...| |06 |Jolakha Afrin |08302012 | |07 |Bristy Rani Banik |08302023 | |08 |Lipi Barua |08302029 | |09 |Fahmida Afroz |08302078 | Date of submission: 15.03.2011 INDEX ← History………………………………………………… 04 ← Emotion & intelligence………………………………..05 ← Definition ………………………………………………05 ← Model...
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...Spiritual intelligence is a term used to indicate a spiritual correlate to IQ (Intelligence Quotient) and EQ (Emotional Quotient). Like EQ, SQ is becoming more mainstream in scientific inquiry and philosophical/psychological discussion. Models for developing and measuring spiritual intelligence are also increasingly used in corporate settings, by companies such as Nokia, Unilever, McKinsey, Shell, Coca-Cola, Hewlett Packard, Merck Pharmaceuticals, Starbucks and the Co-operative Bank. It has been identified as a key component of Leadership by bestselling business author Stephen Covey, who observes that "Spiritual intelligence is the central and most fundamental of all the intelligences, because it becomes the source of guidance for the other[s]..." Howard Gardner, the originator of the theory of multiple intelligences, chose not to include spiritual intelligence amongst his "intelligences" due to the challenge of codifying quantifiable scientific criteria. Instead, Gardner suggested an "existential intelligence" as viable. Robert Emmons (2000) defines spiritual intelligence as "the adaptive use of spiritual information to facilitate everyday problem solving and goal attainment." He originally proposed 5 components of spiritual intelligence: 1. The capacity to transcend the physical and material. 2. The ability to experience heightened states of consciousness. 3. The ability to sanctify everyday experience. 4. The ability to utilize spiritual resources to solve problems...
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...psychology and to the human behavior. EI is the capacity to understand and manage your own emotional experiences as well as being able to perceive, comprehend, and respond to the emotional responses of others. The EI test that was issued to me, for this particular assignment, was very accurate on the perception of my Emotional Intelligence. My EI scoring range was 55-80, a very impressive score! The results revealed that I was extremely high. This is very important because a person has to be self-aware to asses’ their self accurately. I was very cautious and honest while taking the test. In this experience, I learned that one of the most significant processes in “maintaining my sanity” is in exceptional condition! The eagerness to increase my knowledge of EI is extremely heightened; the more knowledge I gain, the stronger my overall intelligence will become. EI is needed to succeed in life and according to evolutionary psychologists; emotions are a product of evolution. . The model introduced by...
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...emotional intelligence as: A form of intelligence that involves the ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions (Salovey & Mayer, 1990). The current characterization and the most widely accepted. Emotional intelligence is thus defined as: The ability to perceive emotion, integrate emotion to facilitate thought, understand emotions, and to regulate emotions to promote personal growth (Mayer & Salovey, 1997). This section will review the emotional intelligence literature. First, description of two models of emotional intelligence is outlined. Second, research on the gender and age differences in emotional intelligence will be discussed. Third, the application of emotional intelligence to everyday living will be explored. Salovey and Mayer: An Ability Model of Emotional Intelligence Peter Salovey and John Mayer first coined the term "emotional intelligence" in 1990 (Salovey & Mayer, 1990) and have since continued to conduct research on the significance of the construct. Mayer and Salovey's conception of emotional intelligence proposes that emotional intelligence is comprised of two areas: experiential (ability to...
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...Emotional Intelligence and Leadership Qualities Self-Awareness Principals of Leadership: Service to Others Fall Semester, 2010 Jeff Hawkins "Emotional intelligence refers to the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships," says Daniel Goleman in his book "Working with Emotional Intelligence" (1999). It describes abilities distinct from, but complementary to, academic intelligence - the purely cognitive capacities measured by IQ. The concept of an “emotional intelligence” as important in certain applications as an “Intellectual Intelligence” is not necessarily new. The conversations surrounding Emotional Intelligence are becoming more focused, and taking on a greater relevance in our practices. The idea of emotional intelligence (EQ) as a counterpart to intelligence quotient (IQ) for educators and educational leaders is an expanding area of study and self-reflection. Research shows that emotional intelligence may actually be significantly more important than cognitive ability and technical expertise combined. In fact, some studies indicate that EQ is more than twice as important as standard IQ abilities. Further, evidence increasingly shows that the higher one goes in an organization, the more important EQ can be. For those in leadership positions, emotional intelligence skills account for close to 90 percent of what distinguishes outstanding leaders from...
