HISTORY The earliest roots of emotional intelligence can be traced to Darwin's work on the importance of emotional expression for

sur i al and! second! adaptation"#$% In the $&''s! e en though traditional definitions of intelligence emphasi(ed cogniti e aspects such as memor) and problem*sol ing! se eral influential researchers in the intelligence field of stud) had begun to recogni(e the importance of the non*cogniti e aspects" +or instance! as earl) as $&,'! -"." Thorndike used the term social intelligence to describe the skill of understanding and managing other people"#,% Similarl)! in $&/' Da id 0echsler described the influence of non*intellecti e factors on intelligent beha ior! and further argued that our models of intelligence would not be complete until we can ade1uatel) describe these factors"#$% In $&23! Howard 4ardner's Frames of Mind: The Theory of Multiple Intelligences#3% introduced the idea of multiple intelligences which included both interpersonal intelligence 5the capacit) to understand the intentions! moti ations and desires of other people6 and intrapersonal intelligence 5the capacit) to understand oneself! to appreciate one's feelings! fears and moti ations6" In 4ardner's iew! traditional t)pes of intelligence! such as I7! fail to full) explain cogniti e abilit)" #/% Thus! e en though the names gi en to the concept aried! there was a common belief that traditional definitions of intelligence are lacking in abilit) to full) explain performance outcomes" The first use of the term 8emotional intelligence8 is usuall) attributed to 0a)ne 9a)ne's doctoral thesis! A Study of Emotion: Developing Emotional Intelligence from $&2:"#:% Howe er! prior to this! the term 8emotional intelligence8 had appeared in .euner 5$&;;6"#;% 4reenspan 5$&2&6 also put forward an -I model! followed b) Salo e) and <a)er 5$&&'6!#=% and Daniel 4oleman 5$&&:6" The distinction between trait emotional intelligence and abilit) emotional intelligence was introduced in ,'''"#2%

The Four Branches of Emotional Intelligence

Salo e) and <a)er proposed a model that identified four different factors of emotional intelligence> the perception of emotion! the abilit) reason using emotions! the abilit) to understand emotion and the abilit) to manage emotions" $" Perceiving Emotions: The first step in understanding emotions is to accuratel) percei e them" In man) cases! this might in ol e understanding non erbal signals such as bod) language and facial expressions" ," Reasoning With Emotions: The next step in ol es using emotions to promote thinking and cogniti e acti it)" -motions help prioriti(e what we pa) attention and react to? we respond emotionall) to things that garner our attention" 3" Understanding Emotions: The emotions that we percei e can carr) a wide ariet) of meanings" If someone is expressing angr) emotions! the obser er must interpret the cause of their anger and what it might mean" +or example! if )our boss is acting angr)! it might mean that he is dissatisfied with )our work?

or it could be because he got a speeding ticket on his wa) to work that morning or that he's been fighting with his wife" /" Managing Emotions: The abilit) to manage emotions effecti el) is a ke) part of emotional intelligence" Regulating emotions! responding appropriatel) and responding to the emotions of others are all important aspect of emotional management"

Definitions
since 1990, Peter Salovey and John D. Mayer have been the leading researchers on emotional intelligence. In their influential article !motional Intelligence, they defined emotional intelligence as, the subset of social intelligence that involves the ability to monitor one"s o#n and others" feelings and emotions, to discriminate among them and to use this information to guide one"s thin$ing and actions %1990&.

Substantial disagreement exists regarding the definition of -I! with respect to both terminolog) and operationali(ations" @urrentl)! there are three main models of -I>

Abilit) -I model <ixed models of -I 5usuall) subsumed under trait -I6#&%#$'% Trait -I model

Different models of -I ha e led to the de elopment of arious instruments for the assessment of the construct" 8In regard to measuring emotional intelligence B I am a great belie er that criterion*report 5that is! abilit) testing6 is the onl) ade1uate method to emplo)" Intelligence is an abilit)! and is directl) measured onl) b) ha ing people answer 1uestions and e aluating the correctness of those answers"8 **Cohn D" <a)er

