to describe his approach to assessing emotional and social competence and
created the EQ-i, which was the first test of emotional intelligence to be published by a psychological test publisher.
2
Daniel Goleman is the author of Social Intelligence and Emotional Intelligence. He received his Ph.D. from,
Harvard and reported on the brain and behavioral sciences for the New York Times.
3
Howard Earl Gardner (born July 11, 1943 in Scranton, Pennsylvania) is an American psychologist who is based at
Harvard University. He is best known for his theory of multiple intelligences.
4
John (Jack) Mayer, Ph.D. is a Professor of Psychology at the University of New Hampshire. He was a post-
doctoral scholar at Stanford University. He received his B.A. from the University of Michigan, and his M.A. and
Ph.D. in psychology at Case Western Reserve University.
5
Peter Salovey, Dean of Yale College at Yale University, is the Chris Argyris Professor of Psychology and a
Professor of Management and of Epidemiology and Public Health at Yale. He directs the Health, Emotion and
Behavior Laboratory. He also has affiliations with the Yale Cancer Center and the Institution for Social and Policy
Studies.
2
Emotional Intelligence in the New Workplace
Emotional Intelligence or “EQ/EI” is a relatively new behavioral model that came into
prominence mainly through the works of Daniel Goleman in his 1995 book entitled “Emotional
Intelligence”. Psychologists Howard Gardner, Peter Salovey and John Mayer developed the
early theory during the ‘70s and ‘80s. Emotional Intelligence is increasingly relevant to
organizational development and developing people. The EQ principles provide a new way to
understand and assess people’s behavior, management styles, attitudes, interpersonal skills, and
customer relations and customer service, just to name a few. (Goleman, 2000)
IQ, which is a number used to express the apparent relative intelligence of a person that is
the ratio multiplied by 100 of the mental age as reported on a standardized test to the
chronological age. IQ is the measure of cognitive abilities, such as the ability to learn or
understand or to deal with new situations; the skilled use of reason; the ability to apply
criteria (as tests); mental acuteness; logic and analytical skills. EQ, on the other hand, is a
measure of your emotional intelligence, or your ability to use both your emotions and cognitive
skills in your life. Emotional intelligence competencies include but are not limited to empathy,
authenticity, and interpersonal skills. Unlike IQ, which levels out sometime in your teens, EQ
continues to develop and in fact, most EQ skills become better as we mature. (Goleman, 2000)
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Emotional Intelligence in the New Workplace
The essential premise of EQ is that to be successful one must possess the effective
awareness; control and management of one own emotions and at the same time have the ability
to react appropriately to the emotions of the people around you. The two main aspects of
• Understanding yourself, your goals, intentions, responses, behavior and all; and
• Understanding others, and their feelings.
these areas along with the five domains identified by Goleman provide the foundation of an
It is an understatement to say that hiring a new employee for your business is a large
financial investment. Considering the high cost involved in recruiting, interviewing and
deploying a new employee, it becomes paramount for companies to be able to hire employees
who will remain with the company for more than a few months. Employees need to exhibit an
should be able to understand and support the vision and mission of the organization while at the
6
Neuro-linguistic programming (NLP) is defined in the Oxford English Dictionary as "a model of interpersonal
communication chiefly concerned with the relationship between successful patterns of behavior and the subjective
experiences (esp. patterns of thought) underlying them" and "a system of alternative therapy based on this which
seeks to educate people in self-awareness and effective communication, and to change their patterns of mental and
emotional behavior"
4
Emotional Intelligence in the New Workplace
same time be willing to become an involved member of the organization and it culture. (Hodges,
2009)
In a report by Saratoga Institute Human Capital Report for 2000 (compiled from
calendar 1999 data), the total cost per hire (external and internal hires) for all 991 participants
surveyed averaged $4,588. The exempt cost per hire averaged $12,032 and nonexempt $989.
Exempt external cost per hire averaged $8,676 while exempt internal cost per hire hit an average
of $15,008. Exempt internal costs are greatly influenced by relocation expenses while the exempt
external costs are highly swayed by both relocation costs and agency fees. The total costs to hire
are only one element in an effective and efficient recruiting function. A breakdown of the 1999
total hiring costs shows that on average 18.4% of the total hiring cost was allocated to
advertising and 19.9% was paid to agencies and search firms; only 1.8% was for referral
bonuses, 2.7% for travel costs, 32.9% was paid out for relocation expenses, and 24.3% was for
This is a reflection of the high cost of hiring a new employee under the best conditions.