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...A new approach to assessing leadership dimensions, styles and context An Article published in Competency & Emotional Intelligence Quarterly, Winter 2003. The new Leadership Dimensions Questionnaire brings together the latest thinking on competencies, emotional intelligence and intellectual ability; its authors, Victor Dulewicz and Malcolm Higgs, explain their research process and the ways in which the LDQ can be applied. INTRODUCTION A new model of leadership It has been estimated that, in 1999 alone, more than 2,000 books were published on the topic of leadership. A recent search on the Library of Congress database revealed in excess of 8,000 books on the subject. Higgs (2002) conducted a wide-ranging review of the development in thinking on the nature of effective leadership. In particular, he looked at the literature from a “sense-making” rather than discovery perspective (Weick, 1995). One part of a pattern to emerge from his review is that the personality of the leader is a determinant of their effectiveness (eg, Hogan and Hogan, 2001; Collins, 2001). The second element of the overall pattern is that effective leaders differ from each other through the exercise of a relatively small range of skill or competence areas (eg, Kouzes and Posner, 1998; Goffee and Jones, 2000; Higgs and Rowland, 2001; Hogan and Hogan, 2001). The way in which these skills and competencies are exercised is not prescribed, but is the function of the underlying personality of the...
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....... 3 Behaviors and outcomes ........................................................................................ 4 EQ in healthcare .................................................................................................... 4 Healthcare emotional intelligence ......................................................................... 4 Training implications .............................................................................................. 5 Training and Health Care ....................................................................................... 6 The physician and emotional intelligence .............................................................. 7 Conclusion ............................................................................................................. 8 Introduction There is a renewed interest in healthcare, in the role of Emotional Intelligence — a set of behavioral competencies, distinct from traditional IQ, that impact performance. There is also a growing body of evidence that individual behaviors, including EQ, influence patient outcomes and organizational success. What is EQ? How does it apply to healthcare? How do we use it to improve performance? Everyone is striving to provide patient-centered care. Operational strategies like Lean or Six-Sigma help in designing new, patient-centered care models. Information systems make clinical and financial data more useful and enhance efficiency. These strategies and technologies...
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...Students are typically given new information that they are taught to absorb and apply to everyday life. Most instructors try to relate their curriculum to situations that students will find relevant and applicable to conditions or circumstances that have occurred or will occur in the future. Through that technique, the facilitation of comprehending and remembering the material comes into effect. Just as different teachers have varied teaching styles, students also have different ways of learning and affixing meaning to certain information. The Kolb Model of Experiential Learning classifies four modes in the learning cycle. The first mode, concrete experimentation, is learning through doing something. The second mode, reflection, concentrates on thinking about the information relayed. Abstract conceptualization, the third mode, involves talking with others and applying what is already known to the situation. The last mode of Kolb’s model is active experimentation, which entails doing something new or doing the same thing in a more highly developed manner based on what has been learned. Even though the primary focus of learning is the informational aspect; there are a number of other underlying factors that contribute to...
