Emotional Intelligence is the balancing factor between critical thinking and performance outcomes.
Emotional Intelligence in the workplace provides the foundation for a lot of management competencies that are critical to effective performance and organisational success.
Change has changed everything, including intelligence.
We have new measuring tools for intelligence and many of the traditional interpretations of intelligence that governed our lives no longer apply.
Daniel Goleman, the author of the book Emotional Intelligence concludes that:
“For leadership positions emotional intelligence competencies account for up to 85% of what sets outstanding managers apart from the average”.
EVEN For more operational roles Ei still ranks as high as 50%.
IN other words People tend to get hired for their skills and knowledge and are sacked for their attitude or low Ei quotient.
Today even having a degree or masters in your subject is no absolute guarantee to career success.
The effect of this shift constitutes a form of cultural crisis for many individuals and organisations.
New business realities mean managers are being assessed not so much by length of service and academic intelligence, but rather by their operational actions, results achieved and levels of emotional intelligence.
Is this a different way of being smart? Perhaps. These new forms of intelligence have emerged over the last few decades that very much challenge the perceived or conventional wisdom.
Goleman popularised his view of emotional intelligence and drew together research in neurophysiology, psychology and cognitive science. Goleman divides emotional intelligence into the following five emotional competencies:
The 5 Emotional Competencies
How do you think you measure for Emotional Intelligence?