However, what does it cost an organization when the work person is hired to a position?
Making a poor hiring decision not only costs your organization the typical cost per hire
figure, but also it can also cost the company in other less tangible ways. There is productivity
losses in the shape of low employee morale and extra time spent on performance management,
lost business relationships and goodwill, as well as other potential costs that include
unemployment compensation, severance pay or maybe even legal fees. When you make a hiring
decision, you want it to be the right person and match the first time. In a struggling economy, we
all want to avoid wasted resources on repeating the hiring process when it can be avoided by
simple changes to our hiring criteria. It is possible to limit, reduce or even eliminate your risk by
5
Emotional Intelligence in the New Workplace
making a conscious effort to hire staff that is not only technically qualified for the position but
also have the emotional intelligence necessary to become a productive member of the
organization.
It is widely known that the primary cause of performance problems is the lack of well-
developed emotional intelligence. This is true whether on the individual level, teams, or
organization wide. The core principles of self-reflection, self-regulation, and empathy are the
foundational building blocks of emotional intelligence and fuel essential competencies like
flexibility, adaptability, resilience, tolerance, and the ability to remain highly effective under
underdeveloped emotional intelligence has on the bottom-line performance of the individual and
the organization. This is particularly true for leaders and anyone who manages people.
(Goleman, 2000)
emotions are always present, and doing something intelligent with them. We cannot deny that
when human beings are brought together to complete task, emotions will play a role in the
interactions. This is seen on the personal level as well as on the business level. Contrary to the
belief that emotions are inappropriate for the workplace, it is a fact that emotions cannot be
Organizations are beginning to realize that accept that emotional intelligence in daily
activities such as teambuilding and training programs, among the senior management and human
resources activities, they will increase their ability to improve decision-making, and problem
solving will be a benefit for them. Emotional Intelligent organizations are better equipped to
6
Emotional Intelligence in the New Workplace
organizations increase their chances to maximize their potential for business success and increase
their productivity because people in these organizations share connections that are more
powerful.
A poorly functioning workforce not only affects the current conditions of the business but
also the future profits, moral and productivity of other employees. Poorly trained and/or
In the traditional vertical organization, it was easy to determine the players and therefore
know whom you needed to please. As the horizontal approach to leadership gains ground, we
see a new game with new rules that has increased the need for employees to exercise more
In the new work force, you will find more organization vying to bring services together.
The process of bringing people, activities and other things together to perform will be the new
norm for many businesses. Alliances are beginning to displace firms as the competitive entity in
the global marketplace. In this new workplace, we will find that the degree to which others
accept or reject our behaviors will be the based on our interpersonal communications skills. The
better our interpersonal and other soft skills become, the easier it will be for a business to earn
Many companies today are teetering on the edge of disaster. Excessive downsizing due to
a faltering economy along with the poor economic outlook of our country has created employees
exhaustion and fear. Competition in the workplace is fierce and many new recruits feel a need to
turn to aggressive tactics to get ahead of their peers or risk falling behind. Many business leaders
7
Emotional Intelligence in the New Workplace
are beginning to realize that such negative emotions among their employees are not healthy for
In the same way many organizations have relied on IQ or the intelligence quotient as a
valid and reliable indicator of a person’s mental strength and capability, today we have the EQ or
Emotional intelligence as a valid and reliable indicator of a person’s emotional strength and
capability. EQ reflects an individual’s ability to deal with daily environmental challenges and
helps predict success in life, both in professional and personal pursuits. EQ is used as a predictor
of a person’s emotional strength and capability. EQ tells a person how emotionally smart they
are. In the new workplace, EQ beats IQ every time. We demonstrate IQ when we speak, write,
solve mental challenges; we demonstrate EQ each and every moment of our lives. (Goleman,
2009).
We wear our EQ for the entire world to see and experience. This is done through our
attitudes, which include our thoughts, feelings and behavior. EQ competencies include empathy,
intelligence is based on a long history of research and theory in personality and social
psychology. Reuven BarOn, Daniel Goleman, and Jack Mayer, Peter Salovey and David Caruso
experience, some people excel while others of the same caliber lag behind. Certain competencies
are found repeatedly in high performers at all levels, from customer service representatives to
8
Emotional Intelligence in the New Workplace
Organizational identity is an important cognitive variable that not only affects how one
feels about his or her membership in the organization but also determines the participant's
measuring stick for business success, how can we assist in transition organizations to the new
emotional intelligent organizations that are required to succeed in the new global market?