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...LEADERSHIP THEORIES TO SUPPORT COLLEGE’S ORGANIZATIONAL DIRECTION | | | Contents 1. Introduction: 2 2. Types of Leadership Theories 2 1. Trait Theories 2 2. Behavioral Theories 2 3. Contingency Theory 2 4. Integrative Leadership Theory 3 3. Behavioral Theory 3 3.1. Coercive 3 3.2. Authoritative 3 3.3. Affiliative 3 3.4. Democratic 3 3.5. Pacesetting 4 3.6. Coaching 4 4. Leadership Theory at Intel: 5 5. Emotional Intelligence 7 5.1 Johari Window Model 9 5.1.1 Johari Window and Emotional Intelligence (EQ) 10 5.1.2 The Interpretation 11 6. Applicability to support Organizational Goals 11 7. Conclusion 13 8. Bibliography 14 9. Appendices 15 1. Introduction: According to Drucker, for a leader to be effective, there are several practices that they must follow. He analysed various businesses including not for profit organizations and noticed similar practices with all the CEOs. These were (1) they asked what needed to be done (2) they asked “what is right for the enterprise”, (3) they developed action plans, (4) they took responsibility for decisions made, (5) they took responsibility for communicating, (6) they were focused on opportunities rather than problems, (7) they ran productive meetings and (8) they thought and said “We” rather than “I”. He stated that, the first 2 options gave them the knowledge they needed while the other four helped them convert this knowledge into effective action while the last two ensured the whole...
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...capacity to identify, assess, and control the emotions of one's self, of others, and of groups. In other words, it is the ability to perceive, control and evaluate emotions of self or others Emotional intelligence is about how we manage our actions with both others and ourselves as a result of the emotions we feel. Peter Salovey and John D. Mayer -“the subset of social intelligence that involves the ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions” (1990) Four factors of EI 1. the perception of emotion 2. the ability reason using emotions 3. the ability to understand emotion 4. the ability to manage emotions IMPORTANCE OF EI : Emotions play a significant role in the way people work with one another and therefore affects profits. An individual with high EQ reacts after both feeling an emotion and thinking about an event. Others with less developed skills would often react only after feeling the emotion without much thinking. Extremely smart people can have low emotional skills while others who are not so gifted in standard IQ can exhibit relatively high emotional skills. Emotions affect how one behaves with oneself as well as with other people, especially during conflicts. This is why management of our emotions has become especially important.IQ is a given that can't really be altered, EQ is something that can be developed through training. Mayer...
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...Major Individual Essay During this time of exploration I have exposed experiences that have had a significant impact on how I see myself. One incident related to a less than one-minute interaction forty years ago. As I was thinking about my life story and self-development trajectory I recalled an interstate holiday to Queensland when I was 10 years old. My parents, avid antique collectors, were looking for a grandfather clock and made an enquiry to a shopkeeper if he had any clocks to sell. The shopkeeper responded to my father’s query and proceeded to say he did have a beautiful Victorian grandfather clock and said “oh it’s over there just near your son” and he was pointing at me….This event had a profound impact on how I have viewed myself and now forty years later a place to start for some great opportunities for improvement. As Eleanor Roosevelt said,“No one can make you feel inferior without your consent”. | Introduction I made a decision at the start of the semester to use the subject as a catalyst to create some changes in my professional life. I came into this subject with a plan to work out how to improve my working relationship with a colleague who I perceived as overbearing and a dictator. Over the past twelve weeks I have dissected not only this relationship but also my career, myself and my future. I am, to most, seen as a successful executive and leader. Based on the success symbols of our western society such as being goal oriented, having a clear...
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...Examining the Relationship Between Emotional Intelligence of Managers and Organizational Commitment of Subordinates Dissertation Submitted to Northcentral University Graduate Faculty of the School of Business and Technology Management in Partial Fulfillment of the Requirements for the Degree of DOCTOR OF PHILOSOPHY by DANIEL R. BENNETT Prescott Valley, Arizona March 2011 UMI Number: 3452478 All rights reserved INFORMATION TO ALL USERS The quality of this reproduction is dependent upon the quality of the copy submitted. In the unlikely event that the author did not send a complete manuscript and there are missing pages, these will be noted. Also, if material had to be removed, a note will indicate the deletion. UMT Dissertation Publishing UMI 3452478 Copyright 2011 by ProQuest LLC. All rights reserved. This edition of the work is protected against unauthorized copying under Title 17, United States Code. ProQuest LLC 789 East Eisenhower Parkway P.O. Box 1346 Ann Arbor, Ml 48106-1346 Copyright 2011 Daniel R. Bennett APPROVAL PAGE Examining the Relationship Between Emotional Intelligence of Managers and Organizational Commitment of Subordinates by Daniel R. Bennett Approved by: air: Robert Miller, Ed.D Member: Jaime J. Klein, Ph.D. Member: Penny Ann Wilkins, D.M. Date -14- Certified by: School Dean: Arthur Lee Smith, Ph.D. Date ABSTRACT Evidence from numerous studies suggests that Organizational Commitment (OC) among employees...
