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Emotional intelligence refers to an assortment of noncognitive skills, capabilities, and competencies that influence a persons ability to succeed in coping

with environmental demands and pressure. Emotional intelligence is the ability of an individual to appropriately and successfully respond to a vast variety of emotional stimuli being elicited from the inner self and immediate environment.

Emotional intelligence constitutes three psychological dimensions emotional sensitivity; emotional maturity & emotional competency which motivate an individual to recognize truthfully, interpret honestly and handle tactfully the dynamics of human behavior.

Success of a leader attributable to traditional high Intelligence quotient (IQ) is lesser the success attributable to high level of EQ 90 percent of the success of a leader is attributable to EQ while only 10-20 percent of the success of a leader is attributable to IQ IQ=MA/CA X 100

Its composed of five dimensions. Selfawareness is being aware of what youre feeling. Self-management is the ability to manage ones own emotions and impulses. Self-motivation is the ability to persist in the face of setbacks and failures. Empathy is the ability to sense how others are feeling. Social skills is the ability to handle the emotions of others.

Self Awareness Emotional awareness: recognizing ones emotions and their effects. Accurate self-assessment: knowing ones strengths and limits. Self-confidence: Sureness about ones self-worth and capabilities . Self-Regulation Self-control: managing disruptive emotions and impulses. Trustworthiness: maintaining standards of honesty and integrity. Conscientiousness: taking responsibility for personal performance.

Self-Motivation Achievement drive: striving to improve or meet a standard of excellence Commitment: Aligning with the goals of the group or organization. Initiative: readiness to act on opportunities. Optimism: persistence in pursuing goals despite obstacles and setbacks.

Social competence
Social awareness : Empathy: Sensing others feelings and perspective, and taking an active interest in their concerns. Service orientation: anticipating, recognizing, and meeting customers needs. Developing others: sensing what others need in order to develop, and bolstering their abilities. Leveraging diversity: cultivating opportunities through diverse people.

Social Skills Influence: Effective tactics for persuasion. Communication: sending clear and convincing messages. Leadership: inspiring and guiding groups and people. Change catalyst: initiating or managing change. Conflict management: negotiating and resolving disagreements. Building bonds: nurturing instrumental relationships. Collaboration and cooperation: working with others toward shared goals. Team capabilities: creating group synergy in pursuing collective goals.

When we make judgments about the behavior of other people, we have a tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors. This is called the fundamental attribution error. There is also a tendency for individuals to attribute their own successes to internal factors such as ability or effort while putting the blame for failure on external factors such as bad luck or unproductive co-workers. This is called the selfserving bias.

Six assumptions of the rational decision-making model: The problem is clear and unambiguous. The decision maker is assumed to have complete information regarding the decision situation. It is assumed that the decision maker can identify all the relevant criteria and can list all the viable alternatives. Furthermore, the decision maker is aware of all the possible consequences of each alternative. Rationality assumes that the criteria and alternatives can be ranked and weighted to reflect their importance. It is assumed that the specific decision criteria are constant and that the weights assigned to them are stable over time. The rational decision maker can obtain full information about criteria and alternatives because it is assumed that there are no time or cost constraints. The rational decision maker will choose the alternative that yields the highest perceived value.

The self-fulfilling prophecy is also called the Pygmalion effect. It characterizes the fact that peoples expectations determine their behavior. In other words, if a manager expects big things from his people, theyre not likely to let him down. Similarly, if a manager expects people to perform minimally, theyll tend to behave so as to meet those low expectations. The result then is that the expectations become reality.

Heuristics are judgmental shortcuts in decision making. The two common categories are availability and representativeness. The availability heuristic is the tendency for people to base their judgments on information that is readily available to them. The representative heuristic is the tendency to assess the likelihood of an occurrence by trying to match it with a preexisting category.

A bias that creeps into decisions is a tendency to escalate commitment when a decision stream represents a series of decisions. Escalation of commitment refers to staying with a decision even when there is clear evidence that it is wrong. Individuals escalate commitment to a failing course of action when they view themselves as responsible for the failure.

Shortcuts in judging others

When we draw a general impression about an individual on the basis of a single characteristic, a halo effect . The contrast effect occurs when we dont evaluate a person in isolation. Our reaction to one person is influenced by other persons we have recently encountered. The tendency to attribute ones own characteristics to other people is projection

This occurs when we perceive others according to what we ourselves are like rather than according to what the person being observed is really like. When we judge someone on the basis of our perception of the group to which he or she belongs, we are using the shortcut called stereotyping.

The three-component model of creativity proposes that individual creativity essentially requires expertise, creative-thinking skills, and intrinsic task motivation. Expertise is the foundation for all creative work. The potential for creativity is enhanced when individuals have abilities, knowledge, proficiencies, and similar expertise in their field of endeavor.

The second component is creative-thinking skills.This encompasses personality characteristics associated with creativity, the ability to use analogies, as well as the talent to see the familiar in a different light. The final component is intrinsic task motivation. This is the desire to work on something because it is interesting, involving, exciting, satisfying, or personally challenging. This motivational component is what turns creativity potential into actual creative ideas. It determines the extent to which individuals fully engage their expertise and creative skills.