Through training session and by having the managers be more hands-on in their management
roles.
Gone are the days when poor interpersonal skills are overlooked because of technical
merit. To be successful in the new global workforce, all employees need to develop emotional
intelligence skills.
management, we now understand that emotions play a vital role in many facets of leadership.
New discoveries in neuroscience, medicine, and psychology underscore the notion that emotions
their impact on the productivity of our organizations. We understand mad, sad, and happy, are
perhaps only able to report, and feel comfortable with those basic emotions. However, to be an
effective employee or leader, we must be able to access hundreds of emotions beyond the six
primary emotions of happiness, sadness, fear, anger, surprise and disgust. (Chastukhina, 2002)
9
Emotional Intelligence in the New Workplace
Our emotional range is the ability to discern a wide range of emotions in both oneself and
others and to be intentional about the expression of those emotions. By accessing our full range
of emotions, we obtain valuable information about ourselves and the world in which we operate.
Compassion and empathy require that we identify with the emotions of others. If we are
uncomfortable with particular emotions, we tend to avoid or deny them in ourselves, thus
denying access to important information about the particular set of events, circumstances, or
people that gave rise to those emotions. In addition, we cannot identify with or may seek to avoid
emotions in others that we are not comfortable acknowledging within ourselves. It is difficult to
Conference in Portland, Oregon, research shows that no more than 25% of one’s overall success
if attributable to general intelligence, which leaves 75% as emotional intelligence. (Lee, 2004)
both by practitioners and researchers. While an increasing number of scholarly works have
begun to explore emotions in organizations (Fineman, 2000b), there is little evidence of a similar
10
Emotional Intelligence in the New Workplace
Fiebig and Kramer (1998) reported that respondents in their study "resorted to rational or logical
descriptors to describe how they expressed emotions" further indicating the dominance of
rationality in organizations.
toward dualities in Western culture (Putnam, 1993). The English language reflects and
perpetuates these dualities through its creation of meaning within bipolar terms such as black and
white, mind and body, rationality and emotionality (Cirksena & Cuklanz, 1992). "Critics have
observed that this assumption of dualism generally includes a hierarchical relationship between
the terms, valuing one and devaluing the other" (Cirksena & Cuklanz, 1992, p. 20).
privileged over its binary opposite emotionality. The practice of this duality can be seen in the
(Fineman, 2000a). The rationality/emotionality distinction is, however, a false dichotomy given
that "many rational organizational strategies are pursued on highly emotional grounds and much
culture and does not extend to non-Western organizations where emotionality and rationality are
viewed as intertwined and inseparable (Krone, 2000). Consequently, despite the privileging of
emotions when they think about, talk about, and do work (Fineman, 1993). To the contrary, the
process of organizing is itself highly emotional (Weick, 1995). Workers, then, must tread a
11
Emotional Intelligence in the New Workplace
treacherous path between the emotions they experience and the socialized expectations of
Organizations around the world spend billions of dollars annually on training programs
for managers and leaders, yet few, if any, address the important skill of how to recognize,
acknowledge, and manage personal feelings. In the past several years, a number of social
scientists have begun to explore what is now known as emotional intelligence. In their new
Intelligence Effective, Cary Cherniss and Mitchel Adler define emotional intelligence as "the
ability to accurately identify and understand one's own emotional reactions and those of others. It
also involves the ability to regulate one's emotions, to use them to make good decisions, and to
act effectively." They go on to say that "emotional intelligence is the basis for personal qualities
The link between EQ strengths in a leader and the organization’s climate is important for
EQ theory. A Hey/McBer analysis of data on 3,781 executives, correlated with climate surveys
filled out by those who worked with them, suggests that 50 to 70 percent of employees’
perception of working climate is linked to the EQ characteristics of the leader (Goleman, 2000).
Research drawing on that same database sheds light on the role of EQ competencies in
leadership effectiveness. It identifies how six distinct styles of EQ-based leadership affect
climate. Four styles – the visionary (sometimes called the “authoritative), the affiliative, the
democratic, and the coaching – generally drive climate in a positive direction. Two styles – the
coercive and the pacesetting – tend to drive climate downward, particularly when leaders overuse
12
Emotional Intelligence in the New Workplace
them (though each of these two can have positive impact if applied in appropriate situations.