Reuven Bar- n!s E"-i A self*report test designed to measure competencies including awareness! stress tolerance! problem sol ing! and happiness" According to Dar*On! E-motional intelligence is an arra) of noncogniti e capabilities! competencies! and skills that influence oneFs abilit) to succeed in coping with en ironmental demands and pressures"G Multifactor Emotional Intelligence #cale $MEI#% An abilit)*based test in which test*takers perform tasks designed to assess their abilit) to percei e! identif)! understand! and utili(e emotions"

#eligman &ttri'utional #t(le "uestionnaire $#&#"% Originall) designed as a screening test for the life insurance compan) <etropolitan .ife! the SAS7 measures optimism and pessimism" Emotional )om*etence Inventor( $E)I% Dased on an older instrument known as the Self*Assessment 7uestionnaire! the -@I in ol es ha ing people who know the indi idual offer ratings of that personFs abilities on a number of different emotional competencies"

Mi+ed models
The model introduced b) Daniel 4oleman#$=% focuses on -I as a wide arra) of competencies and skills that dri e leadership performance" 4oleman's model outlines four main -I constructs> $" Self*awareness B the abilit) to read one's emotions and recogni(e their impact while using gut feelings to guide decisions" ," -motional control B in ol es controlling one's emotions and impulses and adapting to changing circumstances"
'. Social skills B the abilit) to sense! understand! and react to others' emotions while

comprehending social networks" /" Optimism B the abilit) to inspire! influence! and de elop others while managing conflict" :" +lexibilit) skill* emotionall) intelligent people adapt to changes" The) use problem sol ing to de elop options

emotional intelligence theor( $E" - Emotional "uotient%

-motional Intelligence * -7 * is a relati el) recent beha ioural model! rising to prominence with Daniel 4oleman's $&&: Dook called '-motional Intelligence'" The earl) -motional Intelligence theor) was originall) de eloped during the $&='s and 2's b) the work and writings of ps)chologists Howard 4ardner 5Har ard6! 9eter Salo e) 5Yale6 and Cohn 'Cack' <a)er 5Hew Hampshire6" -motional Intelligence is increasingl) rele ant to organi(ational de elopment and de eloping people! because the -7 principles pro ide a new wa) to understand and assess people's beha iours! management st)les! attitudes! interpersonal skills! and potential" -motional Intelligence is an important consideration in human resources planning! Iob profiling! recruitment inter iewing and selection! management de elopment! customer relations and customer ser ice! and more" -motional Intelligence links strongl) with concepts of lo e and spiritualit)> bringing compassion and humanit) to work! and also to '<ultiple Intelligence' theor) which illustrates and measures the range of capabilities people possess! and the fact that e er)bod) has a alue"

The -7 concept argues that I7! or con entional intelligence! is too narrow? that there are wider areas of -motional Intelligence that dictate and enable how successful we are" Success re1uires more than I7 5Intelligence 7uotient6! which has tended to be the traditional measure of intelligence! ignoring eseential beha ioural and character elements" 0e' e all met people who are academicall) brilliant and )et are sociall) and inter*personall) inept" And we know that despite possessing a high I7 rating! success does not automaticall) follow" Different a**roaches and theoretical models have 'een develo*ed for Emotional Intelligence, This summar( article focuses chiefl( on the -oleman inter*retation, The .or/ of Ma(er0 #alove( and David )aruso $1ale% is also ver( significant in the field of Emotional Intelligence0 and .ill in due course 'e summarised here too,

emotional intelligence - the five domains

4oleman identified the fi e 'domains' of -7 as>

1. (no#ing your emotions. ). Managing your o#n emotions. '. Motivating yourself. *. +ecognising and understanding other ,eo,le"s emotions. -. Managing relationshi,s, ie., managing the emotions of others.
-motional Intelligence embraces and draws from numerous other branches of beha ioural! emotional and communications theories! such as H.9 5Heuro*.inguistic 9rogramming6! Transactional Anal)sis! and empath)" D) de eloping our -motional Intelligence in these areas and the fi e -7 domains we can become more producti e and successful at what we do! and help others to be more producti e and successful too" The process and outcomes of -motional Intelligence de elopment also contain man) elements known to reduce stress for indi iduals and organi(ations! b) decreasing conflict! impro ing relationships and understanding! and increasing stabilit)! continuit) and harmon)"