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...------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Emotional Intelligence Strategic Management: Research Paper In this dynamic and ever changing global economy, successful leaders will have to facilitate others to develop their own style of leadership, skills and potential using emotional intelligence as guide of future success. Emotional Intelligence is a trait that is demonstrated by successful leader. Daniel Goleman believes is twice as important as IQ in predicting career success. (Richards, 2007). Effective leader are those that understand who they are and are able to control themselves under different circumstances. They are self-motivating and people are drawn to them. Emotionally intelligent leaders are able to motivate themselves and as well as others. They can regulate their moods so that distress does not overwhelm their ability to think. (Richards, 2007) Jan Richards noted PHD stated "Great leaders often display simple virtues like generosity of spirit, giving others the gift of their presence. They also seem to have the kind of clarity of mind that gets to the heart of the matter, the honesty and integrity to say what they know to be true, together with the compassion to do no harm. They have a basic human wisdom in dealing with countless situations. When we leave them, we feel inspired, empowered, and enabled to take effective action" (Richards, 2007) Emotional...
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...components: a subjective experience, a physiological response, and a behavioralor expressive response." (Hockenbury & Hockenbury, 2007) In addition to understanding exactly what emotions are, researchers have also tried to identify and classify the different types of emotions. In 1972, psychologist Paul Eckman suggested that there are six basic emotions that are universal throughout human cultures: fear, disgust, anger, surprise, happiness, and sadness. In 1999, he expanded this list to include a number of other basic emotions including embarrassment, excitement, contempt, shame, pride, satisfaction, and amusement. During the 1980s, Robert Plutchik introduced another emotion classification system known as the "wheel of emotions." This model demonstrated how different emotions can be combined or mixed together, much the way an artist mixes primary colors to create other colors. Plutchik suggested that there are 8 primary emotional dimensions: happiness vs. sadness, anger vs. fear, trust vs. disgust, and surprise vs. anticipation. These emotions can then be combined in a variety of ways. For example, happiness and anticipation might combine to create excitement. In order to better understand what emotions are, let's focus on their three key elements. The Subjective Experience While experts believe that there are a number of basic universal emotions that are experienced by people all over the world regardless of background or culture, researchers also believe that the experience...
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...Strategic Management: Research Paper In this dynamic and ever changing global economy, successful leaders will have to facilitate others to develop their own style of leadership, skills and potential using emotional intelligence as guide of future success. Emotional Intelligence is a trait that is demonstrated by successful leader. Daniel Goleman believes is twice as important as IQ in predicting career success. (Richards, 2007). Effective leader are those that understand who they are and are able to control themselves under different circumstances. They are self-motivating and people are drawn to them. Emotionally intelligent leaders are able to motivate themselves and as well as others. They can regulate their moods so that distress does not overwhelm their ability to think. (Richards, 2007) Jan Richards noted PHD stated "Great leaders often display simple virtues like generosity of spirit, giving others the gift of their presence. They also seem to have the kind of clarity of mind that gets to the heart of the matter, the honesty and integrity to say what they know to be true, together with the compassion to do no harm. They have a basic human wisdom in dealing with countless situations. When we leave them, we feel inspired, empowered, and enabled to take effective action" (Richards, 2007) Emotional Intelligence is trait that is evident in successful leaders This essay will describe Emotion Intelligence as part of a Strategic Management concept and present a...
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