Now that the need for embracing an emotional intelligent organization has been accepted
by main business professionals, the task a hand is how best to change the mind frame of the
tradition business.
In order to increase the level of employees’ performance, morale, and enthusiasm, many
• The organization “promotes a culture in which openness and transparency are the norm”.
• Respectful assertiveness must exist in the organization.
• The organization encourages diversity.
• The organization tolerates constructive disagreement.
• The organization values flexibility and communication among its various departments.
By having these attributes, an emotionally intelligent organization can plan several years
in advance, and its employees can work with each other more effectively. In addition to having
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Emotional Intelligence in the New Workplace
these characteristics, an emotionally intelligent organization should understand and possess the
“3 R’s”. That is, the “capacity to recruit, retain and rouse its workforce” (Books, 2000). Being
able to retain its workforce is an advantage to an organization because of the expense of hiring
and training new employees. In addition, high turnover can result in low employee morale.
Therefore, it is best if a company has an ability to retain its current workforce. Rousing its
employees will work harder for the company and will likely be the most satisfied. To rouse their
employees, companies should include them in the decision making process and recognize their
contributions (Book, 2000). It is necessary to have all three attributes present in the company in
order for it to develop emotional intelligence. However, two factors that are even more important
influence the level of emotional intelligence of the company. In addition to having these
R’s”. That is, the “capacity to recruit, retain and rouse its workforce” (Books, 2000). Being able
to retain its workforce is an advantage to an organization because of the expense of hiring and
training new employees. In addition, high turnover can result in low employee morale.
Therefore, it is best if a company has an ability to retain its current workforce. Rousing its
employees will work harder for the company and will likely be the most satisfied. To rouse their
employees, companies should include them in the decision making process and recognize their
everyday life, having a high EQ may help us develop stable and trusting relationships,
understand others better, and interpret actions of others more clearly. In today’s corporate world,
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Emotional Intelligence in the New Workplace
the issue of emotional intelligence is widely emphasized. Researchers study its effects on
and well-being in general. The emotionally intelligent leader promotes qualities that are
selfregulation, self- awareness, motivation, empathy and social skills and effectively guide
employees using these skills. Leaders who display these qualities promote working environments
in which employees feel comfortable voicing their opinions, thereby promoting an environment
by Cary Cherniss and Daniel Goleman featured 22 guidelines, which are thought to represent the
These are:
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Emotional Intelligence in the New Workplace
The above list is based on the research and work performed by Dr. Daniel Goleman, but
as mentioned earlier in this paper, there are other academics that have also done substantial
In the old workplace, employees expected the work they did to stay the same. The only
time our duties changed was when we changed our jobs. In the new workplace, we can expect
the work we do to continuously change in an ongoing effort to offer better products, expand the
alone. The emotional development of employees was not taken into consideration because in our
society, emotions were to be left outside of the office. Employee tended to perform task alone
and the lack of ability to interact with others was not considered a big deal.
In the new work environment, many routine tasks are performed in teams. Most
employees find that they must continually interact with not only peers, but also customers.
Because of this, we have seen many promising candidates turn out to be a disaster, leaving in
their wake frustrated colleagues and tattered client relationships in the dust of their rapid
departure.
When you hire the wrong person for the job, the individual and the organization usually
end up parting ways with the failed employee and the organization paying the cost. For
16
Emotional Intelligence in the New Workplace
Companies interested in recruiting, selecting, hiring, harnessing, and growing their most valuable
assets, which are its employees, it is becoming more and more important that soft skills or
emotional intelligence skills be identified, tested and integrated into their culture. Most
employees who leave a position or lose their jobs do so not because of inadequate skill levels,
but because they lack the ability to manage themselves appropriately in the workplace and/or
have difficulty getting along with coworkers and clients. (Brodt, 2005)
driven economy, businesses are faced with many new challenges and find themselves
questioning how they will be able to cope with a radically new environment. This new
workplace environment includes new ideas such as globalization and the information revolution.