The following excellent free -motional Intelligence materials in pdf file format 5Acrobat Reader re1uired to iew6 are pro ided with permission of Daniel 4oleman on behalf of the @onsortium for Research on -motional Intelligence! which is gratefull) acknowledged>

The -motional @ompetence +ramework * a generic -7 competence framework produced b) Daniel 4oleman and @R-I co ering in summar)>

,ersonal com,etence . self.a#areness, self.regulation, self.motivation social com,etence . social a#areness, social s$ills

'-motional Intelligence> what is it and wh) it matters'" An excellent information paper b) Dr @ar) @herniss originall) presented at the annual meeting of the Societ) for Industrial and Organi(ational 9s)cholog)! in Hew Orleans! April ,'''" This is a detailed histor) and explanation of -motional Intelligence"

The Dusiness @ase for -motional Intelligence * a paper b) Dr @ar) @herniss featuring $& referenced business and organi(ational case studies demonstrating how -motional Intelligence contributes to corporate profit performance" The paper is an excellent tool which trainers! HR professionals and isionaries can use to help Iustif) focus! de elopment! assessment! etc"! of -7 in organi(ations"

4uidelines for 9romoting -motional Intelligence in the 0orkplace * a paper chiefl) constructed b) @ar) @herniss and Daniel 4oleman featuring ,, guidelines which represent the best current knowledge relating to the promotion of -7 in the workplace! summarised as> *aving the .a(

assess the organi/ation"s needs assessing the individual delivering assessments #ith care ma0imising learning choice encouraging ,artici,ation lin$ing goals and ,ersonal values ad1usting individual e0,ectations assessing readiness and motivation for !2 develo,ment

doing the .or/ of change

foster relationshi,s bet#een !2 trainers and learners self.directed chnage and learning setting goals brea$ing goals do#n into achievable ste,s ,roviding o,,ortunities for ,ractice give feedbac$ using e0,eriential methods build in su,,ort use models and e0am,les encourage insight and self.a#areness

encourage transfer and maintenance of change $sustaina'le change%

encourage a,,lication of ne# learning in 1obs develo, organi/ational culture that su,,orts learning

evaluating the change - did it .or/2

evaluate individual and organi/ational effect

Develo*ing emotional intelligence through five /e( s/ills:

-motional intelligence consists of fi e ke) skills! each building on the last>

-motional intelligence 5-76 skill $> The abilit) to 1uickl) reduce stress" -motional intelligence 5-76 skill ,> The abilit) to recogni(e and manage )our emotions" -motional intelligence 5-76 skill 3> The abilit) to connect with others using non erbal communication" -motional intelligence 5-76 skill /> The abilit) to use humor and pla) to deal with challenges" -motional intelligence 5-76 skill :> The abilit) to resol e conflicts positi el) and with confidence"

The fi e skills of emotional intelligence can be learned b) an)one! at an)time" Dut there is a difference between learning about emotional intelligence and appl)ing that knowledge to )our life" Cust because )ou know )ou should do something doesnFt mean )ou willJespeciall) when )ouFre feeling stressed" This is especiall) true when it comes to the skills of emotional intelligence"

Raising (our emotional intelligence '( engaging (our emotions

0hen )ou become o erwhelmed b) stress! the emotional parts of )our brain o erride the rational partsJhiIacking )our best*laid plans! intentions! and strategies" In order to permanentl) change beha ior in wa)s that stand up under pressure! )ou need to learn how to take ad antage of the powerful emotional parts of the brain that remain acti e and accessible e en in times of stress" This means that )ou canFt simpl) read about emotional intelligence in order to master it" You ha e to learn the skills on a deeper! emotional le elJexperiencing and practicing them in )our e er)da) life"

Emotional intelligence $E"% s/ill 3: Ra*idl( reduce stress

0hen weFre under high le els of stress! rational thinking and decision making go out the window" Runawa) stress o erwhelms the mind and bod)! getting in the wa) of our abilit) to accuratel) EreadG a situation! hear what someone else is sa)ing! be aware of our own feelings and needs! and communicate clearl)" The first ke) skill of emotional intelligence is the abilit) to 1uickl) calm )ourself down when )ouFre feeling o erwhelmed" Deing able to manage stress in the moment is the ke) to

resilience" This emotional intelligence skill helps )ou sta) balanced! focused! and in controlB no matter what challenges )ou face"

