Goleman describes them as “friendliness with a purpose”, meaning everyone is treated politely and with respect, yet healthy relationships are then also used for personal and organisational benefit. Social skills are more than just being friendly. Identifying a certain mood or emotion from a colleague or client and reacting to it can go a long way in developing your relationship. Not only must you understand your own emotions, but understanding and reacting to the emotions of others is also important.
This leads to sustained motivation, clear decision making and a better understating of the organisation’s aims. A passion for what you do is far better for your emotional intelligence. Acting rashly or without caution can lead to mistakes being made and can often damage relationships with clients or colleagues.īeing driven by only money or material rewards is not a beneficial characteristic, according to Goleman. It is also important to be able to control and manage your impulses and emotions. Understanding and accepting the way you feel is often the first step to overcoming it. Individuals with high levels of emotional intelligence our comfortable with their own thoughts and emotions and understand how they impact on others. The model consists of five components, stated below. Goleman developed a performance-based model of EQ to assess employee levels of emotional intelligence, as well as to identify areas of improvement. Goleman defines it as “the ability to identify, assess and control one’s own emotions, the emotion of others and that of groups.” Rather than influencing exam scores or report writing, emotional intelligence influences how we control our own emotions and deal with relationships. He suggested high levels of emotional intelligence improve working relationships, help to develop problem solving skills, increase efficiency and effectiveness and catalyse the development of new strategies. Goleman suggested ‘ emotional intelligence’, a term developed by Salovey and Mayer (1989), is twice as important as cognitive intelligence for predicting career success and there was currently far too much emphasis on traditional predictors of employee performance. The author, one of the world’s leading EQ academics, suggested that there is far more to being successful than high levels of cognitive intelligence. Daniel Goleman’s 1995 book ‘ Emotional Intelligence’ introduced a whole new perspective on predicting and analysing employee performance.
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