Because all of the changes that have been occurring in a relatively short period, most companies
are recognizing that the old way of doing business does not fit into the new structure of the
business world. The reality is that we live and work in a fast pace world. We all are increasingly
familiar with modern business terms such as total quality management, just-in-time production,
e-business, lean manufacturing and teleworking. However, are we aware of what lies behind
these terms and the effect these and other practices have on productivity and performance and
crucially, their social and psychological impact in on the employee’s moral and stability?
Availability of products and services are no longer limited due to location. Because of
this when a need arises, either personal or business, if our business is not equipped to rise to the
need immediately, someone else will. Businesses must work to develop an employee base that
has the ability to cope with the new demands that come with the world being our customer.
Many business owners find that this has lead to disruption to business as usual. By developing
an emotional intelligent organization, accommodating these changes and navigating the new
17
Emotional Intelligence in the New Workplace
global economy is possible. This is not to imply that companies should accept disorder to stay
competitive, but to encourage our businesses to develop ways to work with the disorder while
developing ways to introduce order. (Rock, 2008) Today’s businesses need a workforce that has
the ability, both mentally and emotionally, to handle the turbulence generated by the global
partnerships, mergers, diversity and the other changes that result from innovation.
The new workplace demands high emotionally intelligence employees who are adaptable,
manage stress, in charge of their own emotions, who can withstand frustration and
disappointment, and who demonstrate an optimistic side of life, even in the face of adverse
situations. In this age of the knowledge worker, intellectual capital, connecting learning across
the organization and leveraging human capital, the seemingly simple yet most profound act of
For any organization to survive and flourish in the 21st century there has to be a strategic
and sustainable link to its vision, missions, operational objective. This link is the critical piece in
the new economy. Not only will lead to hiring the people, it will lead to hiring employees that
stay with the organization. Businesses are only cheating themselves when they concentrate on
the strategic plan of the organization and hiring for technical merit only ignoring the emotional
side and ignoring signals that the potential employee may not have the ability to adapt to the
culture of the organization. To be successful, there must be a sustainability plan also. That can
only be done with human capital profiling that links the vision and emotional intelligence to the
18
Emotional Intelligence in the New Workplace
candidates’ potential abilities by examining skills used in past job performance. Candidates are
asked to give specific examples of how they have acted in the past, instead of being asked to
share their opinions or ideals. The key to getting the most detailed responses to one’s queries
and flushing out the skills of a candidate is developing the right questions for the position and
Many organizations including the United States Air Force have conducted studies
regarding the value of assessing job applicants’ emotional intelligence and using these results as
indicators of how well a potential employee will match an organization. (Brodt, 2005) In the
case of the Air Force, they found that when selecting emotional intelligence to select recruiters,
they increased their ability to predict successful recruiters by nearly threefold, with an immediate
During the hiring process, employers will find that the challenge will to be their ability to
weed out people who will be disruptive to the organization and to recognize the people who have
There are two levels of screening to consider when evaluating a job applicant for
emotional intelligence. During the interview process, you may be able to watch for certain red
flags that suggest a person will be a match to the organizations culture and if they will clash with
the values and goals of the organizations. The seasoned interviewer recognizes that most people
fall into some of these traps at some time or another. What is important is to determine how
frequently that happens and the intensity and inflexibility in the position and the potential
employee. Keeping these cautions in mind, here are some of the red flags that should be
19
Emotional Intelligence in the New Workplace
According to Adele B. Lynn, author of The EQ Interview: Find Employees with High
Emotional Intelligence, Emotional intelligence accounts for anywhere from 24% to 69% of
performance success. (DuVernay, 2008) This high percentage of emotional maturity is seen as a
While the interview may give some light on the applicant’s emotional intelligent levels,
and even with some employers utilizing standardized testing as an essential part of the evaluation
process, such as the Bar-on Eqi8 or the MSCEIT9, many organizations will that they need
develop a better interview process. The new format for Interviews should provide a means to
evaluate the candidates’ emotional intelligence along with technical and situational competence.
Such assessments will provide insightful information regarding the applicant’s self-awareness
and self-control, along with a picture of how motivated they are for the mission of the
organization along with if the applicant’s ability to interact effectively with other employees and
8
The Emotional Quotient Inventory (EQ-i®) is the first scientifically validated and most widely used Emotional
Intelligence assessment in the world. Based on more than 20 years of research worldwide, the EQ-i examines an
individual’s social and emotional strengths and weaknesses.
9
The MSCEIT™ test uses a variety of interesting and creative tasks to measure a person's capacity for reasoning
with emotional information.