#tress 'usting: functioning .ell in the heat of the moment

De elop )our stress busting skills b) working through the following three steps>

Reali4e .hen (ou!re stressed B The first step to reducing stress is recogni(ing what stress feels like" <an) of us spend so much time in an unbalanced state that weF e forgotten what it feels like to be calm and relaxed" Identif( (our stress res*onse B - er)one reacts differentl) to stress" Do )ou tend to space out and get depressedK Decome angr) and agitatedK +ree(e with anxiet)K The best wa) to 1uickl) calm )ourself depends on )our specific stress response" Discover the stress 'usting techni5ues that .or/ for (ou B The best wa) to reduce stress 1uickl) is through the senses> through sight! sound! smell! taste! and touch" Dut each person responds differentl) to sensor) input! so )ou need to find things that are soothing to )ou"

Emotional intelligence $E"% s/ill 6: )onnect to (our emotions

The second ke) skill of emotional intelligence is ha ing a moment*to*moment awareness of )our emotions and how the) influence )our thoughts and actions" -motional awareness is the ke) to understanding )ourself and others" <an) people are disconnected from their emotionsBespeciall) strong core emotions such as anger! sadness! fear! and Io)" Dut although we can distort! den)! or numb our feelings! we canFt eliminate them" The)Fre still there! whether weFre aware of them or not" Lnfortunatel)! without emotional awareness! we are unable to full) understand our own moti ations and needs! or to communicate effecti el) with others"

What /ind of a relationshi* do (ou have .ith (our emotions2

Do (ou e+*erience feelings that flo.! encountering one emotion after another as )our experiences change from moment to momentK &re (our emotions accom*anied '( *h(sical sensations that (ou e+*erience in places like )our stomach or chestK Do (ou e+*erience discrete feelings and emotions! such as anger! sadness! fear! Io)! each of which is e ident in subtle facial expressionsK )an (ou e+*erience intense feelings that are strong enough to capture both )our attention and that of othersK Do (ou *a( attention to (our emotions2 Do the) factor into )our decision makingK

If an) of these experiences are unfamiliar! )our emotions ma) be turned down or turned off" In order to be emotionall) health) and emotionall) intelligent! )ou must reconnect to )our core emotions! accept them! and become comfortable with them"

Emotional intelligence s/ill $E"% 7: 8onver'al communication

Deing a good communicator re1uires more than Iust erbal skills" Oftentimes! what we sa) is less important than how we sa) it or the other non erbal signals we send out" In order to hold the attention of others and build connection and trust! we need to be aware of and in control of our non erbal cues" 0e also need to be able to accuratel) read and respond to the non erbal cues that other people send us" Hon erbal communication is the third skill of emotional intelligence" This wordless form of communication is emotionall) dri en" It asks the 1uestions> EAre )ou listeningKG and EDo )ou understand and careKG Answers to these 1uestions are expressed in the wa) we listen! look! mo e! and react" Our non erbal messages will produce a sense of interest! trust! excitement! and desire for connectionBor the) will generate fear! confusion! distrust! and disinterest"

Part of im*roving nonver'al communication involves *a(ing attention to:

-)e contact +acial expression Tone of oice

9osture and gesture Touch Timing and pace

To learn more! see Hon erbal @ommunication Skills> The 9ower of Hon erbal @ommunication and Dod) .anguage"

Emotional intelligence $E"% s/ill 9: Use humor and *la( to deal .ith challenges

Humor! laughter! and pla) are natural antidotes to lifeFs difficulties" The) lighten our burdens and help us keep things in perspecti e" A good heart) laugh reduces stress! ele ates mood! and brings our ner ous s)stem back into balance" The abilit) to deal with challenges using humor and pla) is the fourth skill of emotional intelligence" 9la)ful communication broadens our emotional intelligence and helps us>