20
Emotional Intelligence in the New Workplace
There are multiple aspects to emotional intelligence, Tree them that have been identified
by some experts as useful in predicting a potential employees emotional intelligence status are:
and the deeper emotional needs that drive them. Generally, people are competent at
labeling their moods, but few exhibit the ability to articulate the strong emotional desires
that shape much of their behavior and identity including a longing for validation, a
• Does the candidate appear to have well-developed emotional and social radar and
show the ability to sense how their words and actions influence colleagues.
Since most employees work in conjunction with others, the ability to read other people, to
notice their emotions and discern their opinions, an employee that is lacking the ability to relate
lacking the ability to recognize the emotional needs of others can lead to a fatal relationship with
customers.
• Does the candidate acknowledge past mistakes, reflect critically upon them, and learn
from them.
Mistakes and outright failure offer opportunities for growth. Emotional
intelligent employees are able to learn from them and grow both professionally and emotionally.
Being aware of these emotional intelligence indicators is just the beginning for an
organization. Knowing how identify them and introduction a line of questioning that is
21
Emotional Intelligence in the New Workplace
consistent it is important to ensure that the organization exhibits uniformity to all applicants,
Adele B. Lynn10 developed sample questions that could be used to gather emotional
intelligence data in her book, The EQ Interview: Finding Employees with High Emotional
Intelligence.
To assess a candidate’s self-awareness and ability to self regulate ask these questions:
• Can you tell me about a time when your mood affected your performance, either
negatively or positively?
• Tell me about a conflict you had with a peer, direct report, or boss—who did it start and
how did it get resolved?
A manager has to maintain a product, positive tone even when they are anxious about a business
To assess candidate’s skill level in the aspect of emotional intelligence ask questions such
as:
• Tell me about a time when you did or said something that had a negative impact on a
customer, peer, or direct report. How did you know the impact was negative?
• Have you ever been in a business situation where you thought you needed to adjust your
behavior? How did you know and what did you do?
To assess the candidates ability to learn from their mistakes use questions similar to
these:
• Have you ever been in a situation where you felt you needed to modify or change your
behavior? How did you know? How have you been able to take lessons learned from that
and apply them to another?
• Tell me about a situation when you discovered that you were on the wrong course. How
did you know? What did you do? What, if anything, did you learn from the experience?
(DuVerney, 2008)
Utilizing these and similar questions will help the organization assess the emotional
intelligence of the candidates therefore developing an employee base that centers on the EQ
10
22
Emotional Intelligence in the New Workplace
framework. For this technique to be successful, it is necessary for the organization and managers
to t adopted the emotional intelligence pattern for everyday interactions and make it part of the
company norms. Making such a transition may be difficult, but not impossible. It will be
Conclusion:
Intelligence continues to be one of the most hotly debated topics in psychology. One
recurring question in this debate is whether there are multiple types of intelligence and if so, how
are they related. Models that emphasize a general factor are better supported by data but lead to
the unpalatable conclusion that some people are simply more intelligent than others are. People
who support this idea believe that IQ test show an individuals potential. This idea to them is
supported by how well an individual does in school, at work and in many other contexts. Models
that focus on multiple distinct intelligences are less clearly supported by the data, but are
preferred by many researchers and practitioners in part because they lead to the conclusion that
everyone is intelligent in his or her own way and that it is not appropriate to rank order people by
Many people rise to the top of their professions because they have a passion and an innate
talent. They appear to be what is referred to as a born leader, but fail because they don’t have the
emotional ability to relate to the people around them. The question is can you teach emotional
intelligence to someone who just can’t relate to others? They love their jobs, but do not care
what co-workers or clients think of them. The good news is that EQ, unlike IQ, is an ability that
learned on the job. There must be real-life involvement that includes coaching and feedback.
23
Emotional Intelligence in the New Workplace
Emotional intelligence links the concepts of love and spiritually, bringing compassion
and humanity to the work place. I also helps provides a mean by which to illustrate and measure
the range of capability people possess and reinforce the idea that all employees add value to the
organization.
The modern workplace should be one that promotes thinking and discussion in all areas.
competitions, downsizing and/or a stronger focus on meeting customer needs, it will find that
using the components established by the experts in the field of emotional intelligence will go a
long way in helping them advance and keep up with the competition.
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Emotional Intelligence in the New Workplace
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