Ta/e hardshi*s in stride" D) allowing us to iew our frustrations and disappointments from new perspecti es! laughter and pla) enable us to sur i e anno)ances! hard times! and setbacks" #mooth over differences" Lsing gentle humor often helps us sa) things that might be otherwise difficult to express without creating a flap" #imultaneousl( rela+ and energi4e ourselves" 9la)ful communication relie es fatigue and relaxes our bodies! which allows us to recharge and accomplish more" Become more creative, 0hen we loosen up! we free oursel es of rigid wa)s of thinking and being! allowing us to get creati e and see things in new wa)s"

To learn more! see 9la)ful @ommunication Skills> The 9ower of .aughter! Humor! and 9la)

Emotional intelligence $E"% s/ill :: Resolve conflict *ositivel(

@onflict and disagreements are ine itable in relationships" Two people canFt possibl) ha e the same needs! opinions! and expectations at all times" Howe er! that neednFt be a bad thingM Resol ing conflict in health)! constructi e wa)s can strengthen trust between people" 0hen conflict isnFt percei ed as threatening or punishing! it fosters freedom! creati it)! and safet) in relationships" The abilit) to manage conflicts in a positi e! trust*building wa) is the fifth ke) skill of emotional intelligence" Successfull) resol ing differences is supported b) the pre ious four skills of emotional intelligence" Once )ou know how to manage stress! sta) emotionall) present and aware! communicate non erball)! and use humor and pla)! )ouFll be better e1uipped to handle emotionall)*charged situations and catch and defuse man) issues before the) escalate"

Emotional Intelligence How HR and Line Management Can Partner for Results
Emotional Intelligence and #ound Business Practices ; <o. <R and =ine Management )an Partner for Results B( &dele B, =(nn 9erformance results should be e er)oneFs business" The most successful human resource partners know that their Iob isnFt Iust about hiring and benefits" The HR professionals that can help line managers deli er measurable impro ements in producti it)! 1ualit)! or cost win the hearts and respect of management and go home at night knowing that the) ha e contributed to the bottom line"

As the term emotional intelligence emerged with Daniel 4olemanFs book! Emotional Intelligence, human resource professionals now ha e a strategic tool that can help management produce results" Although intellectual brilliance! education and experience are critical elements and are surel) important in )our business hiring practices! the) will not sol e )our compan)Fs most challenging problems" An) workplace can be ulnerable to workplace conflict! poor team interaction! low morale! retention problems! or di ersit) issues that impact performance" Retention and high morale! creati it)! and s)nerg) for teamwork and problem sol ing are not rooted solel) in intellect" If )ou rel) on intellect alone! )our compan) will fall short for dri ing its purpose and igniting the best and most inspired performance from its emplo)ees" Howe er! when sound processes and anal)tical brilliance is coupled with emotional intelligence! breakthrough achie ements can be gained" As a human resource professional! )our role is significant for integrating emotional intelligence skills into the workplace at all le els of the organi(ation B especiall) in those who ha e an) t)pe of leadership! super isor)! sales or customer ser ice role" D) partnering with management to raise -7 awareness and skills! the focus of )our HR efforts is on pre ention and mo ing the business to a higher le el of competence rather than waiting around for the next crisis inter ention" -7 pro es to be a powerful strategic tool in accomplishing )our business goals in the following areas> N Hiring O Screening B D) incorporating -7 competencies in )our hiring strategies! )ou are ensuring that the people who come to work for )our compan) will alread) possess a high degree of emotional intelligence that will help them perform their Iob" N Training B All training on customer ser ice! sales! super isor) de elopment! leadership! career de elopment! and team interactions should include -7 awareness and skills training" D) helping emplo)ees focus on the areas of -7 that the) can impro e! )ou are pro iding them with tools that will help the business and impro e their Iob satisfaction" N @oaching B As an HR professional! )ou ma) often be in ol ed in coaching others in the organi(ation! in both crisis situations or dail) interactions" You can bring incredible alue to

)our one on one coaching experiences as )ou model and encourage others to understand how -7 can be used as a tool for sol ing their current and future dilemmas" N @ompetenc) models O Succession plans B HR can assist the organi(ation b) de eloping competenc) models and succession plans that incorporate -7 competencies" This action will ensure that the organi(ation of the future will be built based on competencies that ha e the greatest potential to deli er business goals" N 9erformance De elopment Re iews B 9erformance and de elopment re iews that reflect -7 competencies will ensure that emplo)ees are aware of de elopmental needs in the emotional intelligence area" Here are some thoughts on where to begin> $6 @on ince .ine <anagement of Denefits Help line management understand the business case for -7" 0ith o er ,: )ears of research! ample hard data e idence has been produced that link -7 to the business result" As an HR professional! do )our homework and present managers with concrete reasons wh) a focus on -7 will impro e the bottom line" ,6 .ink to Organi(ational language +ind the e idence in )our compan) to strengthen the -7 case b) examining ision! mission! alues! and strategic plans to link the -7 concepts to )our compan)Fs direction" This t)pe of hard e idence supports )our -7 initiati es as a wa) to contribute and add alue to )our business" 36 9resent @ase Studies of Impro ements .ook for small areas to make dramatic differences in performance b) raising emplo)ee -7" Once the results are impro ed! let others know how and what was done to warrant impro ements" As HR and line management become skilled partners in impro ing -7! man) of the common problems that )our businesses must address will disappear" You will sol e )our retention and morale problems! impro e )our compan)Fs creati it)! create s)nerg) from teamwork! speed information b) wa) of sophisticated people networks! dri e )our purpose! and ignite the best and most inspired performance from )our emplo)ees"

Emotional Intelligence>s Im*act on the Bottom =ine

To date! man) companies ha e focused their selection criteria and training programs on hard skills 5e"g"! technical expertise! industr) knowledge! education6 and the assessment of personalit) traits" Topics including competencies like stress management! asserti eness skills! empath)! and politicalOsocial acumen were ne er measured in the selection process or focused on in training and de elopment programs" In realit)! these are critical success factors that should not be dismissed! and ha e a direct impact on the bottom line"

+or example! the Ha) 4roup states one stud) of // +ortune :'' companies found that salespeople with high -7 produced twice the re enue of those with a erage or below a erage scores" In another stud)! technical programmers demonstrating the top $' percent of emotional intelligence competenc) were de eloping software three times faster than those with lower competenc)" Additional research unearthed the following success stories" A +ortune :'' compan) in financial ser ices pro ed that their high -7 salespeople produced $2 percent more than the lower -7 salespeople" One recent stud) conducted b) a Dallas corporation measured that the producti it) difference between their low scoring emotional intelligence emplo)ees and their high scoring emotional intelligence emplo)ees was ,' times" A Texas*based +ortune :'' @ompan) had utili(ed personalit) assessments for candidate selection for )ears with little results in reducing turno er in their high turno er sales force" After turning to an emotional intelligence*based selection assessment and -7 training and de elopment program! the) increased retention b) ;= percent in the first )ear! which the) calculated added P3, million to their bottom line in reduced turno er costs and increased sales re enues" A large metropolitan hospital reduced their critical care nursing turno er from ;: percent to $: percent within $2 months of implementing an emotional intelligence screening assessment" A communit) bank that reduced staff b) 3' percent due to the sluggish econom) assessed the remaining workforce for their emotional intelligence competencies! placed them in the right role for those competencies! and the bank is now producing more with less people" .astl)! through a series of recent studies conducted b) Q-RORISR HR! Inc"! a correlation was found among low emotional intelligence and theft and shrinkage" One other stud) in the construction industr) )ielded results showing workers with low emotional intelligence had a higher likelihood of getting inIured while on the Iob" All of these cases are starting to pro e the alue of ha ing highl) emotionall) intelligent emplo)ees make up )our workforce if )ou want a competiti e ad antage in this highl) competiti e business world" <ike 9oske) is ice president of Q-RORISR HR! Inc"! a Dallas*based human resources risk management firm and exclusi e pro ider of Q-RORISR Hiring S)stem" +or more information! isit www"Q-RORISRHR"com"

3456I7! 38 P+3J!95:

Meaning and defination of emotional intelligence %!I& - models of !I Im, of !I in ;+ <giving live e0am,les sho#ing the relation bet#een the functions of ;+ and !I 9onclusion %case study&